AuSAE Sector and AuSAE News

AuSAE and Causeis Announce Recipients of the Leadership Advancement Scholarship for Women in Association Leadership Retreat

Sarah Gamble — Tue, 10 Mar 2026 01:42:24 GMT

AuSAE, the peak body for association professionals in Australia and New Zealand, in partnership with Causeis, is thrilled to announce the recipients of the Causeis Leadership Advancement Scholarships, supporting attendance at the 2026 Women in Association Leadership (#WIAL) Retreat in Christchurch, New Zealand, 5–8 May 2026.

The scholarship program recognises exceptional women leaders in the association sector who are committed to expanding their leadership skills and making a positive impact within their organisations.

Nicola Anstice, Optometry Australia – Director, Education and Research
Rachael Corby, CAE, Australian Water Association – Head of Member Engagement & Experience
Paula Kinnane, Australasian Sonographers Association – General Manager, Professional Development, Clinical Standards, and Research
Tess Rich, Audiology Australia – Manager of Member Services

Toni Brearley, CAE, Chief Executive Officer of AuSAE, said:
"These scholarships are an important way to champion female leadership in the association sector. We are thrilled to recognise these outstanding women leaders, and to provide opportunities like the WIAL Retreat that support their growth, connection, and impact across the sector.

Michelle Lelempsis, CEO & Founder of Causeis, said:
"At Causeis, we are passionate about supporting leadership development across the association sector. These scholarships empower talented women to take their leadership journey to the next level, and we are proud to partner with AuSAE to make this opportunity possible."

The WIAL Retreat is a leading professional development event for women in the association sector, providing workshops, peer discussions, wellbeing experiences, and networking opportunities designed to inspire, challenge, and equip attendees to thrive in leadership roles.

AuSAE is grateful to Causeis for supporting this initiative and championing female leadership in the association sector.

For more information about the WIAL Retreat, please visit www.ausae.org.au/WIAL

About Causeis
Causeis the global leading and multi-award-winning team of 25+ experts, dedicated to empowering associations to achieve their digital success. Causeis are the creators of the Causeis Launchpad and Smart Suite — trusted solutions that help transform and elevate the member experience.

Every day, their work impacts the lives of over 500,000 members globally across 75+ association clients.

The Causeis Launchpad powered by iMIS®, is the only preconfigured AMS solution purpose-built by association experts. Proven to accelerate digital success, by combining the power of iMIS with new functionality and hundreds of prebuilt configurations, designed to fast-track your journey to digital excellence. Causeis is the current ASI Global iMIS Partner of the Year, an achievement they've proudly received five times in the last six years. Visit www.causeis.com for more information.

AuSAE Welcomes 4 New Certified Association Executives

Sarah Gamble — Thu, 05 Mar 2026 00:11:23 GMT

AuSAE are thrilled to welcome four new Certified Association Executives (CAEs) to our growing community across Australia and New Zealand.

A big congratulations to Stefanie Jackson CAE, Matthew Kealley CAE, Faizal Mohammed CAE, and Paul Skelton CAE, who have achieved the globally recognised Certified Association Executive (CAE) credential, the highest professional recognition in the association sector.

AUSTRALIA & NEW ZEALAND

Stefanie Jackson, CAE – CEO, Change Management Institute, Leura, NSW
Matthew Kealley, CAE – Senior Manager, Membership Engagement & Innovation, Canegrowers, Brisbane, QLD
Faizal Mohammed, CAE – Local Government NSW, Sydney, NSW
Paul Skelton, CAE – Country Manager, Australian & New Zealand, CEDIA, Highett, VIC

"The CAE credential represents the gold standard in association leadership. Stefanie, Matt, Faizal, and Paul have demonstrated an exceptional commitment to professional growth and to advancing our sector. We are proud to celebrate their achievement and welcome them into this distinguished community," said Toni Brearley CAE, CEO of AuSAE.

This milestone is a testament to your dedication to leadership, excellence, and lifelong learning. We’re proud to celebrate with you!

Learn more about the CAE credential: ausae.org.au/CAE

Congratulations again, Stefanie, Matt, Faizal, and Paul - we’re #CAEproud!

Read the full announcement from ASAE: The Center for Association Leadership

What Members Really Want in 2026: Turning Insight into Action for Association Success

Sarah Gamble — Mon, 23 Feb 2026 23:54:45 GMT

The future of member engagement is human, personal, and purpose-driven. That was the resounding takeaway from our recent webinar, “What Members Really Want in 2026: Insights from the 2025 Benchmark Reports” presented by Higher Logic.

Facilitated by Kelly Whelan, Senior Content Marketing Manager at Higher Logic, with insights from Toni Brearley, CAE, CEO of AuSAE and Clementine West, Community Engagement Manager from AAPi, the discussion unpacked how association expectations are changing.

Drawing from the Higher Logic’s 2025 Association Member Experience Report, the panel laid out actionable strategies to elevate the member journey, from first touch to lifelong loyalty.

1. Emotional Drivers Matter as Much as Functional Benefits

Members may join for professional development, networking, or certifications, but they stay when they experience belonging, engagement and clear value.

In competitive and often isolating professional environments, associations provide emotional value - support, reassurance, and a sense of “people who get me.” The data confirms that emotional connection and community support are top drivers of retention that associations must cultivate.

Key takeaway: Make every interaction - emails, events, onboarding - reinforce that members belong to a community that understands and supports them.

2. Cost Is Often a Proxy for 'This No Longer Feels Worth It'

When members cite cost as a reason for leaving and non-renewal, it’s rarely about money, it’s about perceived value or low engagement.

If engagement stagnates and members don’t feel the impact of their membership, renewal feels more like a bill than a benefit. Associations must continuously demonstrate value and outcomes - skills gained, networks built, confidence grown - so that cost never becomes the default exit excuse.

Key takeaway: Value isn’t what you offer; it’s what members experience.

3. Reframe Value Propositions Around Member Impact, Not Activities

Many association teams unintentionally focus their messaging on what they do, events, newsletters, advocacy campaigns, rather than what members gain.

Reframing messaging around member impact (career growth, problem-solving, professional confidence, network expanded, and problems solved) resonates stronger and builds clearer alignment between organisational goals and member outcomes.

Example: Instead of “Join our annual conference,” try “Accelerate your career with three days of peer-led learning and real-world solutions.”

4. Time Is the New Currency

Despite high perceived value of community, time constraints remain the biggest obstacle to participation. Associations must tie resources back into community, make participation easy and low-friction, and repeatedly demonstrate what members gain by engaging.

Tip: Offer “micro-engagement” pathways such as quick polls, bite-sized learning, or recognition badges that reward even small interactions.

5. Community Is the Modern Safety Net

Community provides more than networking opportunities, it functions as a safety net that reduces loneliness, builds reassurance, and strengthens retention.

Members rely on these spaces to combat isolation, share real-world solutions, and find peer reassurance. When managed intentionally, communities become the emotional anchor that drives long-term loyalty.

Key takeaway: Community health equals member health. Cultivate belonging, not just conversation.

6. Personalisation and Segmentation Drive Results

Practical implementation of personalisation delivers measurable results. The webinar highlighted real-world results from personalised campaigns, segmented by audience interest, career stage, or engagement level. Personalised outreach outperformed generic messaging across every metric including open rates, clicks, and conversions.

Action step: Use data to shape what’s next. Ask members what they want through polls and feedback, and act on it. This makes members feel heard and co-creates the experience, building trust.

7. AI Should Create 'More Human, Not Less Human' Engagement

Members show high comfort with AI when it improves their experience through smarter search, discover, personalised recommendations, or intuitive support tools. However, AI must be human-centered, transparent, intentional, and tied to strategy, enhancing human connection rather than replacing it.

Key takeaway: Use AI to lighten the admin load and free staff to deepen relationships, not automate them away.

8. Strong Onboarding Drives Lifelong Membership

An easy, structured early experience is one of the strongest predictors of long-term engagement, belonging, and retention across the entire member lifecycle, not just the first week. Associations should invest significantly in designing intentional onboarding journeys. From day one, new members need clarity - how to connect, contribute, and benefit.

Tip: Build a 90-day onboarding journey with milestones, mentorship, and recognition touchpoints.

9. Email Alone Is Insufficient - Spread Outreach Across Multiple Channels

While email remains valuable, members are overwhelmed by inbox volume. Effective communication strategy requires spreading outreach across community platforms, social media, and opt-in channels with clear segmentation and personalisation so people receive only relevant messages.

Action step: Use member data to trigger communications where they already are, not just where you are comfortable sending them.

10. Visibility Still Drives Growth

When it comes to non-member acquisition, the biggest challenge isn’t cost, it’s awareness.

Too often, potential members simply don’t know your association exists. Associations must investin SEO, social visibility, and clear messaging that articulates impact over activities is key.

Key takeaway: The best marketing strategy begins with being findable.

Moving Forward: Designing Belonging for 2026

The data is clear: personalisation and belonging are the twin pillars of member engagement in 2026.

Associations that focus communication, community, and career impact around those principles will not only retain members but transform them into advocates.

Now is the time to:

Audit your onboarding and communication flows
Integrate personalisation driven by data and member feedback
Celebrate community as the heart of your value proposition

In a landscape where expectations evolve quickly, the opportunity is to stay deeply human, by meeting members where they are, and reminding them why they belong.

If you missed the AuSAE Open Access Webinar: What Members Really Want in 2026, or would like to rewatch it, you can view it here.

Download your copy of Higher Logic's 2025 Association Member Experience Report here

AuSAE Announces Industry Partnership with MemberBoat to Strengthen Marketing Capability and Membership Growth Across the Sector

Sarah Gamble — Tue, 27 Jan 2026 22:57:20 GMT

The Australasian Society of Association Executives (AuSAE) is pleased to announce a new industry partnership with MemberBoat, a membership marketing consultancy and training provider specialising in helping associations grow, engage, and retain members through practical, modern marketing.

This partnership reflects a shared commitment to building marketing confidence and capability across the association sector, recognising that many teams are under pressure to deliver growth and engagement without specialist support or large budgets.

Through the partnership, AuSAE members will gain access to practical insights, frameworks, and learning opportunities that focus on real-world association marketing. Areas of focus include content and email strategy, member journeys, engagement, retention, and measuring what actually works.

Toni Brearley CAE, Chief Executive Officer of AuSAE, said the partnership strongly aligns with AuSAE's purpose of supporting association leaders and teams.

"Marketing has never been more important, and at the same time, more overwhelming, for associations. MemberBoat brings a deep understanding of the sector, combined with a practical approach that helps teams take meaningful action. Olena and her team understand the pressures association professionals face, and they've built solutions that make membership growth achievable, not aspirational."

Olena Lima, Founder of MemberBoat and Membership Marketing School, said the partnership builds on long-standing work with the association community.

"Associations do incredibly important work, yet marketing expertise isn't traditionally embedded in association teams. As member expectations rise and businesses adopt events, content marketing, and community building, associations can't afford to fall behind. Our role is to make marketing accessible and achievable, whether through hands-on consulting with MemberBoat or practical education through Membership Marketing School. Partnering with AuSAE allows us to support more association professionals at every stage of their journey."

With more than 15 years' experience working exclusively with associations globally, and insights shaped by hundreds of association professionals, MemberBoat and Membership Marketing School bring both strategic depth and practical delivery to the partnership.

Together, AuSAE and MemberBoat are committed to building marketing capability across the sector, ensuring associations have the clarity, confidence, and tools to grow membership sustainably.

To learn more, visit membershipmarketingschool.com or memberboat.com.au

Association Impact in Action: How AICM’s Creddo is Transforming Member Experience & The Profession

Sarah Gamble — Fri, 23 Jan 2026 23:53:35 GMT

The Australian Institute of Credit Management (AICM) shows how associations can create real, measurable impact for their members and the profession. We sat down with Nick Pilavidis, CEO at AICM to explore how they are transforming the member experience and supporting credit professionals to work smarter, faster, and with greater confidence.

In today’s economy, credit professionals play a critical role in driving business success - mitigating risk, maximising growth, and applying sound credit principles. For AICM, this means going beyond providing access to resources: it’s about helping members quickly find, understand, and apply knowledge in an increasingly complex credit, regulatory, and economic environment.

From Challenge to Innovation

AICM recognised a growing gap between the depth of knowledge it had built over many years and members’ ability to quickly locate and apply that knowledge. AICM had a wealth of knowledge: decades of trusted content spanning articles, magazines, newsletters, webinars, advocacy updates, and education materials. Yet, this content was dispersed across formats and platforms, making it difficult for members to quickly locate and apply the expertise they needed.

At the same time, member expectations were changing. With the emergence of AI, members wanted clear, practical answers, not lists of resources. Without the human capital to respond in real time, members risked turning to less trusted sources for guidance on credit, regulatory, and economic questions.

In response, AICM developed Creddo, an AI-powered Knowledge Assistant, built using Betty AI. Inspired by conversations at an AuSAE conference, AICM discovered Betty AI and its potential to transform the way associations deliver knowledge. After exploring the platform at subsequent events, AICM launched Creddo, a Knowledge Assistant designed to unlock the institute’s deep expertise and provide trusted, context-specific guidance on demand. Implementation was low impact, thanks to Betty AI’s support. AICM’s team structured and curated their knowledge resources for ingestion, tested the assistant, and quickly brought it to life.

Members First: The Impact of Creddo

Today, Creddo has become the first port of call for members facing credit, regulatory, or compliance questions. When members have a question they “Ask Creddo” To:

Draft credit documents and policies
Check processes, regulatory, and compliance requirements
Design role plays and receive critique
Test knowledge ahead of certification assessments

Key benefits include:

Time saved: Members no longer spend hours searching or escalating queries
Confidence boosted: Clear guidance on interpreting regulation, credit risk signals, and best practice
Emerging needs identified: Member questions highlight gaps in content, informing future publications, events, and advocacy
Volunteers empowered: Creddo reduces repeated queries to staff, allowing focus on strategic initiatives
Membership value demonstrated: A public version provides limited responses to non-members, showing the tangible benefits of full access
Innovation spotlighted: Early AI adoption reinforced AICM’s position as a forward-looking, professionally progressive body

As one member puts it:

“Creddo has changed the way I work. Instead of spending time hunting through resources, I can get a clear, trusted answer in seconds, it’s like having the entire AICM knowledge base at my fingertips.”
— AICM Member, Credit Risk Manager

Creddo also strengthened AICM’s strategic position. Tailored versions for different member segments boosted engagement, drove interest in the new Credit Knowledge Hub (CKH), and supported tiered membership offerings, giving members a clear reason to upgrade. Beyond solving an operational challenge, Creddo became a cultural asset, shaping team engagement, volunteer ownership, and member excitement.

Lessons Learned and Next Steps

One of the biggest surprises was how easy it was to implement Creddo. Associations with strong content need not fear technical hurdles, getting started can be simpler than expected. Another revelation was the creative ways members applied the tool, from audit prep to designing training scenarios. Launching early and iterating based on usage created more value than waiting for a “perfect” product

Building on this success, AICM is focusing on:

Expanding Creddo’s knowledge base to include more granular regulatory guidance and emerging credit risk topics.
Using engagement and question data to inform AICM’s content calendar, CPD programs, and advocacy priorities, ensuring resources remain ahead of member needs.

For other associations considering similar initiatives: start with your existing knowledge, find a technology partner who understands your sector, and treat member adoption as an ongoing conversation, not a single launch event.

Association Impact in Action

AICM’s Creddo is more than an innovative tool, it’s a clear example of association impact in action. By transforming how members access and apply knowledge, AICM has strengthened professional capability, enhanced member value, and demonstrated the power of associations to lead change within their industries. This success story shows that when associations embrace innovation and put members at the centre, they don’t just deliver resources, they create lasting, measurable impact that advances the profession and the broader community.

About Australian Institute of Credit Management (AICM)
The Australian Institute of Credit Management (AICM) is Australia’s leading professional member body for commercial and consumer credit management professionals across all industries and sectors, and the only credit industry-specific Registered Training Organisation in the country.

The AICM represents over 3,000 credit professionals working in over 800 companies. AICM members work in organisations providing consumer and commercial credit and support services.

AICM’s vision is a resilient economy where credit professionals drive successful business outcomes by mitigating risk, maximising growth and applying sound credit principles and practices. For more information, visit www.aicm.com.au

Global Membership Trends Uncovered in 2026 Membership Performance Benchmark Report by iMIS

Sarah Gamble — Tue, 13 Jan 2026 22:41:36 GMT

Alexandria, Va., Jan. 15, 2025 — Advanced Solutions International (ASI), a leading global provider of cloud software and services for associations and non-profits, and the developer of iMIS® Engagement Management System, announced the release of the 2026 Membership Performance Benchmark Report by iMIS. The 11th annual global report is now available for download at imis.com/benchmark-report.

The 2026 iMIS survey was conducted in late 2025 and collected insights from more than 400 association and membership professionals across the United States, Canada, Europe, the Middle East, India, Africa, and the Asia-Pacific region. This year’s report covers trends in membership growth and engagement, causes of attrition and re-engagement strategies, tech investment plans, non-dues revenue opportunities, key performance metrics, and actionable insights.

Key findings from the report include:

71% currently have or plan to invest in membership management software.
Retention increased or plateaued for three in four organizations, while only 15% experienced a decline.
70% believe that email is a top method to recoup lapsed members.
38% increased member engagement, and 43% held engagement rates steady.
36% are extremely confident about future growth and sustainability, increasing from last year’s 25%.
The top goal remains to increase engagement.
The top challenge is inadequate integration between member management systems and their corresponding websites.

“Membership organisations are adapting to rapid changes in technology and member expectations,” said Debbie Willis, Vice President of Global Marketing at ASI. “This year’s benchmark report provides actionable insights to help associations and non-profits strengthen engagement, optimize their tech stack, and position themselves for sustainable growth in 2026 and beyond.”

ASI will host complimentary webcasts to review the survey’s findings. Association and nonprofit professionals are invited to register for the following sessions.

North America/Europe: Feb. 18, 2026, 11:00 a.m. to noon EST (register).
Asia-Pacific: Feb. 19, 2026, 11:00 a.m. to noon AEDT (register).

About ASI Advanced Solutions International, Inc. (ASI) is a leading global provider of cloud software and services for associations and non-profits. ASI’s innovative suite of constituent engagement solutions helps clients digitally transform their organizations, streamline operations, and grow revenue by leveraging proven industry best practices and expertise. The company’s portfolio includes iMIS® for association and non-profit management, TopClass for learning management, OpenWater for application and review management, and Clowder® for year-round mobile app management. Learn more at www.advsol.com.

Books Association Leaders Recommend for Your Holidays

Sarah Gamble — Tue, 16 Dec 2025 01:01:20 GMT

As the year wraps up and association professionals take a well-earned pause, it’s the perfect time to reflect, reset, and recharge with a great book. To help inspire your leadership journey into 2026, we asked association board members, CEOs, and sector thought leaders to share the books they recommend for association professionals - titles that have shaped their thinking, strengthened their leadership, and sparked new ideas.

Here’s their curated list of must-reads for the holidays.

Radical Candor - Kim Scott

Recommended by: Matt Connor CAE, AuSAE Board Member & Head of Communications & Corporate Services, Australian Water Association

Why he recommends it:
Often cited as a favourite, and for good reason. Associations are only as good as their people, and our people are only as good as our ability to help them grow and develop. To do that, leaders have to be great at constructive challenge - giving feedback, and receiving it! If you've read it before, read it again.

Deep Work - Cal Newport

Recommended by: Kirsty Kelly, AuSAE Board Member & CEO, Transport Professionals Association

Why she recommends it:
Deep Work by Cal Newport highlights the importance of focused, uninterrupted work, offering practical tools to manage distractions and boost productivity. It's a great resource for achieving significant results in both professional and personal lives, and Kirsty loves the tips on responding to emails.

The First 90 Days - Michael D. Watkins

Recommended by: Ken Griffin, CEO, AUSActive

Why he recommends it:
It’s still remains the go-to guide for anyone starting a new role. It’s practical, strategic and insightful. Every time Ken return to it, he discovers another layer of insight that he missed on the previous read.

Four Thousand Weeks: Time Management for Mortals - Oliver Burkeman

Recommended by: Amanda Lea Kaiser, Engagement Strategist, Author & Keynote Speaker

Why she recommends it:
Oliver Burkeman's book puts time, especially work time, into sharp focus. Association professionals are so, so busy for good reason. Running an association is like running 5-8 businesses in one. But sometimes we all need to step back and focus on the most important things. If you are thinking about doing things at your association differently, this book is well worth your very limited time.

Grit: The Power of Passion and Perseverance - Angela Duckworth

Stolen Focus: Why You Can’t Pay Attention – and How to Think Deeply Again - Johann Hari

Lola in the Mirror - Trent Dalton

Recommended by: Richard Stokes, Chief Executive Officer, Australian Boarding Schools Association

Why he recommends them:
Richard's top non-fiction, Association book, this year is Grit, a powerful look at what truly drives achievement, not talent, but sustained passion and perseverance. He also recommends Stolen Focus for anyone struggling to carve out space for deep thinking in a distracted world. And for balance, he recommends some fiction too - Lola in the Mirror, a reminder that storytelling also nourishes the mind.

Building a StoryBrand 2.0 - Donald Miller

Recommended by: Olena Lima CAE, Founder & Principal Consultant, MemberBoat

Why she recommends it:
We all know associations love telling stories about themselves. Visit almost any association website and you’ll see “We do this, we deliver that, we advocate here, we provide professional development there”. It’s well-intentioned, but is it really what our members need to hear?

What Miller reminds us is that the member needs to be the hero of the story, and the association plays the guide. He uses the classic Star Wars parallel in the book when Luke Skywalker is the Hero, and Yoda is the Guide. When we flip the script and frame our work around the member’s ambitions, challenges and wins, they suddenly feel part of the association’s story. It becomes relevant, personal and worth paying attention to.

Olena recommend this book to any association aiming to be more member-centric in 2026 and ready to move beyond the same narrative they’ve been telling for the last 50 years. It’s a practical, energising way to sharpen your value proposition and help members see themselves in the story.

The Forever Transaction - Robbie Kellman Baxter

Recommended by: Damien Smith AM, Managing Director, Enterprise Care Pty Ltd & Principal Solicitor

Why he recommends it:
The Forever Transaction show how to build a subscription model so compelling, your Customers will never want to leave. This is a blueprint for membership driven organisations to deepen value and loyalty. Baxter translates the subscription mindset into actionable strategies for associations aiming to grow engagement and sustainable revenue.

Happy Reading and Merry Christmas

Whether you're looking to recharge, reflect, or reimagine the future of your association, these books offer powerful insights to take into the new year.

Wishing all association professionals a Merry Christmas. May your break include good books, good company, and a renewed sense of purpose for 2026 and beyond.

Why Your Next Opportunity Might Be Where Your Risks Are.

Sarah Gamble — Sun, 30 Nov 2025 22:11:48 GMT

LEADING ASSOCIATIONS TRANSFORM THE WAY THEY EXAMINE RISK

By Deanna Varga, Mayvin Global – Insights from Mission and Margin: Volume Two: Mitigating Risk for Associations

For many organisations, ‘risk’ when discussed, is something to minimise or avoid. But our research tells a different story.

In Volume One of our Mission and Margin white paper series, we explored revenue diversification as a foundation of financial sustainability. And in our recently launched Volume Two – Mitigating Risk for Associations, we shift focus to another essential pillar of long-term resilience: risk.

When approached with clarity, culture, and capability, risk becomes not a threat, but a powerful catalyst for growth and innovation. What opportunities come with risk, and how do you spot them?

Risk as readiness

Across the 15 case studies we examined over our three-part series (part three out in March 2026), one theme stood out strongly: successful associations don’t treat risk as a deterrent – they seek to understand it.

These organisations were not reckless, nor were they paralysed by caution. Instead, they took action with intention. Whether through disciplined governance, strategic partnerships, diversification initiatives, or bold brand transformation, each organisation understood their risk profile and understood that managing risk is not about avoiding uncertainty – it is about preparing for it.

A crucial ingredient was the alignment between boards and executive teams. When boards clearly define their risk appetite, set decision-making boundaries, and empower their leaders to act, they create a culture where innovation is possible and safe. This clarity signals confidence, enabling CEOs and senior teams to explore opportunities without fear of overstepping expectations.

What’s the solution

It is not about restraint; it is about readiness. Mitigating risk is creating the right conditions for the team, frameworks and innovation. Associations that understand and discuss risk, develop clear risk frameworks, invest in capability, and foster cultures that value experimentation and failure as a step towards success, rather than avoiding the unknown, are much better equipped to adapt and thrive.

Creating conditions for courage

At the heart of effective risk mitigation lies culture. Associations that thrive are those that build cultures where:

learning through mistakes is valued
experimentation is embraced
calculated risks are discussed, not feared
failure is not punished, but analysed

These conditions empower teams (and boards) to act boldly and thoughtfully – even when outcomes aren’t guaranteed.

The organisations we profiled include those that changed their remit, brand and strategy, one that expanded beyond the traditional audience, one that has developed world-class partnership models and one that went international. They all demonstrate how risk, when supported by strong governance and leadership alignment, becomes a springboard for innovation, adaptability, and strategic momentum.

Mission and Margin: Volume Two — Mitigating Risk for Associations identifies the benefits to organisations who continue to assess, embrace and turn uncertainty into strength. They remind us that sustainable success is built not only on careful management but courage. It takes courage to make decisions, try new things, and keep exploring even when the outcome isn’t certain. Hearing but not being dissuaded by the naysayers.

Because ultimately, mitigating risk is not restraint – it is preparedness. It is the confidence to act with clarity. The courage to try something new. And the capability to turn uncertainty into long-term, mission-aligned strength.

We look forward to continuing the conversation with the AuSAE community as associations build resilience not just for today, but for the decades ahead.

To download your copy of Mission and Margin: Volume Two — Mitigating Risk for Associations visit: www.mayvinglobal.com

Impact or Irrelevance: Why Associations Must Own Their Value Story

Sarah Gamble — Mon, 17 Nov 2025 04:19:23 GMT

ACE Conference Panel Feature

The pressure on associations to prove their relevance has never been greater. At ACE, a standout panel, Kirsty Kelly (Transport Professionals Association), Luke Daly (Australian Swim School Association), Caroline Wilkie (Australasian Railway Association) and Toni Brearley, CAE (AuSAE), tackled this reality head-on. Their message was clear: associations that can’t articulate their value story risk fading into the background. Those that can deepen member trust, drive impact, and shape the future of their sector.

What followed was an honest, practical, and often inspiring conversation about what it truly means to demonstrate value in today’s landscape.

Events: Your Organisation’s Value, Made Visible

The panel began by reframing major events not as logistical undertakings, but as the physical manifestation of an association’s work over the entire year.

They’re strategic. They’re reputational. They require CEO-level leadership.

As one panellist shared, major flagship events are prime opportunities to highlight achievements, advocacy wins, and the tangible member value created throughout the year. Delegating events solely to operational teams misses the strategic potential sitting right in front of us.

Engagement to Collaboration

Traditional “member engagement” is no longer enough. The panel highlighted a shift toward true collaboration, working with members to shape direction, not simply seeking input to inform internal decisions.

Collaboration builds ownership. It strengthens relationships. And it generates solutions that reflect real member needs.

The Complex Reality of Multi-Sector Value

For associations representing diverse sectors, the value conversation is even more layered.
Different member segments require different metrics, approaches, and narratives.

Panellists shared their experience convincing larger, well-resourced members to support tailored work for smaller or niche segments. Why? Because the strength of the whole system depends on everyone being “in the tent.” Without the smaller segments, the larger one’s risk losing public trust and credibility.

Relevance = Being Needed (Not Just Known)

Brand awareness is not relevance. Being the first-place members turn when they hit a challenge, that is relevance.

The panel reflected on the shift from being a familiar organisation to being a trusted, indispensable one. When members instinctively reach out, you know your value story is landing.

Governance Modernisation as a Catalyst

Rebuilding an association’s value story often requires looking inward first.
The panel described how governance reform, reducing board size, removing structural barriers, shifting from operational to strategic governance, unlocked their organisation’s ability to transform.

When boards evolve, organisations evolve.

Value Propositions: Clear, Layered and Lived

Members can't see value if the association can't articulate it.

Crafting a clear, layered value proposition, one every staff member can explain from a member’s perspective, is essential. The panel emphasised that different members care about different things: advocacy wins, professional development, networking, sector influence. Your value story must reflect this nuance.

When Names No Longer Fit the Mission

Sometimes the biggest barrier to demonstrating value is the organisation’s own name. The panel shared powerful stories of strategic name changes that unlocked inclusivity, strengthened belonging, and sparked new partnerships. When members don’t see themselves in the brand, engagement stalls. When they do, momentum grows.

Real Engagement Happens in Members' Environments

To craft authentic value, association leaders must get out of the office. The panel emphasised the importance of visiting members where they work, not just welcoming them into meeting rooms. Understanding their environment brings clarity to their needs and signals genuine respect and care.

The Loudest Voices Aren’t Always the Majority

Change will always attract resistance.But as one panellist noted, the loudest critics often represent a very tiny fraction of the membership. Data matters. It helps leaders distinguish between widespread concern and isolated noise, giving them confidence to move forward.

When the Value Story Fails, the Signals Are Loud

Declining membership. Falling sponsorship. Weak engagement. A shrinking bank balance.

These red flags are unmistakable, and they point to one core issue: members no longer understand what they get in return. Without a clear framework for value, even high-performing teams struggle to communicate benefits effectively.

The Takeaway: Associations Must Own Their Value Story

The ACE panel offered a powerful reminder: Relevance is earned, not assumed.

Associations that intentionally shape, articulate, and live their value story will thrive. Those that don’t will struggle to justify their place in a crowded landscape.

Impact or irrelevance? The choice belongs to every association leader willing to ask, and answer, the hard questions.

Mitigating Risk for Associations: The role of partnerships, sponsorships and collaborations

Sarah Gamble — Thu, 06 Nov 2025 04:21:11 GMT

For many, the word “risk” carries an undertone of caution or fear. Yet, as the case studies in Mayvin Global’s latest volume demonstrate, risk is not the enemy. When managed well, it becomes an essential partner for success.

We’re thrilled to announce the launch of Mission and Margin: Volume Two – Mitigating Risk for Associations, taking place in Sydney on 20 November.

Moderated by the author and CEO & Founder of Mayvin Global, Deanna Varga, the launch will feature a panel of speakers discussing the role of partnerships, sponsorship and collaboration in risk mitigation. Speakers include Toni Brearley, CEO of AuSAE, David Jenkins, CEO of IPWEA, and Laura Glendinning, Joint Head of Impact at OzHarvest. To attend, please contact Deanna Varga.

Missed Volume One? No worries—you can still catch up. Volume One, titled Delivering Financial Sustainability in Associations, explores how a growth mindset drives stronger impact and long-term success. Download it now and get up to speed before the next chapter unfolds.

Hear directly from contributors to our white paper series including:

And if you're in Sydney, Join us on 20 November for the launch of Mission and Margin: Volume Two, exploring risk mitigation leveraging partnerships for associations. Featuring Toni Brearley, Deanna Varga, and sector leaders.

Strengthening Trans-Tasman Connections: AuSAE and Tourism New Zealand Business Events Renew Partnership

Sarah Gamble — Thu, 30 Oct 2025 20:55:07 GMT

Association professionals across Australia and New Zealand have even more reason to explore trans-Tasman opportunities. AuSAE is proud to announce the renewal of its longstanding partnership with Tourism New Zealand Business Events, celebrating 11 years of collaboration.

For over a decade, this partnership has strengthened connections between the two countries, helping associations expand networks, share knowledge, and deliver world-class events.

Toni Brearley, CAE, Chief Executive Officer at AuSAE, said:

“Our partnership with Tourism New Zealand Business Events has opened doors for association leaders to plan unforgettable events and connect with peers across the Tasman. Together, we’ve created opportunities, shared knowledge, and elevated the experiences of our members and their delegates. This partnership reinforces our commitment to fostering strong trans-Tasman collaborations, helping associations innovate, grow, and deliver outstanding value to their members.”

Helen Bambry, Business Events Manager at Tourism New Zealand, added:

“Partnering with AuSAE means we can directly support association professionals in bringing their next international business event to New Zealand – offering assistance, funding, and support to ensure exceptional experiences for both organisers and delegates.”

Watch the Tourism New Zealand Business Events video

What this partnership means for you

For Australian associations:

Receive expert guidance and support to bring conferences or member events to New Zealand.
Access funding assistance through Tourism New Zealand Business Events.
Expand your network and build partnerships with New Zealand peers and industry leaders.
Deliver international experiences for members and delegates just across the Tasman.

For New Zealand associations:

Strengthen professional connections with Australian association leaders through AuSAE’s network.
Share expertise and collaborate on professional development, governance, and member engagement initiatives, and more.
Gain visibility within the broader association community in Australia and New Zealand.
Access opportunities to host international association events and delegates in New Zealand, boosting local engagement and knowledge exchange.

About AuSAE:

The home for association professionals, the Australasian Society of Association Executives (AuSAE) is the leading - and only not-for-profit, member-based - organisation supporting association professionals in Australia and New Zealand. For 70 years, AuSAE has been a trusted partner for those working in associations, providing professional development, support, and networking to help association leaders achieve organisational goals, advance their careers, and strengthen the wider sector.

About Tourism New Zealand Business Events:

Tourism New Zealand Business Events provides expert guidance, funding, and support to attract conferences, incentives and corporate events to New Zealand.

--- ends ---

For more information about AuSAE, please contact Toni Brearley, CAE:

Toni Brearley, CAE
Chief Executive Officer, AuSAE
E: toni@ausae.org.au
T: + 61 458 000 155

To apply for funding and support to host a conference in New Zealand contact Helen Bambry:

Helen Bambry
Business Events Manager, Tourism New Zealand
E: Helen.Bambry@tnz.govt.nz
T: +61 415 933 325

The Power of Partnerships: Boosting Association Effectiveness Through Strategic Collaborations

Sarah Gamble — Mon, 20 Oct 2025 02:20:11 GMT

Most associations struggle to stretch limited resources while trying to make a real difference. Strategic collaborations offer a practical way to boost association effectiveness without overloading your team. In this article, we share how forming the right partnerships can open doors to fresh ideas, stronger networks, and professional development that truly moves the needle.

The Role of Strategic Collaborations in Associations

Strategic collaborations can transform how associations operate, making them more effective and adaptable. By working together with like-minded organisations, you can share resources, knowledge, and networks. This approach not only strengthens your association but also enhances its ability to achieve its goals. For more insights, check this link.

Benefits of Effective Partnerships

The right partnerships can bring numerous advantages. First, they provide access to new ideas and expertise. Partnering with organisations that have different strengths allows you to learn and grow. For example, a small association might partner with a larger one to gain insights into effective management practices.

Another benefit is the pooling of resources. When associations collaborate, they can share costs and resources. This can lead to substantial savings and increased efficiency. 50% of organisations report improved resource management through partnerships. Moreover, collaborations can increase your association's visibility and influence. Working with reputable partners boosts credibility and attracts more members and stakeholders.

Real-World Success Stories

Let's look at some success stories. One association partnered with a tech start-up to develop a new member management system. This collaboration resulted in a user-friendly platform, improving member engagement by 30%. Another example is a partnership between a health-focused association and local clinics. Together, they launched a health awareness campaign, reaching thousands of residents.

These stories highlight the power of strategic partnerships in driving real change. By sharing resources and expertise, associations can achieve much more than they could alone. For more real-world examples, explore this article.

Overcoming Common Challenges

While partnerships offer many benefits, they also come with challenges. One common issue is misaligned goals. It's essential to have clear communication from the start. Define your goals and ensure they align with your partner's objectives. Regular check-ins and updates can help maintain alignment.

Another challenge is resource allocation. Deciding how to share resources can be tricky. It's crucial to establish a fair system that works for both parties. Lastly, there might be cultural differences. Understanding and respecting each other's organisational culture is vital for a successful partnership. By addressing these challenges head-on, associations can ensure their partnerships are fruitful.

Boosting Professional Growth Through Collaborations

Collaborations don't just benefit the association as a whole; they also offer invaluable opportunities for individual growth. Through strategic partnerships, leaders can enhance their skills and expand their professional networks.

Networking Opportunities for Leaders

Collaboration opens doors to new networking opportunities for leaders. By working alongside different organisations, you're exposed to a wider array of professionals. This exposure is invaluable for career growth. Imagine attending joint events or seminars where you can connect with industry experts and peers.

Networking through collaborations helps you stay informed about industry trends. You gain insights that you might not encounter within your own organisation. These interactions can lead to mentorship opportunities, providing guidance and support from experienced professionals.

Building Stronger Professional Networks

Strong professional networks are essential for career advancement. When you collaborate, you naturally expand your network. These connections can offer support, advice, and new opportunities. Collaborations create a sense of community, fostering a supportive environment. You can exchange ideas and gain different perspectives, enriching your professional experience.

Consider a scenario where a leader partners with another association on a project. This relationship can lead to introductions to influential figures in their field. These valuable connections can open doors to new opportunities, such as speaking engagements or leadership roles.

Access to Professional Development Resources

Collaborations provide access to a wealth of resources. By partnering with organisations that have different expertise, you can tap into training programs, workshops, and webinars. These resources enhance your skills and knowledge.

For example, an association might partner with a university to offer specialised courses to its members. This collaboration benefits both parties, as the university gains access to industry professionals, and the association members receive top-notch education.

Through collaborations, you can also access online resources, such as webinars and e-books. These resources ensure you're always up-to-date with the latest trends and practices in your field. To discover more about strategic collaborations and professional growth, check out this resource.

Steps to Forge Impactful Collaborations

Forging successful collaborations requires careful planning and execution. Here are some steps to guide you through the process of building impactful partnerships.

1. Identifying Potential Partners

Start by identifying potential partners who share your values and goals. Look for organisations with complementary strengths. This synergy can lead to successful collaborations. Consider your long-term goals and how a partnership can help you achieve them.

Research potential partners by attending industry events or joining relevant networks. Use online platforms to find organisations with similar missions. Once you've identified potential partners, reach out to them with a clear proposal that outlines the benefits of collaboration.

2. Cultivating Long-Lasting Relationships

Building lasting partnerships requires effort and commitment. Communication is key. Regularly update your partner on progress and challenges. This transparency builds trust and strengthens the relationship.

Set clear expectations from the start. Agree on shared goals, timelines, and roles. This clarity avoids misunderstandings and ensures everyone is on the same page. Celebrate successes together and address any issues promptly. A strong partnership is built on mutual respect and understanding.

3. Leveraging AuSAE Membership for Success

As a member of the Australasian Society of Association Executives (AuSAE), you have access to exclusive resources and networking opportunities. Use your membership to connect with potential partners and explore collaboration opportunities.

Attend AuSAE events to meet like-minded professionals and industry leaders. Participate in workshops and seminars to gain insights and skills that enhance your collaboration efforts. Your AuSAE membership is a valuable tool in forging impactful partnerships.

For more information about becoming a member, visit www.ausae.org.au/membership

Beyond Membership: How Workforce-Centred Technology Drives Association Growth

Sarah Gamble — Mon, 20 Oct 2025 02:15:33 GMT

At ACE 2025, Mitch Wall and Prue Baum from the Australian Primary Health Care Nurses Association (APNA) shared a fascinating session, now also presented as a webinar, on how workforce-centred technology can transform associations. Their insights highlight a strategic shift: moving beyond traditional membership models to solve real workforce challenges.

Rigorous User Research Drives Product Success

Developing successful solutions starts with understanding the people you serve. APNA invested in extensive research, including focus groups, stakeholder interviews, prototyping, and validation at industry events. By engaging hundreds of nurses and other stakeholders, they distilled insights into actionable product features. “We did workshopping, we did focus groups with nurses, internal and external. Then we validated with prototypes. That learning shaped our final product,” Mitch explained.

Diversified Revenue Beyond Membership Fees

Workforce-centred platforms open up new revenue streams. APNA’s Florence platform, for example, includes banner advertising, sponsored content, and a professional matching service called Matchmaker, helping organisations connect with nurses holding specific expertise. These initiatives reduce reliance on traditional membership fees while delivering tangible value.

Procurement Does Not Equal Innovation

A critical reminder for associations: buying existing solutions is not the same as innovating. “Procurement does not equal innovation,” Prue emphasised. True innovation involves creating custom solutions that address workforce needs, not simply adopting off-the-shelf products.

Rapid Growth Through Non-Member Acquisition

By focusing on solving workforce problems rather than solely serving existing members, associations can reach entirely new audiences. Florence attracted nearly 5,000 nurses in just over three months - 57% of whom had never interacted with APNA before. This demonstrates the potential of workforce-centred solutions to expand an association’s impact far beyond its membership base.

Blue Ocean Strategy: Create Uncontested Market Space

Instead of competing in crowded markets, associations can create new opportunities by addressing unmet workforce needs. “Blue Ocean is about playing a different game,” Mitch said. By inventing solutions for real problems, associations can make competition irrelevant, differentiate themselves, and generate new demand.

Transform Learning into Workforce Intelligence

Standardising the capture of professional development allows associations to generate real-time workforce data. Florence provides longitudinal, de-identified insights that strengthen advocacy efforts and inform evidence-based policy recommendations. “We’re turning learning into intelligence,” Prue noted, highlighting the system-wide impact of such data.

Focus on Workforce Problems, Not Internal Processes

Innovation should start with genuine workforce pain points, not internal organisational issues. By focusing on the whole workforce, associations can create solutions that serve entire industries, not just their paying members.

Continuous Learning Ownership and Empowerment

Effective CPD platforms empower professionals to take ownership of their learning journey. Florence encourages nurses to capture all forms of professional development, using language and tools that make the experience personal and meaningful.

Measurable Impact Through User Engagement

User engagement, not just registrations, measures the success of workforce-centred technology. In its first three months, Florence’s nearly 5,000 users recorded 30,000 CPD entries, evidence of genuine value delivery and active participation.

Make Professional Development Personal and Visual

Modern CPD solutions should visualise professional growth and provide personalised insights. Florence allows nurses to see their learning in context, compare their expertise to peers, and identify development opportunities across different settings. “This is my learning, this is my CPD, this is my nursing career,” said Prue. “It’s an insight nurses have never had before.”

Workforce-centred technology is transforming how associations grow, engage, and create value. By prioritising real workforce needs, associations can drive innovation, diversify revenue, and expand their reach well beyond traditional membership models.

If you missed the session and would like to watch the webinar, log in to the Member area to access AuSAE’s Association Knowledge webinars on-demand anytime or get in touch with the AuSAE team by emailing info@ausae.org.au

Unlocking the Power of Connections: Networking Strategies for Emerging Leaders

Sarah Gamble — Mon, 20 Oct 2025 02:13:11 GMT

Build 3 new connections at our next event

Building strong connections is a key skill for emerging leaders in the association sector looking to grow their influence and impact. In this article, we’ll share practical networking strategies that will help you build meaningful relationships, gain fresh insights, and boost your confidence in professional settings. Don’t miss out on our upcoming events, where you can meet like-minded peers and seasoned industry leaders ready to support your career growth.

Here are some strategies for making the most out of your networking opportunities.

Why Networking Matters

Networking is more than just exchanging business cards; it's about creating lasting relationships that can open doors to new opportunities. By connecting with others, you gain access to diverse perspectives and insights that can enrich your professional journey. Whether you're looking to advance in your career or gain more industry knowledge, networking is a crucial step. Understanding the value of these connections is the first step towards making them work for you.

Building Meaningful Connections

Creating genuine connections requires more than just small talk. Engage with others by showing genuine interest in their stories and experiences. Ask open-ended questions to learn more and share your own experiences authentically. This approach not only builds trust but also lays the foundation for a mutually beneficial relationship. Remember, the quality of your connections is more important than the quantity. Here are some tips to help you tackle common networking hurdles.

Overcoming Networking Challenges

Networking can be daunting, especially for those new to it. Common challenges include feeling shy or not knowing how to start a conversation. Begin by focusing on shared interests or mutual goals to break the ice. Preparation is key - know who will be at the event and plan a few conversation starters. This will help ease any anxiety and make networking a more enjoyable experience. Discover how AuSAE supports your networking journey in the next section.

AuSAE's Role in Your Networking Journey

At AuSAE, we're committed to fostering a supportive community where you can thrive. Our events are designed to connect you with industry leaders and peers who share your passion for growth and development. We offer resources to help you refine your networking skills and maximise these opportunities. Join us at our next event to see how our community can support your career in association management. Here’s what’s coming up:

2025 Women in Association Leadership Series Featuring international speaker, Lauren Parsons, “How to Thrive as a Leader – 3 Keys to being Vibrant, Confident and Energised”

29 October - Breakfast in Melbourne – Register and More Here
30 October - Lunch in Sydney – Register and More Here

Association Skills Lab Online Workshop

20 November - Elevating Participant Engagement with
Amanda Lea Kaiser – Register and More Here

AuSAE Virtual Demo Day – FREE Event

27 November - Events & Awards Management Platforms
– Register and More Here

Don't wait - take the first step towards building your professional network. Share this with a colleague or join our next event.

P.S. Stay ahead in your career by making three new connections at our next event.

Let's Talk Membership Magic! Are the 3 Rs Driving Growth for Your Association?

Sarah Gamble — Fri, 17 Oct 2025 02:03:27 GMT

AuSAE recently hosted a webinar presented by ASI that explored the challenges and opportunities facing association executives today, offering an essential framework to cultivate a thriving association: The 3 Rs of Membership: Recruit, Retain, and Renew.

The reality is membership stability is under pressure. According to the 2025 Membership Performance Benchmark Report, only 32% of associations reported an increase in retention rates. If your association is quietly losing members, it's time to leverage the 3 Rs for tangible growth!

The conversations, and your own answers in the live polls, showed us that the association world is shifting its focus. When asked what single measure was most important for tracking improvement, Engagement Rate was the clear winner, underscoring a priority on quality over pure quantity:

Key Measure	Poll Results
Engagement rate	40%
Retention rate	33%
Membership strength	18%
Member impact	8%
Member “vibe”	1%
Something else	0%

This focus on the quality of the member experience is key. As Paul Ramsbottom, Managing Director at ASI, perfectly put it: "The shift in focus from mere member count to the depth of member engagement is critical. You can recruit members all day, but if you're not strategically engaging and retaining them, you're filling a bucket with a hole in it. The 3 Rs are your essential strategy to plug that hole."

Let’s unpack three wins we can all implement.

Quick Win #1: Clarity is Kindness: Communicating Your Value (Recruit)

Before anyone commits to joining (or staying!), they need to know exactly why your association is worth their time and money. That means having a clear, compelling Member Value Proposition (MVP).

It’s lovely to know that the top three reasons people join an organisation are consistently: Networking with others in the field (64%), Continuing education/professional certification (39%), and Learning best practices in their profession (33%).

Key Takeaway: Ensure your MVP clearly maps to these top drivers, and that every department can articulate it consistently. If the value isn't obvious, the renewal won't be either!

Quick Win #2: Nurture the Newbies: Master the Onboarding Journey (Retain)

The first year of membership is the most crucial, and often the most fragile! It’s easy for new members to feel lost after the initial welcome. We need to focus on making that first year validating and engaging.

Amber Robinson, Client Performance Improvement Leader at ASI, gave us a great perspective on this: "Retention starts the moment they click 'join.' The first 12 months are the most fragile period in a member's lifecycle. We need to move beyond a generic welcome email and create a validating, demonstrative, and celebratory journey to secure that first renewal."

To make this simple, focus on four key phases in that first year, using Personas (like "Mid-Career Marketer Matt") to guide your outreach:

VALIDATE (Days 1–14): Reinforce the good decision. Give them a warm welcome call, mail a personalised welcome pack, and introduce them to another member.
DEMONSTRATE (14 Days – 3 Months): Show them how to use their benefits. Email key features, provide a new member learning pathway, and invite them to an event and introduce them to a buddy.
CELEBRATE (3 – 9 Months): Surprise and delight them (maybe with a free resource or event invite) and seek feedback with a friendly "Flash" survey.
RENEWAL (9 – 12 Months): Execute a personalised strategy. Provide a specific renewal offer and ensure non-renewals receive a follow-up phone call.

Quick Win #3: Get Smart with Engagement Scoring (Renew)

We all agreed that Engagement Rate is the metric of the future, but getting there can feel like a climb. The poll on implementing engagement scoring showed us exactly where the hurdles are:

Obstacle to Engagement Scoring	Poll Results
Lack of skills or time	49%
Lack of tools or technology	36%
Lack of complete data	32%
Lack of a single record of truth	24%
Unsure of our “why”	11%
Nothing – we are already underway!	11%

Paul Ramsbottom shared some reassuring thoughts here: "It's no surprise that 'Lack of skills or time' was the top barrier, every association professional is stretched. But what’s often the root cause of that is data being siloed. Our goal must be to simplify that process, ensuring technology works for the strategy, connecting systems, and providing the single 'Record of Truth' needed for accurate, measurable engagement."

The key is to start small! Create a simple written engagement plan where you decide what to score (e.g., event attendance, committee participation, content downloads) and then use those scores to create just a few segments (High, Medium, Low) to guide your outreach. Personalized outreach beats generic emails every time!

Your Roadmap for Thriving Membership!

The path to a happier, healthier membership base doesn't have to be complicated. By focusing on the 3 Rs, you can start driving growth today!

Here are the five simple Key Takeaways to make your next steps easy and effective:

Communicate your MVP (member value proposition) – ensure your member value proposition is clear and consistent.
Design a best-practice onboarding journey to copy – secure that critical first-year renewal.
Put together a written engagement plan – start scoring and segmenting your members based on activity.
Create your first persona to get started quickly & easily – focus on one key member type.
Create a couple of member journey maps for your persona – plan out their ideal path to value and renewal.

Ultimately, the goal is to move beyond a simple score to continuous, personalised engagement, delivering content and offers based on individual activity, ensuring your members feel valued and supported at every stage of their journey.

Ensure you have the tools and resources to support your Member Journeys. Download the Association Executive Guide to Improving Organisation Performance – NEW 5^th Edition here.

If you missed our webinar last month, you can watch it here.

We can’t wait to see your growth stories.

Why Industry Data Matters to Your Association’s Success

Sarah Gamble — Fri, 10 Oct 2025 02:47:25 GMT

In today’s advocacy landscape, evidence is everything.

Associations have long been powerful voices for their members and professions, but as Survey Matters Managing Director Brenda Mainland shared in a recent AuSAE webinar, stories alone aren’t enough anymore. Reliable, credible data is what transforms member insights into influence, helping associations build authority, trust, and impact.

From Stories to Evidence

“Member stories and opinions are important, but they aren’t evidence,” Brenda explained. “Data about your industry, its size, economic contribution, workforce and working conditions, that is evidence.”

When associations can move from “we think” to “we can prove it,” their voice carries further. Data-backed insights allow leaders to demonstrate credibility, shape government policy, and strengthen professional reputation.

Real-World Impact: Associations Using Data to Lead

Across Australia, associations are already showing how powerful this shift can be:

Australian Counselling Association (ACA) built a profession-wide workforce census that exposed service gaps, mapped demographics, and created a credible evidence base for advocacy. The data helped guide new initiatives and strengthen submissions to national standards.

“We now know with confidence the top five reasons Australians seek counselling, we never had that before,” said CEO, Jodie McKenzie.
Private Health Insurance Intermediaries Association (PHIIA) launched an Annual State of the Sector Study to capture their members’ impact. The results demonstrated the sector’s essential role in helping Australians navigate complex insurance choices, data that gained traction with both media and policymakers.

“PHIIA members play a critical role in helping consumers identify cost saving opportunities and find value in their cover while under cost-of-living pressures,” said CEO, Chris Zinn.

Real Estate Institute of NSW (REINSW) turned monthly vacancy rate data into a trusted resource that now informs rental reform discussions and drives ongoing media coverage.

“This research has been a game-changer for our advocacy efforts. We’ve been able to highlight the unintended consequences of rental reforms and fight for policies that actually support landlords, tenants, and property managers alike,” said CEO Tim McKibbin.
ACAPMA used consumer research to challenge assumptions about the fuel retail sector, shifting public perception and growing membership threefold, from 120 to 400 members over a decade.

Overcoming Common Data Challenges

Of course, gathering credible data isn’t always easy. Many associations face barriers such as limited resources, low response rates, or uncertainty about where to start. Brenda shared practical steps to overcome these, including:

Partnering with trusted research experts
Designing simple, representative surveys
Communicating the “why” behind data collection
Sharing insights back with members to build trust and participation

A Roadmap for Building Your Data Strategy

Brenda’s “Data Value Chain” outlines a clear path for associations ready to take action:

Gap Analysis – Audit what data you already have, and what’s missing.
Data Collection – Choose the right approach and tools.
Analyse and Interpret – Look for stories within the data.
Report and Act – Align insights with your strategic priorities.
Repeat – Build consistency over time; trends strengthen credibility.

Done well, this process delivers strategic, financial, and reputational value, year after year.

The Bottom Line

When associations invest in good data, they invest in their future. Data transforms opinions into evidence, elevates advocacy from reactive to proactive, and turns your organisation into a trusted authority.

As Brenda reminded attendees: “There’s no policy without data.”

The session also outlines practical steps to help you build your own data roadmap, from assessing what’s missing, to collecting, interpreting, and communicating insights that matter.

Because when your association can move from “we think” to “we can prove it,” your voice carries further.

Watch the full webinar recording to learn how your association can harness credible research to build influence, strengthen advocacy, and deliver greater member value.

If you missed our webinar last month, you can watch it here.

AuSAE and Causeis Renew Alliance Partnership to Strengthen the Association Sector Across Australasia

Sarah Gamble — Fri, 19 Sep 2025 04:28:31 GMT

The Australasian Society of Association Executives (AuSAE) is delighted to announce the renewal of its Alliance Partnership with Causeis, reaffirming a shared commitment to empowering and advancing the association sector across Australia and New Zealand.

The renewed partnership continues to build on a strong foundation of collaboration and shared purpose — supporting association leaders with the insights, technology, and strategies they need to lead confidently in an evolving digital landscape.

Toni Brearley CAE, Chief Executive Officer at AuSAE, said the partnership reflects AuSAE’s ongoing mission to connect and strengthen the association community.

“We’re thrilled to continue our partnership with Causeis, an organisation that deeply understands the opportunities and challenges facing associations today. Their commitment to innovation and practical digital transformation aligns perfectly with AuSAE’s vision to support and empower association leaders to thrive.”

Michelle Lelempsis, CEO and Founder at Causeis, said the partnership demonstrates Causeis’s ongoing investment in the future of the association community.

“We’re proud to renew our Alliance Partnership with AuSAE, continuing our commitment to supporting and empowering the association sector across Australia and New Zealand. Partnerships like this matter, AuSAE provides a vital platform for association leaders to connect, learn, and grow. We’re proud to contribute by bringing our expertise in digital transformation, technology, and strategy.”

At Causeis, the focus remains on helping associations unlock growth through strategy, technology, and data-driven transformation. Through solutions like the Causeis Launchpad, a purpose-built digital platform designed to drive engagement, streamline operations, and accelerate growth. Causeis continues to set the benchmark for digital innovation in the association sector.

Together, AuSAE and Causeis look forward to another year of collaboration, innovation, and shared success in supporting association professionals to create lasting impact for their members and communities.

Meet Simon: AuSAE’s New AI Knowledge Assistant

Sarah Gamble — Tue, 16 Sep 2025 01:36:46 GMT

At ACE 2025, AuSAE proudly unveiled an exciting new addition to our member services - Simon, our AI Knowledge Assistant. Named in honour of AuSAE’s first President and Life Member, Simon Pryor, this innovative tool continues his legacy of knowledge-sharing and support for the association community.

Simon says: “Ask me anything!”

Simon makes accessing information easier, faster, and more personalised support for our members. Members can now ask questions about member engagement, events, professional development, governance or sector insights, and get reliable answers in real time. He also helps navigate AuSAE’s resources, including trusted partner content, research, best practice guides, and event information.

Unlike public AI tools, AuSAE’s AI Knowledge Assistant is trained specifically on AuSAE’s own content and trusted partner resources. This means your queries are answered with information that is relevant to the association sector, and your questions aren’t sent out to the broader internet.

“Simon represents a new chapter in how we support our members,” says Toni Brearley CAE, AuSAE CEO. “By combining the latest AI technology with our commitment to knowledge-sharing, we’re making it easier than ever for our members to access the support and insights they need, anytime, anywhere. Simon doesn’t just answer questions; he connects our members with the full range of services, research, and trusted partner resources that AuSAE offers, all in a secure and focused environment.”

Enhancing Member Services

Simon is more than just an information tool, he’s your guide to the full range of member services, including:

Resources: Quick access to on-demand webinars, courses, and certification guidance.
Research & Insights: Links to the latest reports, trends, and case studies in the association sector.
Event Navigation: Assistance with AuSAE events and professional development opportunities.
Membership Support: Help with onboarding emails, membership strategies, and more.
Compliance Support: Guidance on policies, frameworks, and sector best practices.

Simon says: “Save time, make informed decisions, and get the most out of your AuSAE membership!”

At ACE 2025, members got to experience Simon first-hand, asking questions, exploring resources, and seeing how this AI assistant can become a trusted part of their professional toolkit. The response was overwhelmingly positive, with many excited about having on-demand access to sector-specific insights and support.

Continuing a Legacy of Knowledge
By naming the AI Assistant after Simon Pryor, AuSAE honours a figure who set the foundation for knowledge-sharing within the association community. Just as Simon Pryor inspired learning and leadership, Ask Simon is here to extend that spirit into the digital age.

Whether you’re a seasoned association professional or just starting out, Simon is ready to support your journey, bringing knowledge, guidance, and insight right to your fingertips, in a secure and relevant way.

Simon says: “Discover me today in the Member Hub and see how I can support you!

ACE 2025 – Together We Unmasked the Future

Sarah Gamble — Tue, 16 Sep 2025 01:35:50 GMT

There’s something special that happens when association professionals come together, and ACE 2025 at Marvel Stadium proved it once again. For two-and-a-half days, the stadium was buzzing with energy, ideas, and connections that you just can’t capture on a screen.

From the welcome function, where laughter and conversations filled the room, to the final debate and toast over wine and cheese, ACE was more than just a conference. It was a community coming alive.

As AuSAE CEO Toni Brearley CAE said so perfectly:

“For me, the best part is the people. You could feel it from the very first moment - the energy, the generosity, the way everyone leans in to connect and share. That’s what makes ACE so powerful. It’s not just about the content; it’s about the community. And this community is extraordinary.”

Key moments that had everyone talking:

Rosie Thomas OAM set the tone with a heartfelt keynote on Building Communities, Creating Change that left the room buzzing.
Nigel Collin challenged us to embrace a Growth Mindset of Change, inspiring plenty of “aha” moments.
Big ideas and fresh insights from association leaders and experts in AI, governance, events, and member engagement and more.
The ACE Exhibition was a hub of innovation, showcasing the latest solutions and tools designed to help associations work smarter, engage members, and stay ahead in a rapidly changing sector.
Rita Arrigo took us boldly into the future, unpacking AI in Associations and what’s possible when we embrace innovation.
Tracey O’Neill brought it back to our roots, asking whether volunteering is our sector’s true superpower.
Interactive sessions and panels packed with tools and takeaways to bring back to your association
Recognising and celebrating our newest Certified Association Executive (CAEs): Jennifer Bowden CAE – Mathematical Association of Victoria, Marie Walters CAE – Country Fire Authority, Jon Cullum CAE – The Royal Australian & New Zealand College of Psychiatrists, Rachel Corby CAE – Australian Water Association, Chris Marrs CAE – Migration Institute of Australia and Leigh Clarke CAE – Victorian Healthcare Association
The launch of AuSAE’s Council of Professions (ACoP) chapter, a milestone moment for our community.
And of course, meeting Simon, AuSAE’s new AI Knowledge Assistant, who made his debut at ACE. Named in honour of AuSAE’s first President and Life Member, Simon Pyror, continuing his legacy of knowledge sharing.

And then there were the in-between moments: swapping ideas over coffee, reconnecting with old colleagues, and making new connections at Cocktails on the Boundary sponsored by Marvel Stadium. These are the kinds of memories you take home and the kind of momentum that creates real change back in your associations.

Why you don’t want to miss the next one

If you weren’t with us this year, you missed the spark. You missed the chance to be in the room when new ideas were designed, when challenges were tackled head-on, and when the future of our profession was imagined together.

As one of our delegates, Saskia Moon, shared on LinkedIn:

“My first conference with you, thanks for a wonderful 2 days! I met so many great people and attended some thought-provoking sessions. Very well organised, I definitely hope to be back next year.”

To all who joined us – association professionals and leaders, speakers and partners - thank you for bringing your energy, your curiosity, and your voices. You made ACE 2025 what it was: unforgettable.

See you in 2026!

ACE 2025: Unmasking the Future – Why You Should Be There

Sarah Gamble — Tue, 19 Aug 2025 01:42:51 GMT

The future of associations isn’t something that just happens—it’s something we create together. And there’s no better place to do that than ACE 2025: Unmasking the Future.

From 10–12 September 2025, Melbourne’s Marvel Stadium will become a hub for big conversations, bold ideas, and real connections—the kind that change the way we lead and work in our associations.

Opening Keynote: Rosie Thomas OAM – Building Communities, Creating Change

We’re kicking things off with Rosie Thomas OAM, founder of PROJECT ROCKIT and one of Australia’s most inspiring change-makers. Her keynote isn’t just about ideas - it’s about action. Rosie will show us how building stronger communities can create real, meaningful change. It’s energetic, thought-provoking, and the perfect way to start ACE 2025.

Your host for the conference: Andrew Klein, MC
Andrew will guide you through the program, keep the energy high, and make sure every session flows seamlessly.

Sessions You Won’t Want to Miss

Reinvention in Practice: Real Stories of Reinvention, Revenue and Risk-Taking
A panel + white paper launch moderated by Deanna Varga, with speakers Debra Cerasa, Bernard Depasquale, and Brenda Davy. Real stories, practical lessons, and plenty of inspiration.

One Association, Many Communities
Hear from Mary Louise Huppatz, CEO of ATEM, on how associations can embrace diversity in all its forms.

Membership Exchange
Join Paul Ramsbottom and your peers for a practical, peer-led discussion packed with fresh ideas, benchmark data, and strategies for growing membership, boosting engagement, and smoothing the member journey.

Beyond Duty: Designing Governance Environments that Attract and Engage the Right Directors
Steven Bowman dives into governance that actually works for people, not just processes.

The Partnership Playbook: How to Attract, Engage and Grow Your Association's Corporate Partnerships
Mike Barouche shows how to create partnerships that really deliver.

Cutting Through the Noise: Creating Communications that Members Actually Notice
With Felocity Zadro & Debbie Bradley, learn how to make your communications stand out in a busy world.

5 Reasons You’ll Love ACE 2025

Make real connections
Meet people who get it. The conversations here often spark collaborations and ideas that actually take off.
Be challenged and inspired
From global voices to sector leaders, the speakers will push you to think differently—and leave you buzzing with new ideas.
Discover tools that actually work
Whether it’s tech, strategies, or fresh approaches, ACE 2025 is packed with solutions to help you create more value for your members.
Dive deep into what matters
Open-format discussions and case studies give you actionable insights, not just theory.
Hit refresh on your purpose
Sometimes stepping back is the best way forward. ACE gives you space to think, plan, and reconnect with why you do what you do.

ACE 2025 isn’t just another conference - it’s where ideas turn into action, connections become collaborations, and you leave ready to make the future happen.

Clarity on NFP Tax Reporting: What the Government's Response Means for Non-Charity NFPs

Sarah Gamble — Mon, 28 Jul 2025 01:45:02 GMT

In July 2025, the Australian Government issued its response to the Senate Economics References Committee’s final report on Not-for-profit entities – Tax assessments. While the response stops short of major policy changes, it contains important clarifications that AuSAE members, especially those managing non-charitable NFPs, need to understand.

No New Requirement to Register with ACNC
A central concern in the sector was whether the recent requirement to lodge a self-review return implied a new obligation for NFPs with only charitable purposes to register with the ACNC. The Government clarified this is not the case:

Only NFPs seeking income tax exemption as charities must be registered with the ACNC, a rule in place since 2012.
Non-charitable NFPs can remain outside the ACNC framework but must still complete the ATO’s self-review return if they wish to claim income tax exemption.

What’s Changing (and What’s Not)
The self-review return requirement introduced in the 2021–22 Federal Budget and now administered by the ATO does not change the criteria for tax exemption. However, it formally documents a NFP’s self-assessment of its eligibility for income tax exemption.For many small, volunteer-led NFPs, this has introduced confusion and administrative burden. The Government’s response notes several mitigation strategies:

The ATO is taking a practical compliance approach and will pre-populate future returns to reduce administrative effort.
Entities without an ABN remain exempt from the requirement—reducing burden on some low-risk organisations.

What Didn’t Change (But Might Have Helped)
The Government declined to immediately adopt several committee recommendations that would have significantly reduced the compliance burden, including:

Introducing a turnover threshold to exempt small, low-risk NFPs.
Extending the March 31, 2025 deadline—though the ATO retains the power to offer deferrals.
Moving administration to the ACNC—deemed likely to increase, rather than decrease, compliance requirements for non-charity NFPs.

A Need for Better Guidance and Engagement
The Committee called for improved ATO/ACNC guidance and more direct engagement with the sector. While the Government “noted” these suggestions, it placed responsibility on the ATO and ACNC as independent bodies to determine how best to support the sector.This leaves many AuSAE members, especially those in smaller associations and sporting bodies navigating the process with limited clarity and few concessions.

Looking Ahead

While no immediate relief is on offer, the Government’s response reinforces the importance of ongoing advocacy to ensure the voice of non-charitable NFPs is heard. AuSAE will continue to engage with Treasury, the ATO, and ACNC to reduce unnecessary burden and ensure guidance reflects the realities of small, volunteer-driven organisations.

SURVEY OPEN: Help Shape NFP Salary Benchmarks

Sarah Gamble — Tue, 22 Jul 2025 02:04:29 GMT

AuSAE members invited to join sector-wide data project with exclusive 60% discount

The FY26 Not-for-Profit Remuneration Survey is now open - and AuSAE members are invited to take part in this critical, sector-strengthening initiative led by Enterprise Care, Australia’s trusted authority in NFP remuneration benchmarking.

In return for contributing your organisation’s salary data, you’ll unlock an exclusive 60% discount on the upcoming FY26 NFP Remuneration Portal, launching 27 October 2025. This interactive tool provides Australia and New Zealand’s most comprehensive and up-to-date salary benchmarking, helping leaders make confident, data-informed remuneration decisions.

All participants will also receive the Exclusive Insights Report, featuring detailed analysis of current trends, including CEO remuneration, provided CEO data is submitted.

Why your input matters:
Recent data highlights key challenges in NFP workforce retention and planning:

Over 60% of candidates now expect higher salaries
The top reason for turnover is salary dissatisfaction
Pay has risen 5–7% over the past two years
Over 50% of NFPs plan to hire in FY25
Hybrid work is helping retain talent

By submitting data, quickly and confidentially, you’ll help strengthen transparency and build more accurate, real-world benchmarks that benefit the entire sector.

Even if you're unable to provide data, AuSAE members still receive a $100 discount on the Portal RRP, simply for being part of the network.

Start the survey now

For assistance, contact Tracy Portarianos at portarianost@enterprisecare.com.au or 0408 210 661.

Together, we can drive data-led change and build stronger, more equitable organisations.

AuSAE joining with Australian Council of Professions (ACoP)

Sarah Gamble — Tue, 15 Jul 2025 03:00:00 GMT

We are sharing some exciting news that will build the strength and depth of AuSAE.

Since 1971, the Australian Council of Professions has been the unifying alliance of Professional Associations that represents close to 1 million Australian professionals including engineers, healthcare and computing professionals, veterinarians and accountants.

The Board and leadership of ACoP and AuSAE have recognised that, given our close alignment of goals, our capacity to serve our membership, much of which already overlaps, together is far greater.

As a result, ACoP is putting to their membership a plan to partner with us and become a dedicated chapter within AuSAE. This transition presents a unique opportunity to renew ACoP’s mission of advancing the standing of professions and promoting professionalism across Australia, while also growing AuSAE’s own offering, scale and relevance.

This transformation will enable ACoP to continue its legacy built over more than 50 years, while ensuring greater sustainability, relevance, and impact for both organisations.

ACoP membership will in the future be in addition to AuSAE organisational or individual membership.

ACoP members will soon receive a notice for a special general meeting and a special resolution to wind up the ACoP entity. This will include a vote to allow them to distribute surplus assets to AuSAE to enable the new Council of Professions chapter.

The planned official launch of the new AuSAE Council of Professions (ACoP) chapter will occur at ACE 2025 on 10 September 2025 at Marvel Stadium in Melbourne.

Raising the Standard: Celebrating New CAEs in Our Sector

Sarah Gamble — Thu, 10 Jul 2025 04:58:18 GMT

Celebrating New CAEs Across Australia and New Zealand

One hundred and twenty-nine association executives recently earned their Certified Association Executive (CAE®) credential from the CAE Commission of ASAE, joining more than 4,500 industry leaders around the globe.

AuSAE is proud to welcome two of our own to this accomplished group. Please join us in congratulating:

Rachael Corby, CAE
Head of Member Engagement & Experience
Australian Water Association – Artarmon, NSW

Jon Cullum, CAE
Executive Manager, Membership and Events
Royal Australian and New Zealand College of Psychiatrists – Melbourne, VIC

Earning the CAE credential is the highest professional designation in the association sector, globally recognised as a mark of excellence in leadership, strategic thinking, and association management.

Toni Brearley, CAE, Chief Executive Officer, AuSAE said, “This is a significant achievement that reflects both Rachael and Jon’s commitment to the profession and their dedication to lifelong learning. We’re proud to celebrate with them as part of our growing CAE community across Australia and New Zealand.”

The CAE Program elevates professional standards, enhances individual performance, and recognises those who have demonstrated the knowledge essential to association leadership. The program is accredited by the National Commission for Certifying Agencies (NCCA).

Congratulations again, Rachael and Jon, we’re thrilled to celebrate this achievement with you. We are #CAEproud.

Learn more about the CAE credential: buff.ly/4cyy2UI
Read the full announcement from ASAE – The Center for Association Leadership: buff.ly/KwyqoQw

What’s Keeping Boards Awake in 2025?

Sarah Gamble — Tue, 01 Jul 2025 04:15:09 GMT

In a world where change is constant and complexity is the new normal, boards are facing unprecedented challenges—and opportunities.

From navigating digital transformation and ESG imperatives to managing workforce dynamics and stakeholder expectations, the role of stewardship has never been more critical.

But what are the real priorities keeping board members up at night in 2025? And how are they preparing to meet these challenges head-on?

That’s where you come in.

Why Your Input Matters

Enterprise Care is conducting a short, high-impact survey to uncover the Top Priorities and Challenges Facing Boards in 2025.

Your insights will help build a clearer picture of what’s driving boardroom conversations, decisions and strategies across sectors.

Whether you're a board member, executive, governance professional or advisor—your perspective is invaluable.

What You’ll Help Us Discover

The most pressing issues boards are tackling today
Emerging risks and opportunities shaping governance
Shifts in boardroom dynamics, culture and leadership
How boards are adapting to regulatory, technological and societal change

Quick. Easy. Impactful.

This survey takes just a few minutes to complete, but the impact of your contribution will be long-lasting. The findings will inform future tools, resources and thought leadership - helping boards stay agile, informed and highly effective.

Take the Survey Now

Click here to complete the survey

Your voice matters. Help us shape the future of your sector.

AuSAE Announces Appointment of Three New Board of Directors

Sarah Gamble — Fri, 30 May 2025 05:30:00 GMT

The Australasian Society of Association Executives (AuSAE) is proud to announce the appointment of three highly respected association leaders to its Board of Directors, following a recent member election.

Joining the AuSAE Board are:

David Jenkins, Chief Executive Officer, Institute of Public Works Engineering Australasia
Matt Connor CAE, Head of Communications & Corporate Services, Australian Water Association
Vicki Mayo, Chief Executive Officer, Local Government Professionals Australia NSW

Each of these accomplished professionals brings a wealth of experience in association leadership and a shared passion for supporting and advancing those who lead associations across Australia and New Zealand.

They will join their fellow Board members, Craig Young CAE, Debra Cerasa, Nick Pilavidis CAE, Kirsty Kelly, and Robin Shepherd CAE, under the leadership of AuSAE President, John Winter CAE.

We would also like to extend sincere thanks and appreciation to outgoing Board members Lindsay McGrath CAE, Alan McDonald, and Greg Wallace for their invaluable service, dedication, and contribution to the sector during their tenure.

John Winter CAE, President of AuSAE and Chief Executive Officer of the Australian Property Institute, welcomed the new Directors, saying:

"These new appointments represent the strength and diversity of our sector. David, Matt, and Vicki bring deep insight and fresh energy to our leadership group, and I look forward to working alongside them to continue delivering meaningful value to our members. On behalf of the Board, I thank our outgoing Directors for their dedication and service to AuSAE and the sector."

We would like to express our gratitude to all the members who participated in the election process and congratulate the newly elected board members.

-- Ends --

About AuSAE – Australasian Society of Association Executives
AuSAE is the professional home for association executives in Australia and New Zealand. We provide resources, education, networking opportunities, and a strong community to support those who lead and manage associations.

With a focus on excellence in association leadership, AuSAE empowers members to create lasting impact in the industries, professions, and communities they serve.

---
Media Contact:

Sarah Gamble
Marketing & Communications Manager
AuSAE – Australasian Society of Association Executives
sarah@ausae.org.au
www.ausae.org.au

NFP tax alert for Incorporated Societies and other Mutual Associations

Sarah Gamble — Tue, 06 May 2025 03:47:30 GMT

Inland Revenue has just released a draft operational statement (ED0265) about the income tax treatment of transactions between not-for-profit associations (Mutual Associations) and their members. This statement is currently open for consultation and will significantly impact the tax obligations of a wide range of not-for-profit associations, including clubs, societies, cooperatives, and professional bodies.

Historically, associations may not have paid tax on surpluses, but this is very likely to change going forward for most.

Our view is this clarification represents a tax on organisations that are not registered charities or otherwise exempt under specific sections of the Income Tax Act.

This is not a change in law but a clarification of IRD’s view. The statement aims to clarify the tax rules for amounts received by associations from transactions with their members. This is an area that has previously been unclear with varying treatment across different organisations.

While there is a lot to consider in this document, our initial review has highlighted concerns about membership subscriptions, fees, and levies becoming taxable, particularly for associations prohibited from distributing funds to members.

The new Incorporated Societies Act 2022 requires that re registered incorporated societies do not allow distributions to members – meaning that those entities are highly exposed.

One positive in the operational statement is it will apply prospectively from the date of publication, meaning Inland Revenue will not adjust past assessments.

Inland Revenue is seeking feedback on the interpretative approach and operational proposals in this statement. Comments are welcome until 25 June 2025. We will likely be making a submission and encourage you to provide feedback to Inland Revenue if you have any concerns or suggestions.

We will be considering this operational statement and how it works in practice along with some illustrative examples, so watch this space.

For more information, contact:

Barry Baker
Partner
Grant Thornton New Zealand
M 021 797 221
grantthornton.co.nz

NZ Government recognises huge benefits from medical conferences

Sarah Gamble — Tue, 06 May 2025 03:43:43 GMT

Business Events Industry Aotearoa (BEIA) is applauding the Government's move to eliminate a barrier to New Zealand hosting international medical conferences.

Trade show exhibitors will soon be allowed to showcase new products and research to medical practitioners in New Zealand following a Government announcement today (29 April).

In a joint statement, Hon David Seymour, Minister for Regulation, Hon Simeon Brown, Minister of Health, and Tourism and Hospitality Minister Louise Upston announced New Zealand laws will be reformed so medicines yet to be consented by Medsafe can be advertised at medical conferences in New Zealand.

Outdated regulations that hinder trained medical professionals from learning about new medicines through trade show advertising are out of step with other countries' laws and put New Zealanders at a disadvantage, Regulation Minister David Seymour and Health Minister Simeon Brown said.

“New Zealand's prohibition on advertising medicines yet to be consented by Medsafe is a barrier to New Zealand's ability to host medical conferences and trade shows. The opportunity cost of New Zealand missing out on these is huge,” Mr Seymour said.

Business Events Industry Aotearoa (BEIA) has been advocating for a change to Section 20 of the Medicines Act 1981 for many years and BEIA Chief Executive Lisa Hopkins says today's announcement means medical conference organisers from around the world can now plan ahead with confidence.

“The global business events industry is worth USD 2.1 trillion, and the medical and pharmaceutical sector is the second largest user of conferences to connect, educate, and inform professionals,” she says.

“By finally removing this barrier, New Zealand can now proactively approach those medical associations who in the past have taken New Zealand off their list because of this prohibition.

“BEIA has not been alone in fighting for this change. We are grateful for the tremendous support from Medicines NZ, who worked closely with BEIA on this issue and have also been ardent campaigners, as well as for the support of Business NZ. This helped convince the government to recognise the value of medical conferences and is a great example of multiple associations working together for a mutually beneficial outcome,” Hopkins says.

BEIA has also collaborated with Tourism New Zealand and MBIE on the Business Events Boost and with Immigration NZ on the visa process for delegates attending conferences in New Zealand.

"Conferences provide access to knowledge and innovation, offering insights that can be directly applied to benefit society. This is just one of the many ways the business events sector delivers value beyond economic and tourism contributions.

“Today's announcement represents another big step forward for our industry.”

ENDS

About BEIA

Business Events Industry Aotearoa (BEIA) is the official membership-based association representing New Zealand's business events sector which encompasses meetings, incentives, conferences, and exhibitions.

BEIA brings together an industry membership from across regional convention bureaus, tourism, hotels, convention centres, event suppliers and event organisers working to grow and benefit the business events industry within New Zealand. Its efforts are aimed at creating positive outcomes for members, stakeholders, and the wider economy, encouraging both domestic and international opportunities.

BEIA owns and operates MEETINGS, Aotearoa New Zealand's largest national tradeshow dedicated to the business events sector. As the premier annual event of its kind, MEETINGS provides the platform for connecting influential buyers from New Zealand, Australia, and international markets with regional destinations, venues, accommodation providers, off-site experiences, and tourism offerings.

BEIA is also the custodian of Pīata Mai, the national strategic direction for New Zealand's business events sector. Launched in 2024, this 10-year strategy outlines a clear path for addressing the industry's challenges and unlocking sustainable growth opportunities.

Beyond advocacy, BEIA plays a central role in developing the sector's capability, offering professional development, education, and accreditation for individuals working in business events. The association represents more than 460 organisations and maintains an extensive network of buyers and organisers across New Zealand and Australia.

Through its work, BEIA continues to elevate the business events sector as a vital contributor to New Zealand's visitor economy and wider society.

For further information and images, please contact:

Anabel Darby
Tel: +64 21 668 090
Email: anabel@recreational.nz

Beyond the Basics: What to Look for in an AMS – Insights from AuSAE’s Demo Day

Sarah Gamble — Mon, 05 May 2025 02:59:38 GMT

At the AuSAE Demo Day, association professionals from across Australia and New Zealand gathered to explore the latest in Association Management Systems (AMS). Kicking off the event was a presentation by Tammy from Roundbox Consulting, who challenged attendees to think beyond feature lists and focus on what really matters when choosing an AMS or CRM.

Tammy’s core message was clear: “Most AMS platforms can meet your basic needs—but it’s the how, not the what, that defines the right fit for your association.” Her presentation outlined five critical areas of risk and opportunity that can make or break your system investment:

Confidence in the Vendor

Choosing a vendor is more than selecting software—it’s choosing a long term partner.. Tammy encouraged associations to look into vendor stability, local support availability, and long-term pricing transparency. "You’ll be working with this vendor for many years," she noted. “Make sure you feel confident picking up the phone and calling them.”

Futureproofing Your Solution

Associations evolve. So should your AMS. Tammy stressed the importance of selecting a platform that is configurable, integrates easily with other tools and systems, investment in ai and comes with a clear product roadmap. “What you need in the future could be very different to what you need today," she said. “Think about your strategic roadmap looks like and whether or not it aligns with their solution roadmap.” she reminded the association professionals.

Ease of Use

Tammy advised that a technically brilliant system won’t deliver value if it’s too complex to use. Assess the interface, training requirements, and how intuitively staff and members can navigate the platform. “A system that is hard to use simply won’t be used,” she mentioned.

Cybersecurity

In an era of increasing digital threats, Tammy encouraged associations not to gloss over cybersecurity. Her checklist included multifactor authentication, understand data storage locations (including backups) and requirements, recent penetration testing, and vetting of vendor staff. “Cybersecurity risks are often overlooked in the AMS selection process and that can be a costly mistake.”

Your Team’s Readiness

Tammy also placed the spotlight on internal project preparedness. From setting realistic timelines to ensuring your data is cleaned up in advance, she reminded attendees that successful implementations are just as dependent on the association’s readiness as the vendor’s. “It’s your team’s readiness that will impact the schedule. It’s usually not the vendor causing delays.”

This presentation was a timely reminder that selecting the right AMS isn’t just about features—it’s about fit, flexibility, and future focus. Whether you’re about to start your search or deep into vendor demos, this is essential viewing.

Explore the full range of demos from iMIS, Causeis, Glue Up, Membes, ToucanTech, Klevr Members, and MemberConnex—plus tools and expert resources from AuSAE Demo Day: www.ausae.org.au/ams-demo-day

AuSAE Partners with Sidecar to Launch AI Learning Hub for Association Professionals in Australia and New Zealand

Sarah Gamble — Wed, 09 Apr 2025 15:51:04 GMT

The Australasian Society of Association Executives (AuSAE) is proud to announce a strategic partnership with Sidecar, a leading educator on disruptive technology for the association sector. This exciting collaboration introduces AuSAE members to Sidecar’s AI Learning Hub – a dynamic platform designed to equip association professionals with the tools, skills, and knowledge needed to confidently lead in the age of artificial intelligence.

As the role of AI grows across industries, AuSAE remains committed to providing expertly developed, research-backed resources uniquely tailored for associations, empowering our members to adapt, thrive, and lead with impact.

The AI Learning Hub delivers:

On-Demand AI Lessons – Curated for association professionals and continuously updated to reflect the latest in AI innovation.
Association AI Professional (AAiP) Certification – A prestigious credential for those seeking to demonstrate advanced AI knowledge and leadership within the association space.
Weekly Live Office Hours – Direct access to AI experts in real time, enabling personalised guidance and practical insights.
Comprehensive Use Case Library - Access to short-form “how-to” style videos that walk association professionals through practical applications of different AI tools.

“This partnership is a key step forward in supporting our members as they navigate the opportunities and challenges of AI,” said Toni Brearley, CEO of AuSAE. “Through Sidecar’s AI Learning Hub, we are empowering association leaders to not just keep up with change – but to lead it.”

“This partnership represents a pivotal moment for AI in the association space,” said Sofi Giglio, Sidecar’s Manager of Sales and Partnerships. “With a goal of educating 1 million association professionals on AI by 2030, we’re thrilled to collaborate with AuSAE to bring this vital knowledge to an international audience.”

As of today, the AI Learning Hub is available to AuSAE members here. Gain access the platform and begin your AI journey now!

Get Started Today

Media Contact:
Sarah Gamble
Communications & Marketing Manager, AuSAE
sarah@ausae.org.au

AI Learning Hub Contact:
Sofi Giglio
Manager of Sales and Partnerships, Sidecar
sofi@sidecar.ai

From Risk to Resilience: What Australia’s New Data Privacy Laws Mean for Associations

Sarah Gamble — Tue, 18 Mar 2025 00:56:06 GMT

Associations are entrusted with vast amounts of personal and sensitive information from their members. Ensuring best practice data privacy and cyber security is crucial, not only to protect this information but also to maintain the trust of members.

In recent years, data privacy concerns have grown as Australians increasingly navigate a digital environment fraught with data breaches, misuse of information, and emerging threats like ransomware.

In November 2024, a significant milestone was achieved in Australia’s legislative landscape as the Privacy and Other Legislation Amendment Bill successfully passed both Houses of Parliament. Marking the beginning of substantial reforms to the Privacy Act 1988, this new legislation underscores the government’s commitment to modernising privacy laws in a digital-first world. These reforms will strengthen individual privacy rights while placing new responsibilities on organisations.

Directors’ Responsibilities under Section 180

One of the most crucial legal frameworks governing directors’ responsibilities in Australia is Section 180 of the Australian Corporations Act. This provision places a duty on association directors to exercise their powers and perform their duties with care and diligence. This is often referred to as the ‘reasonable person’ standard.

When it comes to data privacy, this standard means that association directors must be proactive in understanding the risks associated with the collection, storage, and processing of personal information. They must also make sure that their organisation has taken the right measures to protect against data breaches. Failing to do so can result in significant legal consequences, including personal liability for directors.

Directors must ensure their association comply with data privacy regulations such as the Australian Privacy Act and industry-specific standards like ISO 27001.

Best Practice Tips for Data Privacy

To stay ahead of potential data privacy issues, directors and their associations should take a hands-on approach:

Regular Risk Assessments: Perform regular assessments to identify potential data privacy risks, and implement measures to address them.
Comprehensive Policies and Procedures: Make sure the organisation has clear, regularly reviewed and updated data privacy policies and procedures.
Training and Awareness: Provide ongoing training for staff on data protection practices and the importance of compliance with relevant legislation.
Incident Response Planning: Develop and maintain an incident response plan to address potential data breaches swiftly and effectively.

Above all, make sure your association’s data security compliance is simple, sustainable and integrated into your everyday business operations—it should not be a ‘tick box’ exercise performed to satisfy an annual audit.

de.iterate offers a streamlined path to achieving compliance with the Essential 8 and the Privacy Act. Or, if you want to enhance your data protection, we help make ISO 27001 certification as stress-free as possible.

For more information, visit: https://deiterate.com/data-privacy-cyber-security-for-associations or contact us via hello@deiterate.com.

Are your system administrators causing cybersecurity risks?

Sarah Gamble — Tue, 04 Mar 2025 01:47:31 GMT

We often think of the end-user when it comes to cybersecurity risks, but in reality, your Association’s system administrators can cause significantly more damage.

This was the topic of an email exchange I had recently with an AMS vendor who was trying hard to educate his customers about these risks.

No matter how much his company spent on cybersecurity protection on their cloud-based solution, Associations’ system administrators could very easily undermine everything they do and expose sensitive data.

This is because of the Administrator’s broad security rights to the system, or as I like to say…their superpowers.

Yet, rarely does the administrator commit this breach deliberately. Instead, it’s a common issue generally due to lack of knowledge.

What are common ways system administrators cause cybersecurity risks?

Here’s just a few ways that system administrators can expose their organisation’s data to greater cybersecurity risks, and what they should do instead:

Sharing system logins and passwords – This is too common, especially when the Association is trying to minimise software license costs.

• Better Practice: If you must share passwords, use a Password Manager tool. Ask your Managed Service Provider to help you set this up if you are
unsure.
Failing to remove old administrators and users – This allows former employees to access the system and could also lead to a hacker obtaining access if the same user/login information was used for other compromised systems.

• Better Practice: System access must be removed at an employee’s departure or even when they take extended leave.
Failing to make Multi-factor Authentication (MFA) the default setting – If MFA is available, turn it on as a mandatory setting for all users! Yes, some users will complain because of the inconvenience this may cause, but MFA is still one of the best ways to reduce cybersecurity risks.
- Better Practice: Make MFA a default for all administrators as a minimum, but preferably for all users.
Failing to tightly control access to systems – Users should only have access to the information they need to do their jobs, and no more. Giving greater access rights (particularly admin rights) to employees may reduce helpdesk requests, but it adds more risk to the organisation too.
- Better Practice: Ensure user security roles are controlled, tracked and managed properly.
Failing to control data downloads - There are rarely good reasons for a user to download large quantities of data from a system. When this occurs, there is no longer an audit trail of what happens to that information, and it can be shared without notice and stored in insecure places.
- Better Practice: Administrators should limit who can download data and for what purposes. Administrators should also review audit logs regularly to see who has done this.
Sending data to others via email or other insecure ways - If data must be shared, particularly with third parties, too many times it’s share in an email as attachments. The organisation has lost control of the data at that point, and it’s also vulnerable sitting inside of mailboxes.
- Better Practice: Only share sensitive data via secure file transfers or as a minimum, via a password-protected SharePoint folder. Ask your Managed Service Providers for options if you’re not sure.

Final Thoughts
It’s in the best interest of all software vendors to keep their systems as secure as possible. Unfortunately, an Association’s system administrator can easily undo all of this with their “superpowers.”

Knowledge is key to ensuring this doesn’t happen.

Tammy Ven Dange is a former charity CEO, Association President, Not for Profit Board Member and IT Executive. Today, she helps NFPs with strategic IT decisions, especially around IT investments and cybersecurity risks.

Let her know if you need some help!

AuSAE Announces Industry Partnership with Survey Matters to Strengthen Research and Insights for Associations

Sarah Gamble — Fri, 28 Feb 2025 00:20:51 GMT

The Australasian Society of Association Executives (AuSAE) is pleased to announce a new industry partnership with Survey Matters, a leading research and strategic insights agency specialising in associations and member-based organisations.

This collaboration, which commenced in November, is designed to enhance the sector’s awareness and use of high-quality datasets and research. By strengthening the evidence base for advocacy, policy, membership, promotion, and revenue activities, this partnership will help associations make more informed and impactful decisions.

Through this partnership, Survey Matters will draw on its decades of expertise to share insights and knowledge that support association professionals in understanding their members, measuring impact, and driving engagement.

Toni Brearley, Chief Executive Officer of AuSAE, said, “We love working with partners like Survey Matters that share our values of commitment and support to the association sector.”

“The role of data and research in shaping the future of associations cannot be underestimated, and we are excited to work with Survey Matters to help our members leverage high-quality insights to drive their strategic priorities.”

Brenda Mainland, Co-Founder & Managing Director at Survey Matters, said, “Associations thrive when they truly understand their members, and meaningful data is the key to unlocking that insight. At Survey Matters, we don’t just collect numbers—we uncover stories, trends, and opportunities that drive real impact. Partnering with AuSAE allows us to support even more associations in making informed, strategic decisions that strengthen their communities and shape the future of the sector."

The partnership also reinforces Survey Matters’ deep commitment to the association sector, further supporting AuSAE’s mission to empower and grow the capacity of associations through education, connections, and meaningful partnerships.

To find out more about Survey Matters and their research expertise, visit surveymatters.com.au

AuSAE Welcomes Four New Certified Association Executives (CAEs) in Australia

Sarah Gamble — Fri, 14 Feb 2025 02:00:18 GMT

The Australasian Society of Association Executives (AuSAE) is proud to welcome four new Certified Association Executives (CAEs) to the growing cohort of credentialed professionals in Australia and New Zealand.

Congratulations to Jennifer Bowden, CAE, Christopher Marrs, CAE, Leigh Clarke, CAE, and Marie Walters, CAE, who have demonstrated their expertise, leadership, and commitment to excellence in association management by earning this distinguished global credential.

New CAEs – Australia:

Jennifer Bowden, CAE – CEO, Mathematical Association of Victoria (Brunswick, VIC)
Christopher Marrs, CAE – Manager, Education & Membership, Migration Institute of Australia (East Gosford, NSW)
Leigh Clarke, CAE – Chief Executive Officer, Victorian Healthcare Association (Melbourne, VIC)
Marie Walters, CAE – Executive Officer (Melbourne, VIC)

Toni Brearley, CAE, Chief Executive Officer of AuSAE, congratulated the new CAEs, saying:
"I want to congratulate all the AuSAE members who recently achieved their Certified Association Executive (CAE) designation—an incredible milestone that reflects your dedication and expertise. The CAE credential is a mark of leadership in our sector, and we are thrilled to see more association professionals in Australia and New Zealand committing to this standard of excellence."

The Certified Association Executive (CAE) program is the highest professional certification in the association sector, recognising individuals who demonstrate the knowledge, skills, and leadership required to drive success in the industry. Administered by the CAE Commission and supported by AuSAE, the program is globally recognised and designed to elevate the standards of association management.

To learn more about the CAE credential, visit AuSAE’s website.

Thriving Together: Insights to Elevate Your Association in 2025

Sarah Gamble — Wed, 15 Jan 2025 01:08:50 GMT

Unlocking Growth, Engagement, and Sustainability for Your Members

The 10th Annual Membership Performance Benchmark Report is more than just numbers—it’s a testament to the resilience and innovation of association professionals. The findings reveal an industry that is thriving, adapting, and pushing forward despite challenges. Membership is growing, engagement is rising, and confidence in the future has never been stronger.

But the work isn’t done. Your members need you now more than ever. Their expectations are shifting, and the way you connect, engage, and retain them will define your success in 2025 and beyond. With nearly 70% of associations investing in technology and member experience taking center stage, the message is clear: those who embrace digital transformation and strategic engagement will lead the way.

The 10th Annual Membership Performance Benchmark Report by iMIS provides valuable data and insights into membership engagement, acquisition, retention, and technology trends. With over 200 association leaders participating in the survey, the report sheds light on key priorities, challenges, and strategies shaping the association landscape in 2025.

Key Takeaways from the Report

1. Membership Growth & Retention Are on the Rise

48% of associations reported an increase in new member acquisitions.
32% saw a boost in retention rates, with only 20% experiencing a decline.
Events and member referrals remain the top strategies for recruiting new members.

2. Engagement Strategies Are Paying Off

38% of associations reported higher member engagement levels.
Organisations with a structured engagement plan saw notable increases in event attendance and renewal rates.
Automated renewals are proving effective in improving retention rates and reducing administrative burdens.

3. Technology Investment Is a Priority

68% of organisations are investing in new membership management software to streamline operations and enhance member experiences.
70% have transitioned to cloud-based systems, ensuring seamless data management and accessibility.
Digital transformation, including AI and automation, is gaining traction to personalise member interactions.

4. Generational Differences Impact Priorities

Gen X (48%) dominates the leadership demographic, focusing on engagement and retention.
Millennials (28%) prioritize enhancing the member journey and leveraging technology.
Gen Z (5%) is the most optimistic generation about the future of associations.

5. Financial & Operational Challenges Persist

Budget constraints remain a top concern, particularly for Gen X leaders.
Data silos and extensive system customizations hinder operational efficiency.
Associations are seeking better reporting tools to make data-driven decisions.

What This Means for Association Professionals

This year’s benchmark report confirms that associations are maintaining strong momentum post-2024. The emphasis on engagement, technology, and data-driven decision-making underscores the need for continued adaptation to evolving member expectations. Investing in member experience, optimising recruitment strategies, and embracing digital transformation will be key to sustained growth and success.

What’s Next?

If you’re looking to enhance your association’s membership performance, consider implementing structured engagement plans, leveraging automation for renewals, and evaluating your tech stack for efficiency improvements.

Want to compare your organisation’s performance to industry benchmarks? Download the 2025 Membership Performance Benchmark Report by iMIS and explore actionable strategies to elevate your membership success.

Association CEOs revealed: job satisfaction and retention high but workplace wellbeing low for time-starved, ‘run down’ leaders

Sarah Gamble — Sun, 17 Nov 2024 21:00:00 GMT

New research has revealed for the first time exactly what it’s like inside the pressure cooker that is advocating for members, lobbying decision-makers and staying relevant as the leader of an industry association.

Key takeaway? It’s a tough gig with brutal demands, but it attracts uniquely devoted people, many who consider it a calling and never want to leave.

The inaugural Association CEO Index 2024 has harnessed for the first time the thoughts, feelings and concerns of association leaders across Australia and New Zealand; lifting the lid on their challenges, satisfaction levels, hopes and fears.

The Index was commissioned by the Australasian Society of Association Executives (AuSAE) in partnership with communications agency Bespoken.

“The Association CEO Index is a comprehensive, moment-in-time snapshot of what’s keeping our leaders up at night and what’s exciting them about the future,” Bespoken Managing Director Sarah Morgan said.

“Our first ever Index has uncovered such candid and revealing insights that really shine a light on the current state of the sector’s leadership.

“This rich intel is valuable. It not only sparks immediate reflection, conversation and connection, it also gives the sector some clear targets to galvanise its strategy around.”

AuSAE CEO Toni Brearley labelled the Index findings equal parts “reality check” and “call to action”.

“The CEO Index is a gift,” Ms Brearley said. “This research is about understanding the people behind the titles – the leaders who dedicate themselves to advancing industries, professions and communities.

“This is a complex and demanding role, very different to a corporate CEO, and those demands are constantly shifting. It’s essential that association CEOs have a way to reflect and assess their capacity to continue making an impact.

“The insights contained in this Index allow us to respond to the evolving needs of our members with greater precision. Now we can shape future professional development initiatives and advocacy efforts that truly reflect the lived experiences of the leaders we serve. When we understand what drives these executives – and what holds them back – we can better support them in achieving their goals.

“The CEO Index gives us a clear roadmap to build a sustainable, thriving association sector for the future.”

Association CEO Index 2024 – Summary of key findings:

Association CEOs are optimistic for the next 12 months
91% of leaders are feeling positive about their organisation’s prospects.
Very high career satisfaction
Nearly 89% of Australian and New Zealand association CEOs report satisfaction with their role, with 48% saying they are extremely satisfied.
Resource and financial constraints hinder talent attraction
Only 31% of CEOs believe that managing an association is seen as an attractive career choice by emerging leaders.
Economic pressures are the top concern for 2024
Rising costs and the impact on membership retention are the most significant challenges, with 62% of CEOs rating these issues as concerning. The worry is especially acute among industry associations.
Biggest opportunities in membership growth and digital transformation
Particularly through expanding membership growth into new regions and leveraging technological advancements like AI-driven tools and new CRM systems.
Member engagement and retention are major priorities
Top concerns for 31% of association CEOs. Nearly half (49%) are focusing on enhancing value through segmentation, life cycle research and personalisation.
Significant time spent on administrative duties
Administrative, finance, and HR responsibilities occupy over a quarter (26%) of an association CEO's time. This is particularly pronounced in professional associations, where 30.5% of CEO time is dedicated to these functions.
Job strain and wellbeing concerns are widespread
84% of CEOs indicate they frequently or occasionally lack the time needed to perform their roles effectively. Consequently, 70% of CEOs across all segments report feeling run down and lacking energy.

Challenges: Economic pressures, including the rising costs of business and the impact of the cost of living on membership, are the most significant challenges, with 62% of CEOs rating these issues as concerning or very concerning. This is particularly acute among hybrid associations (mix of professional and industry), where 72% of CEOs identify the current economic environment as a key issue, compared to 53% in industry associations.

Opportunities: Surveyed CEOs identified membership growth, innovation, digital transformation and enhancing the education and training offer as key opportunities for the coming year.

ENDS

About the Association CEO Index:

The Association CEO Index aims to highlight the challenges, opportunities, threats and trends being experienced and noticed by the leaders of industry associations in Australia and New Zealand. The Index monitors, measures and gauges sentiment from the sector’s leaders, while also informing and guiding the sector’s future professional development, next generation appeal, advocacy and best practices.

Informed by direct survey feedback from leaders, global and open data sources and case studies from the sector, the very first Index was launched in 2024 with the intention of ongoing annual release and benchmarking.

About Bespoken:

Bespoken is a Brisbane-based agency with a client base spanning Australia and beyond. The team of experienced journalists and marketing specialists offer an integrated approach across communications, engagement and marketing to help clients achieve bankable solutions and strategies. Their expertise spans a range of sectors including construction, hospitality, agriculture, renewables, HR, circular economy and not-for-profits.

About AuSAE:

The Australasian Society of Association Executives (AuSAE) is the leading association for current and future association professionals in Australia and New Zealand. It is the only not-for-profit, member-based organisation exclusively supporting association professionals in these two countries. Committed to strengthening the sector, AuSAE provides its members with valuable resources, professional development opportunities, and a vibrant community of like-minded professionals.

Exciting Announcement: Meet the 2024 Next Gen Association Leaders!

Sarah Gamble — Thu, 24 Oct 2024 00:03:19 GMT

We’re thrilled to share that the Australasian Society of Association Executives (AuSAE), in partnership with Adelaide Convention Centre, has selected the recipients of the 2024 Next Gen Association Leaders program! This initiative is all about empowering future leaders in the association sector, fostering growth, and building a strong, supportive network of professionals who are ready to elevate their careers.

The 2024 Next Gen Association Leaders program brings together a diverse group of professionals working within associations. They’ll be engaging with current and relevant themes that will shape the future of our sector at the 2024 AuSAE Conference & Exhibition (ACE) in Adelaide, 17 – 19 November.

We’re excited to introduce you to the five amazing individuals who’ve earned a scholarship in the 2024 Next Gen Association Leaders program:

Lou Beilken - Head of Change Management and Strategic Projects, Australasian Institute of Mining and Metallurgy (AusIMM)
Jon Cullum - Executive Manager, Membership, Events & Publication – The Royal Australian & New Zealand College of Psychiatrists (RANZCP)
Amanda Frazer - Events Manager, Australian Institute of Health and Safety (AIHS)
Faizal Mohammed - Manager, Member Engagement, Local Government NSW
Lisa Muston – Events Manager, Australasian Sonographers Association

AuSAE together with Adelaide Convention Centre, would like to acknowledge all the nominees for their submissions and dedication to the sector and congratulate the 2024 Next Gen Association Leaders.

AuSAE CEO, Toni Brearley, shared, "The calibre of applicants this year was truly exceptional, and we are beyond excited to collaborate with such a talented group of next gen leaders. Their future is incredibly bright, and we can’t wait to see how they’ll contribute to the success of organisations they work with and the association sector as a whole."

Toni also highlighted the diversity and broad representation within this year’s cohort, which promises innovative and fresh perspectives for the future of our sector.

Sarah Goldfinch, General Manager, Adelaide Convention Centre, added, “We were delighted to once again partner with AuSAE on this terrific initiative and equally excited by the calibre of this year’s applicants."

“Association conferences and exhibitions provide an important platform for collaboration, knowledge sharing, networking and to elevate industries. We look forward to welcoming the 2024 Next Gen Association Leaders to the Adelaide Convention Centre for ACE 2024 next month.”

By supporting today’s next generation of association leaders, we’re investing in a vibrant and successful future for the association sector.

Empower Your Future: Applications Now Open for the 2024 Next Gen Association Leaders Scholarships

Sarah Gamble — Wed, 04 Sep 2024 20:00:00 GMT

The Australasian Society of Association Executives (AuSAE) is excited to announce the opening of applications for the 2024 Next Gen Association Leaders Scholarships, offering aspiring association leaders a unique opportunity to advance their careers and shape the future of the sector.

In partnership with Adelaide Convention Centre, AuSAE is committed to supporting the growth of the next generation of association leaders. The Scholarship program is designed to support outstanding individuals who have identified a career path in Association Leadership. It offers specialist education opportunities for association professionals to enhance their leadership abilities, deepen their industry knowledge, and engage in collaborative learning experiences with peers from varied backgrounds and sectors.

Toni Brearley, CEO of AuSAE, shares, "We are proud to champion the future of association leadership and foster educational and professional growth among up-and-coming association executives, building a strong future for the association sector.”

Sarah Goldfinch, General Manager - Adelaide Convention Centre, adds “Adelaide Convention Centre is equally proud to continue our partnership with AuSAE on this important initiative supporting aspiring association leaders.

“The Association sector is a major contributor to the global business events industry. By supporting the next generation of association leaders, we are helping inspire a bright future for not only the association sector, but also the business events industry at large. We wish all applicants the very best of luck! ”

The scholarships are open to current employees of associations a with over three (3) years of association management experience, who reside and work in Australia, and have shown potential as future leaders in the sector. For more details on eligibility, please refer to the application process.

Applications for the 2024 Next Gen Association Leaders Scholarships are now open and will close at 5:00 pm (AEST) on Sunday, 22 September 2024.

To apply and learn more about the Next Gen Association Leaders Scholarships, visit www.ausae.org.au/nextgen-leaders-scholarship or contact us at info@ausae.org.au.

About AuSAE:

The Australasian Society of Association Executives (AuSAE) is a leading organisation dedicated to empowering professionals in the association sector. Its mission is to foster excellence and innovation in association management by providing education, networking opportunities, and resources to association executives and industry leaders across Australia and New Zealand. AuSAE plays a pivotal role in the association sector by serving as a hub for knowledge sharing, best practices, and collaboration among professionals working in non-profit organisations and associations.

About Adelaide Convention Centre:

Adelaide Convention Centre is South Australia’s home of business events and enjoys a reputation as one of the world’s most modern, versatile and technologically advanced meetings and events venues. With a strong dedication to fostering knowledge exchange and collaboration, the Centre has consistently hosted events, conferences and initiatives aimed at empowering association professionals. Through strategic partnerships and a focus on delivering high-quality educational content, Adelaide Convention Centre has become a hub for innovation and skill enhancement in the association industry. The Centre’s unwavering commitment to supporting professional development and education reflects its belief in the critical role that well-trained and informed professionals play in shaping the future of associations and their impact on various sectors and communities.

New Zealand Serves Up 'The Restaurant with the Most Stars'

Sarah Gamble — Mon, 26 Aug 2024 01:59:30 GMT

Tourism New Zealand has hosted international tastemakers at ‘the restaurant with the most stars’ to put New Zealand’s night skies and world class cuisine on the map.

After years of having its world-class restaurants snubbed by the Michelin Guide on account of its remote geography, New Zealand delivered a restaurant it claims has “more stars” than any other and invited 50 international tastemakers to judge the local cuisine for themselves.

In a breathtaking culinary showcase, leading New Zealand chef Ben Bayly produced a one-of-a-kind restaurant experience under the star-embellished skies of Kura Tawhiti (Castle Hill) at the foothills of the Southern Alps in New Zealand’s South Island.

“Why be satisfied with a Michelin Star, when you can cook under 2.5 billion of them?” asks Bayly.

Media, tastemakers and social media advocates from key events and incentive markets, including Australian food critic Sofia Levin, Ashley Day of influential US publication Food & Wine, and Travel + Leisure Southeast Asia, were in attendance to sample the destination's spectacular dark skies and bespoke, six-course degustation menu. Meticulously constructed using the finest winter produce and native ingredients, the bill of fare celebrated the breadth of ingredients available throughout New Zealand, from truffle to pāua (abalone), Wagyu beef to crayfish.

René de Monchy, Chief Executive of Tourism New Zealand, says: “The sky really is the limit for an imaginative event organiser in New Zealand all year round. This was a spectacular example of combining two of New Zealand’s world class offerings in a bespoke event.

“New Zealand’s night skies offer incredible stargazing experiences, and they’re even more impressive during the longer nights of autumn, winter, and spring, when the majority of business events come to the country. Amazing food is an essential part of any good event, and this was a fantastic taste of what’s on offer in New Zealand.”

The definition of a three-star restaurant in the Michelin Guide means “exceptional cuisine, worthy of a special journey,” explains chef Ben Bayly. “We think that New Zealand cuisine is in a category of its own – we call it superior cuisine, worth a journey to the edge of the earth.”

Deeply rooted in kaitiakitanga (guardianship) and manaakitanga (hospitality), Aotearoa New Zealand’s food identity honours both people and place, resulting in a distinct agricultural richness and vibrant, culinary culture.

For more information about what’s on offer in Aotearoa New Zealand go to www.newzealand.com/stargrazing

//ENDS//

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NOTES:

The restaurant’s name, Pou-o-Kai was gifted to the restaurant by Ngāi Tuāhuriri, local tangata whenua (people of the land) in an ode to the eagle that used to soar the pristine skies of the Kura Tawhiti (Castle Hill, South Island) region.

The bespoke dishes served at Pou-o-Kai will be rotated across Ben Bayly’s New Zealand restaurants (Ahi, Aosta, Origine, Little Aosta, The Bathhouse) in Auckland, Queenstown and Arrowtown through to August 2025.

Tourism New Zealand’s dedicated Business Events team provides strategic funding and support to attract conferences and incentives to New Zealand.

For more information on holding a business event in New Zealand, visit businessevents.newzealand.com

What matters most to members: Insights from the 2024 Association Community Benchmark Report

Sarah Gamble — Fri, 23 Aug 2024 00:28:50 GMT

In today’s digital world, associations must continuously find ways to engage their members and provide value beyond traditional events. The 2024 Association Community Benchmark Report from Higher Logic, based on insights from nearly 1500 association members, reveals their top priorities, preferred communication methods, and key factors influencing retention. If your association is looking to strengthen member engagement, this report provides a roadmap for success.

Online communities have become a year-round engagement tool, allowing associations to facilitate networking, learning, and collaboration beyond in-person events. The data in the report highlights key trends in community engagement and offers benchmarks to help associations measure their own community success.

Five Key Takeaways from the Report

Engagement Drives Retention
- The top reasons members join an association are networking and professional development. However, lack of engagement is a leading cause of membership churn. Associations that position their online community as a central hub for discussions, mentoring, and volunteering see significant increases in participation and retention.
Personalised Community Experiences Boost Participation
- Associations that tailor their community spaces—such as chapters, groups, or event-specific forums—report 116% more logins, 70% more discussion activity, and 65% more unique contributors. Providing personalised experiences encourages deeper engagement.
Job Boards and Mentoring Increase Member Involvement
- Communities that integrate job boards see 88% more logins and 87% more unique contributors. Similarly, mentoring and volunteer programs lead to 124% more logins and 53% more contributors. Members value career development opportunities, making these features essential for community success.
Automation and Gamification Enhance Engagement
- Associations leveraging automation to personalize member outreach see 49% higher logins and 250% more discussion activity. Meanwhile, those using gamification tools experience 95% more logins and 42% more discussion activity. Simple elements like badges, challenges, and automated reminders keep members coming back.
Email Remains a Vital Engagement Channel
- The average open rate for community digest emails is 43-59%, surpassing standard association email benchmarks. Many members engage primarily via email digests rather than logging into the community platform itself. Ensuring that community content is delivered effectively through email enhances overall participation.

What This Means for Your Association?

These findings emphasise that a thriving online community is not just an optional add-on—it is a critical driver of membership engagement, retention, and value. Investing in the right technology, integrating career development resources, and leveraging automation and gamification can significantly enhance community success.

Is your association making the most of its online community? Use the benchmarks in this report to assess your current engagement levels and identify opportunities for growth. Whether you’re looking to launch a community, improve engagement, or integrate additional features like job boards or mentoring, this report provides the insights you need to move forward.

For a deeper dive into the insights and strategies download the full 2024 Association Community Benchmark Report today!

International Association for Media and Communication Research (IAMCR) 2024 Conference

Sarah Gamble — Mon, 12 Aug 2024 02:02:52 GMT

Ōtautahi Christchurch recently hosted one of the world’s biggest communication conferences, putting Indigenous knowledge at the centre of communication research.

The prestigious international conference brought 1,300 international delegates from 61 different countries together, with some of them being top in the field.

Te Whare Wānanga o Waitaha | University of Canterbury (UC) hosted the conference in collaboration with local iwi, Ngāi Tūāhuriri, and senior academics from seven New Zealand universities.

UC Professor Donald Matheson, Chair of the Local Organising Committee, says IAMCR 2024 has put Ōtautahi Christchurch and Aotearoa New Zealand on the map and will lead to further research projects and other valuable connections.

Diverse collaboration

A diverse range of collaborators worked together from identification, bidding, securing the win, to planning and implementation.

“It takes the sum of all doing their parts well to get the results like IAMCR,” Professor Matheson says.

“The theme of the conference lends itself perfectly to this, ‘Whiria te tāngata - Weaving people together’, the strength that comes through common purpose.”

Aotearoa New Zealand's unique bicultural history and position make it an ideal location for this conference. It is also a land of immigrants spanning from the first waka 1000 years ago to recent Pacific and Asian immigration. This history underpins strong connections across the Pacific and a shared legacy of addressing colonial impacts on health, environment and security.

In addition to that, UC’s position of being the only tertiary institution in Aotearoa to have a formal Te Tiriti partnership with local iwi Ngāi Tūāhuriri also contributed to the successful bid.

Conference Innovators managed the project locally using multiple venues and hotels and the conference will deliver legacy impacts for the city – environmental, diversity and inclusivity.

Professor Matheson says the economic and legacy impacts of the event can’t be underestimated. “Christchurch will feel the positive effects of hosting these international guests not only during the event, but for years after.”

Central Christchurch venues hosting sessions as part of the conference included Te Pae

Christchurch Convention Centre, Crowne Plaza Christchurch, Distinction Christchurch Hotel, Novotel Christchurch Cathedral Square, and Tūranga Christchurch Library, with social events hacross central city hospitality spaces such as Riverside Markets.

Whiria te tāngata | Weaving people together

Media and communication research explores the influence and impact of the media and new information technology. It shows how communication and media work in a broader social context.

The theme of IAMCR 2024 in is Whiria te tangata | Weave the people together: Communicative projects of decolonising, engaging, and listening. - the strength that comes through common purpose. It invites reflection on the terms and models appropriate to describe contemporary communication, including the political and moral goals embedded in them.

Partnership in knowledge-making

Keynote speakers included Linda Tuhiwai Smith (Distinguished Professor at Whare Wānanga o Awanuiarangi), who is a global authority on indigenous methods in the social sciences, and Selina Tusitala Marsh (Auckland University), one of New Zealand’s leading Pacific scholars was a key speaker. She is well-known as a literary star, as well as a critic and researcher.

Connecting young Pacific researchers with school students was a focus of the conference, supported by UNESCO’s New Zealand National Commission.

The event was in partnership with Ngāi Tūāhuriri, the University of Canterbury’s Treaty partner who hold manawhenua (land management rights) in the city.

“A major scholarly topic in our field is decolonising communication and Ōtautahi Christchurch is a perfect place to do that. It makes our academic commitment to partnership in knowledge-making real,” Professor Matheson says.

“Te Pae, with its ara (archway) and narrative of connecting with place, adds to that, as will all the other activities we’ll invite participants to do, including planting trees with manawhenua, at Tūhaitara Coastal Park, on the day before the conference and a walk through the city centre guided by a kaumatua.”

Early-career focused conference

IAMCR 2024 was a conference of emerging scholars, with about 40 percent of participants still doing their research degrees. This added energy and ensured there were a lot of new ideas discussed.

IAMCR offered awards and grants for participating members including 25 travel grants, awards for excellent papers dealing with climate change communication, urban communication, or rural communication services.

Communication and policy professionals were invited to come along for a day or two of the conference to connect with research.

“We are all working through many of the same issues, including the pace of technological change, questions of trust in communicators, the way communication reinforces inequality between rich and poor, the role that communication can play in global challenges such as climate justice, public health and safeguarding the fragile structures of democracy,” Professor Matheson says.

Reducing environmental impact

The conference had a strong focus on reducing its environmental impact and also prioritised accessibility for all.

Planned activities included planting trees in a regenerating wetland, an urban walk telling of the partnership between the tribe and the city in rebuilding the city centre, media art exhibitions and more.

“Te Pae Christchurch Convention Centre is in the centre of town, so most participants were able to walk to and from their accommodation. Te Pae also has a surprisingly small environmental footprint itself. We had volunteer 'eco-angels’ walking the floor, advising people on little steps they can take and handing out tickets to the heritage (electric) tram as spot awards,” Professor Matheson says.

For more information on bringing your conference to New Zealand, visit businessevents.newzealand.com

Amplifying Your Association’s Voice: The Power of Advocacy and Public Policy

Sarah Gamble — Mon, 05 Aug 2024 01:53:51 GMT

Why Advocacy Matters for Associations

As an association professional, you know that your mission extends beyond membership management—it’s about making a real impact for your industry, your members, and the communities you serve. Advocacy and public policy efforts aren’t just optional add-ons; they’re essential to protecting, shaping, and advancing your profession.

Whether it’s fighting for regulatory changes, securing funding, or raising awareness, your association has the unique power to be the voice of your members in government, media, and society. And in today’s landscape, where policies shift rapidly, that voice is more important than ever.

Key Strategies for Effective Advocacy

Engage Your Members as Advocates

Your members are your most passionate supporters. Give them the tools, knowledge, and confidence to speak up and take action. Whether it’s through letter-writing campaigns, social media advocacy, or in-person lobbying efforts, an engaged membership is your most powerful asset.

Leverage Data to Strengthen Your Case

Legislators respond to compelling data. Use membership surveys, industry reports, and real-world stories to paint a clear picture of the challenges and opportunities your association represents. Numbers matter, but stories make them stick.

Build Relationships with Policymakers

Advocacy isn’t just about showing up when there’s a crisis—it’s about building long-term relationships with key decision-makers. Stay connected, provide valuable insights, and become a trusted resource for policymakers who influence your industry.

Use Digital Platforms to Amplify Your Message

From social media campaigns to online petitions and virtual advocacy days, technology has made it easier than ever to mobilize support. Meet your members where they are and make it simple for them to participate in advocacy efforts.

Showcase Your Impact

Celebrate your wins—big and small. Share success stories with your members to show that their advocacy makes a difference. Momentum builds when people see real change happening.

Taking Action: Your Association’s Next Steps

Advocacy is not just about influencing policy; it’s about creating lasting change that benefits your members and strengthens your industry. Now is the time to assess your strategy and ensure that your association is proactively shaping the conversation.

Need inspiration? Read Higher Logic’s guide on advocacy and public policy for more actionable insights: Read the Guide

Your members are counting on you—make your voice heard!

Strengthening our Partnership: Causeis is proud to become an Alliance Partner of AuSAE

Sarah Gamble — Mon, 22 Jul 2024 02:32:59 GMT

Causeis is pleased to announce that we have become an Alliance Partner of the Australasian Society of Association Executives (AuSAE). This partnership across Australia and New Zealand highlights our commitment to supporting the association sector. AuSAE is the official association for association professions, it really is the home for associations.

As an Alliance Partner of AuSAE, we collaboratively aim to support the association industry by contributing expertise, education, and innovative solutions that drive the advancement of digital transformation for associations.

This is the fourth year Causeis has partnered with AuSAE, which reflects our longstanding commitment to the industry, partners and our association clients.

“We are excited to elevate and strengthen our partnership with AuSAE as an Alliance Partner. We look forward to our ongoing partnership and support while fostering collaboration across Australia and New Zealand by positively impacting the association sector.”

Michelle Lelempsis, Causeis, Managing Director.

We encourage all association professionals to join AuSAE to gain access to wealth of thought-leadership events. You’ll continue to see Causeis at AuSAE’s signature events including ACE Adelaide Conference, LINC in Christchurch New Zealand, MX and so many.

About Causeis

Causeis is the most trusted and awarded digital consulting partner for associations in Asia Pacific. The Causeis Launchpad powered by iMIS is Our work improves the lives of over 300,000 members with 65+ industry associations.

Causeis is the market leader in providing digital consulting across member experience, web & UX design, association strategies and data-driven solutions. Combined with our technology partners including the global-leading software iMIS and Higher Logic we help associations grow, transform and thrive. We are also the developers of the Digital Academy for Associations. Proudly providing over 200 associations with training across strategy and digital transformation. For further information, please visit www.causeis.com.au

About AuSAE

Australia and New Zealand's only not-for-profit organisation assisting Association professionals. From the beds we sleep in, to the clothes we wear, the cars we drive to the roads and bridges we travel on, the design and construction of the offices and homes we work and live in, to the professional services we access and the community organisations we benefit from, there is an association working hard to improve products, services, professionalism, public policy and ultimately society. We are your association, Join us Now!

Celebrating Five New Certified Association Executives In Australia

Sarah Gamble — Sun, 30 Jun 2024 23:13:49 GMT

The Australasian Society of Association Executives (AuSAE) is thrilled to announce the addition of five new Certified Association Executives (CAEs) to the growing cohort in Australia and New Zealand. Tammy Ven Dange, Olena Lima, Cathy Moses, Richard Stokes and Megan Spielvogel, have achieved this distinguished global credential, representing the highest level of professional recognition in the association industry.

The CAE Commission of ASAE, a leading global organisation for association professionals, has been at the forefront of recognising and promoting excellence in the field. With the addition of these accomplished individuals, joining more than 4,500 industry leaders around the globe. This milestone is a testament to the increasing significance of the CAE credential and its impact on the association industry.

“Congratulations to our new CAEs! As you join our community of dedicated association professionals, know that your CAE credential signifies not only your exceptional expertise but also your commitment to excellence in association management. Your achievements and unique insights will propel both your organisations and our industry toward a future brimming with possibilities,” said Toni Brearley, CEO of AuSAE.

New CAEs:

Tammy Ven Dange, CAE - Strategic IT Advisor for Associations at Roundbox Consulting
Olena Lima, CAE - Principal Consultant at Member Boat
Catherine Moses, CAE - Head of Strategy and Growth at the Association of Consulting Surveyors
Richard Stokes, CAE - Chief Executive Officer at the Australian Boarding Schools Association
Megan Spielvogel, CAE - General Manager at the Australian Information Security Association

In partnership with ASAE, AuSAE launched the first localised CAE credential in Australia and New Zealand in February 2021. This program enhances the skills, knowledge, and professional standing of association professionals. AuSAE is dedicated to promoting the CAE credential and advancing association management.

The CAE designation, the highest professional credential in the association industry, signifies expertise in management principles, ethical standards, and best practices. Tammy Ven Dange, Olena Lima, Cathy Moses, Richard Stokes, and Megan Spielvogel have earned this credential, establishing themselves as leaders equipped to drive positive change in their organisations.

Their achievement is both a celebration and an inspiration for others in the industry. It underscores the importance of continuous professional development and the value of the CAE credential. Aspiring association executives can join the AuSAE 10-Week September Spring CAE study group. For more information or to register, visit www.ausae.org.au/cae

Congratulations again to all!

Identifying & Securing Strategic Partnerships: Insights from Association Leaders

Sarah Gamble — Thu, 13 Jun 2024 06:22:40 GMT

In today’s association landscape, strategic partnerships are key to driving growth and innovation. During the recent webinar panel discussion "Identifying & Securing Strategic Partnerships," AuSAE members shared their insights on forming and maintaining effective collaborations.

The panel featured three association leaders: Thomas Dunsmore, CEO of Torres Strait Kaziw Meta; Michelle Weston, CEO of the Caravan Parks Association of Queensland; and Declan Kelly, Head of Development at the Community Broadcasting Association of Australia (CBAA). Here are some key takeaways from the discussion.

The Importance of Strategic Partnerships

Strategic partnerships are critical for associations, providing revenue streams and supporting organisational goals. Toni Brearley, CEO of AuSAE, emphasised their significance: “For associations, partnerships are a really important income stream for most of us. Strategic partnerships allow us to expand our reach and impact significantly without exponentially increasing our resources.”

Thomas Dunsmore: Building from Scratch

Thomas Dunsmore shared his approach at Torres Strait Kaziw Meta, a non-profit organisation, with no existing partnership program. Drawing on his experience from the Australian Boarding Schools Association, he implemented a comprehensive partnership strategy focusing on government and organisations dedicated to supporting indigenous communities. “We also have a sponsorship in-kind and pro bono partnership channel where we work with organisations like law firms to provide services for free,” Dunsmore noted. He emphasised the importance of creating mutually beneficial relationships, encapsulated in his "win, win, win" philosophy: "It's not just about winning for our organisation, but also for our partners and the members at large".

Michelle Weston: Leveraging Industry Connections

Michelle Weston highlighted the importance of partnerships with businesses that can support their members and associations with complementary strengths. For the Caravan Parks Association of Queensland, partnerships extend beyond the immediate industry. Weston explained, “We do partnerships with businesses that can support our members…and partnerships with other associations where either we have a product that’s interesting and attractive”. She added, “It’s crucial to find partners who share our values and vision for the future, ensuring that the relationship is not only productive but also harmonious”.

Declan Kelly: Data-Driven Approach

Declan Kelly shared that the CBAA’s partnerships are guided by data-driven decisions to meet member needs. “For me, everything has to be data-driven. It needs to be informed by what your membership needs,” Kelly emphasised. This approach ensures that the partnerships not only elevate member needs but also leverage their extensive network, which includes 4 million weekly listeners across community radio stations. He also highlighted, “By understanding the specific needs and interests of our members through data, we can tailor our partnerships to provide maximum value and relevance”.

Trends in Strategic Partnerships

The panelists also discussed emerging trends that are shaping the future of strategic partnerships. Toni highlighted the shift towards more integrated and collaborative partnerships: “We are seeing a trend towards partnerships that go beyond mere sponsorships to more integrated and collaborative efforts that align closely with our strategic goals”.

Michelle Weston pointed out the growing importance of digital partnerships, especially in the wake of the pandemic. “Digital partnerships have become crucial, particularly as we navigate the post-pandemic landscape. These partnerships allow us to reach wider audiences and provide more value to our members through digital platforms”.

Declan Kelly observed a trend towards more purpose-driven partnerships, where organisations align with partners that share their mission and values. “There is a noticeable trend towards purpose-driven partnerships. Organisations are increasingly seeking partners who share their mission and values, which not only strengthens the partnership but also enhances its impact”.

Principles for Sourcing and Maintaining Partnerships

The panelists discussed the principles guiding their approach to partnerships. Kelly mentioned the importance of aligning partnerships with the organisation’s goals and ensuring mutual benefits. He said, “There are partnerships that elevate our member needs…partnerships with government or community…and partnerships that help us as a network”.

Engaging with Potential Partners

Engagement with potential partners should be strategic and informed by a clear understanding of the organisation’s needs and goals. Michelle Weston advised looking for partners with shared values and complementary assets. Similarly, Dunsmore highlighted the need for adaptability, especially when transitioning successful strategies from one context to another.

The insights from the webinar highlight the importance of strategic partnerships in achieving organisational objectives. By leveraging diverse approaches—from data-driven decision-making to leveraging industry connections and building from scratch—organisations can create robust partnerships that drive growth and innovation.

Whether you are starting a new partnership program or enhancing an existing one, these expert insights provide a valuable framework for identifying and securing strategic partnerships that align with your organisational goals.

To watch the On-Demand Webinar Panel Discussion on "Identifying and Securing Strategic Partnerships," visit www.ausae.org.au/on-demand, and sign in using your AuSAE membership credentials.

If you need further details or assistance, reach out to AuSAE at info@ausae.org.au.

Digital Marketing Channels and Effectiveness in Australasian Associations

Sarah Gamble — Thu, 30 May 2024 04:08:13 GMT

In the ever-evolving landscape of digital marketing, associations are strategically employing various paid and unpaid digital channels to enhance member engagement, drive event attendance, and achieve broader organisational goals. The latest survey of Australasian associations provides a brief look at the current state of digital marketing within this sector, shedding light on the most used channels, the metrics employed to assess effectiveness, and the perceptions of these efforts.

Unpaid Digital Marketing Channels

Unpaid digital marketing remains a cornerstone for many associations, with direct emails (91%), LinkedIn (89%), and EDM’s (84%) being the most widely used channels. Associations leverage these tools to maintain direct and personal contact with their members, ensuring high engagement and effective communication.

Facebook (76%) and Instagram (59%) also play significant roles, particularly in community engagement and raising the association's profile. YouTube (33%) is used to a lesser extent, likely due to the resource-intensive nature of video content creation, while TikTok (4%) and other platforms (9%) have minimal usage, indicating a cautious approach towards newer, perhaps less proven platforms in the association sector.

Paid Digital Marketing Channels

When it comes to paid digital marketing, the survey reveals a diverse array of strategies, albeit with a notable reliance on more traditional platforms. Facebook (41%) and LinkedIn (30%) are the most used paid channels. These platforms offer targeted advertising options that are effective in reaching specific member demographics. Few associations used Instagram paid advertising (11%).

Search engine marketing (19%) and marketing automation platforms (18%) are used to a lesser extent, reflecting less interest or success in leveraging broader web traffic and automated workflows to drive engagement.

Of note, a significant portion of respondents (39%) reported not using any paid digital marketing channels, suggesting either budget constraints or a preference for unpaid methods.

Assessing Digital Marketing Effectiveness

Effectiveness is key to any marketing effort, and the associations surveyed employ a range of metrics to evaluate their digital marketing initiatives.

Email marketing metrics such as open rates and click throughs (82%), member engagement and participation (81%), website traffic metrics (81%) and social media engagement (78%) are the primary measures used. These metrics provide tangible data on how members interact with digital content and the overall reach of marketing efforts.

Surprisingly, marketing effectiveness is less commonly assessed using outcome measures such as membership growth (44%) and return on investment, possibly due to the complexity of tracking and attributing these outcomes in a multi-channel environment.

Perceived Effectiveness of Digital Marketing Channels

The effectiveness of various digital marketing channels is a crucial consideration for associations as they allocate resources and refine strategies.

Direct emails (90%) and EDM’s (89%) are perceived as the most effective channels. This underscores the value of direct, personalised communication in driving member engagement. In the words of one association executive, “consistent communication not only keeps our members informed but also fosters a strong sense of community and loyalty, contributing significantly to our overall engagement and retention efforts."

Both unpaid (82%) and paid (79%) LinkedIn activity also score highly, indicating its utility in professional networking and streamlined communication. One respondent suggested that “in terms of profiling and community engagement, LinkedIn has been effective in creating a sense of FOMO for non-members and increasing the profile of the association and our activities." Another indicted that “LinkedIn carousels and polls (generate) high engagement."

Among the small number of associations who use it, Instagram paid advertising (80%) is also perceived as an effective targeted outreach channel, with one association indicating that “Instagram stories always work well for us."

Conclusion

The survey data offers a comprehensive overview of the digital marketing landscape among Australasian associations. It highlights a strong reliance on traditional, proven channels like email and LinkedIn, while also pointing to areas of potential growth and innovation, such as video content and newer social platforms. The insights underscore the importance of tailoring digital marketing strategies to the unique needs and preferences of association members, as well as the value of continuous engagement and content relevance.

As associations continue to navigate the complexities of digital marketing, we hope these insights will be invaluable in shaping future strategies and ensuring continued member engagement and organisational success.

Associations Matter - Annual Conference & Event Trends

Sarah Gamble — Wed, 08 May 2024 03:51:52 GMT

In a sign associations are adjusting to the new normal post-pandemic, a majority indicate their next annual event will be in-person only, and most are seeing greater attendance at in-person conferences and online webinars than pre-covid. This attendance will need to be sustained, as many associations report that contribution to financial performance from conferences and events will be important to their financial health over the next five years.

The April Associations Matter Poll looked at associations’ experiences of conferences and events in a post-covid environment, the formats that are being used, whether attendance is higher or lower than pre-covid, and the financial contribution from conferences and events to associations’ overall financial performance.

Overwhelmingly, associations plan to host their next annual event in-person only. Almost three in five (59%) of respondents indicate their next annual event will be in-person only, with comments that “we are returning to more and more in-person events this year”. A much smaller proportion of associations are planning either a combination of in-person and virtual (19%) or mostly in-person with some virtual sessions or elements (11%) for their event. Those planning some virtual sessions, or a hybrid commented that “events need to reach all members … that means a mix of online and in person”. Only 2% will hold their event in a virtual-only format.

When asked how in-person and virtual event attendance has changed compared to pre-pandemic activity, responses are mixed, although a majority indicate there is increased attendance over the last year. Online webinars (48%) and in-person conferences has increased by 48% and 42% respectively since the pandemic. Fewer respondents have experienced an increase in face-to-face networking events however, with only three in ten seeing an increase while 34% have seen a decrease in attendance at a networking event. Conversely, 31% of associations report decreased attendance at their in-person conference, and 19% experiencing lower attendance for online webinars. Around one in five associations report there has been no change in attendance at their events, either in-person or online.

When it comes to contribution from events to association financial performance, it appears that many associations will rely on attendance and revenues from their conferences and events for at least the next five years. A large majority (73%) indicate revenue from events is either important or extremely important to them. Perhaps concerningly, just 8% report that contribution to financial performance is not important to their financial position. While some associations mention “making a profit from the event is secondary as we have external revenue streams to support financial sustainability…” others indicate a strong reliance on events as a source of revenue, saying “revenue generation from conference and online workshops keeps us afloat”. This means finding a way to ensure attendance at paid events either virtual or in-person, to ensure financial sustainability.

“We are being much more strategic about our event delivery, ensuring we know the 'why' for what we are doing as well as ensuring we have the right target market. We are learning that bigger isn't always better.”

New Zealand creates new Delegate Marketing Hub

Sarah Gamble — Wed, 24 Apr 2024 03:40:07 GMT

Tourism New Zealand has launched a new Delegate Marketing Hub featuring more than 150 assets to help conference and event organisers promote their upcoming event in New Zealand.

The library of free marketing tools includes videos, eDM headers & footers, social media tiles, postcards, factsheets, maps, sample itineraries, pre-written copy, and website design tips. White label promotional material can be downloaded and customised with the logo and information for a specific event.

The one-stop shop also offers a suite of new and refreshed Toolkits to support conference organisers. These offer advice, timelines, and strategies for the conference planning process. They include:

Your Guide to the Conference Hosting Journey – a PCO-approved timeline of what to do when
The Art of Maximising Attendance – a best practice guide for marketing your event
Incorporating Māori Culture into your Conference – advice on how to authentically include Māori culture in your event, from content to experiences
Sustainability Toolkit – of key considerations to reduce the footprint of your event
Conference Impact Aotearoa – a new, easy-to-follow legacy framework to ensure your conference creates positive benefits

Tourism New Zealand General Manager NZ & Business Events Bjoern Spreitzer says: “We know the opportunity to explore New Zealand plays an important part in enticing delegates to attend conferences hosted here. We want to make it easy for organisers to promote their event and New Zealand to attract as many registrations as possible and ensure the success of their event.

"The how-to guides not only support organisers on their conference hosting journey, but ensure the events held here enrich New Zealand beyond the economic impact, by providing meaningful connections with our culture, people and environment."

Marketing materials will be organised by Asset Type and Region/City, and the hub also includes a filter tool for easy use. A helpful guide is available to make the most of the resources.

To learn more and sign up for free, visit: Delegate Marketing Hub | Business Events (newzealand.com)

Watch the video https://youtu.be/1OE3uGCIQCE

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Tourism New Zealand’s dedicated Business Events team provides strategic funding and support to attract conferences and business events to New Zealand. For more information, visit businessevents.newzealand.com

The Importance of Ethical Leadership [Webinar]

Sarah Gamble — Thu, 18 Apr 2024 03:28:14 GMT

In today's landscape, where integrity is a cornerstone of effective leadership, this session delves into the "Importance of Ethical Leadership for Associations."

Led by Damian Mitsch, this session explores the critical intersection of leadership and ethics.

You will learn:

Ethical Decision-Making Frameworks: Gain practical insight into frameworks to navigate complex ethical dilemmas and make principled decisions that uphold your organisation's values.
Fostering Trust and Transparency: Learn how to cultivate a culture of integrity within your association, fostering trust among members, stakeholders, and the community.
Leading by Example: Discover actionable strategies to embody ethical leadership qualities, inspiring others to follow your lead and driving positive organisational change.

To watch the On-Demand Webinar on Ethical Leadership, visit www.ausae.org.au/on-demand, and sign in using your AuSAE membership credentials.

If you need further details or assistance, reach out to AuSAE at info@ausae.org.au.

Australasian associations saw mixed membership growth in 2023

Sarah Gamble — Tue, 02 Apr 2024 04:05:34 GMT

Australasian associations saw mixed membership growth in 2023, with most reporting either increases or stability in member numbers.

Membership Trends:

Over the year ending 31 December 2023, participating associations exhibited a mixed but generally positive membership trend. Most associations (44%) reported a slight increase in membership, with an another 6% seeing a significant increase. Just over one in five (23%) experienced a decline in their membership numbers, while 26% saw no change.

For associations experiencing growth, the majority (46%) reported a moderate increase in membership between 3-5%. Almost three in ten (29%) enjoyed membership growth of more than 10%.

For those whose member numbers declined, a majority (42%) noted a decrease of less than 3%. However, 26% experienced a decrease of more than 10%, underscoring continuing challenges for some associations.

Factors Driving Membership Growth

The main drivers for increased membership included improved brand awareness or reputation (66%), successful engagement with targeted demographics or industries (32%), and effective marketing strategies (27%). Educational offerings and member referrals were also notable factors, each contributing to 24% of the growth.

The verbatim comments reflect this, with mentions that “the rise in our voice has improved the reputation of the association” or that “clearly communicating value of membership both intangible and financial” helped attract more members.

Factors Behind Membership Declines

Economic challenges are the primary reason for membership declines, affecting 79% of associations. Other factors included perceived lack of value (47%) and shifts in industry demographics (37%). Some mentioned “a number of businesses closing in our industry” or that the “fall off is largely related to changes in ownership and/or the financial situation of the business…”

Conclusion

The sector's ability to adapt, engage, and innovate was reflected in the varied factors influencing membership changes, from economic conditions to strategic marketing and engagement efforts. The critical role of advocacy and representation is apparent, with those experiencing the largest growth in membership citing brand awareness and reputation as improving the overall value proposition.

Poll Results: Performance Measurements in Associations

Sarah Gamble — Fri, 01 Mar 2024 00:01:36 GMT

A majority of Australian associations leverage benchmarks for performance tracking, recognising their crucial role in strategic planning and service improvement.

Benchmarking is the process of comparing an organisation's processes and performance metrics to either internal markers, such as historical performance, or to industry best practice. For associations, it serves as a critical tool for identifying areas of improvement, driving strategic planning, and ensuring that they remain competitive and aligned with the needs and expectations of their members.

Positively, the latest Associations Matter Survey reveals that 70% of Australian professional and industry associations employ benchmarks to track their performance, actively measuring and tracking a variety of performance metrics.

According to the Poll, financial performance is tracked against internal benchmarks by 91% of associations. While this shows a robust internal framework for performance management within associations, only one in five compare their financial data to external benchmarks.

Membership metrics are also closely monitored. A large majority of survey respondents measure membership growth (89%), new member acquisition (87%), and member retention (87%) against internal benchmarks. Most respondents also have internal benchmarks to measure member attendance at events (82%), digital engagement (76%) and engagement with CPD and training (69%).

While this suggests a strong focus on membership dynamics as key performance indicators, external benchmarking of membership statistics is less common. Approximately three in ten associations compare their membership retention (36%) and membership growth (27%) against external benchmarks. Digital engagement metrics are externally benchmarked by 33% of those who took part in his month’s survey.

Understanding members' views of their association's value, especially in comparison to competitors, is a key measure of member engagement and loyalty. In line with this, 70% of associations internally monitor their members' satisfaction, and nearly half (49%) assess their Net Promoter Score (NPS), a key barometer of member loyalty. When it comes to external benchmarking, 20% of associations measure overall member satisfaction, and 24% evaluate their NPS against industry benchmarks, ensuring they stay competitive, and member focused.

The survey data shows that Australian associations primarily track benchmarks for strategic and service improvement purposes. Half of the participating associations (50%) cite the use of benchmarks as input to strategic planning and goals, proving the role of benchmarks in shaping long-term goals and directions.

A similar proportion (48%) track benchmarks to identify potential improvements to services or service delivery, as well as to help with budgeting and forecasting, highlighting benchmarks as tools for both operational efficiency and financial management.

Despite a strong adherence to benchmarking practices, Australian associations face several challenges when it comes to measuring their performance.

Resource constraints and a lack of relevant benchmarks are the most common barriers to more widespread monitoring of performance. About one-third (32%) of respondents indicated that they struggle with finding relevant benchmarks, and an equal percentage (30%) have trouble with comparability between benchmarks and their internal data. Another 30% of respondents find a lack of specific benchmarks that suit their needs, while 27% are concerned about the accuracy and reliability of the benchmarks they do have access to.

Notably, two in five associations not currently benchmarking their performance say that a lack of Australian specific benchmarks is the main reason they do not track their performance against external measures. Consequently, while some respondents indicated that benchmarking association KPIs was problematic due to the nature of their activities, there were several calls from respondents for “access to industry benchmarks”. Others suggested that “benchmark data that is split between the different types of association would be useful for more like for like comparisons.”

Nearly half (45%) of the survey respondents reported that resource constraints, including time and financial limitations, prevent the implementation of benchmarking practices within their association.

About the Associations Matter Monthly Poll

The Associations Matter Monthly Poll is an initiative by AuSAE and Survey Matters. To stay up to date with the latest trends, challenges, and opportunities facing associations the Associations Matter Monthly Poll aims to provide insights into the thoughts and opinions of association leaders, giving them a better understanding of how others are responding to current situations and developments. The Associations Matter Monthly Poll is conducted by Survey Matters, experts in association and membership research.

Thanks to everyone who contributed to the Associations Matter February 2024 Poll. You can register to receive future polls here.

AuSAE Board of Directors Updates: Welcoming New Vice President and Bidding Farewell to Two Esteemed Members

Sarah Gamble — Thu, 29 Feb 2024 06:26:08 GMT

The Australasian Society of Association Executives (AuSAE) announces changes to its Board of Directors following its recent meeting. As an association dedicated to fostering leadership and excellence within the association management profession, AuSAE takes pride in acknowledging the contributions of its board members and welcoming new leaders to guide its strategic direction.

Firstly, AuSAE bids farewell to directors, Holly Morchat Stanko and Elise Adams, who have served with distinction on the board.

Holly Morchat Stanko, the General Manager of the Association of Consultants & Engineers New Zealand, has been a long-serving member of the board for the past six years. Holly's dedication, expertise, and commitment have significantly contributed to AuSAE’s success and growth. As Holly relocates to the United States with her family, we extend our heartfelt gratitude for her service and wish her the very best in her future endeavours.

Elise Adams, Chief Executive Officer of the NZ School Trustees Association, has also been a valuable member of the board for the past two and half years. Elise's insightful contributions, passion for excellence, and tireless efforts have left an indelible mark on AuSAE.

In light of changes, AuSAE is pleased to announce the election of Craig Young as the new Vice President of the Board. Craig Young CAE, the Chief Executive of the Technology Users Association New Zealand (TUANZ), brings a wealth of experience and a fresh perspective, which will undoubtedly enhance AuSAE's initiatives and objectives.

Craig Young CAE joins the distinguished leadership team of AuSAE, which includes John Winter CAE, AuSAE President and Chief Executive Officer of the Australian Restructuring Insolvency & Turnaround Association (ARITA), Paul Nicolaou, Executive Director of Business Sydney, Alan McDonald, Head of Advocacy, Strategy and Finance for the Employers and Manufacturers Association (EMA), Lindsay McGrath CAE, Chief Executive Officer of the Swimming Pool and Spa Association of Australia and New Zealand (SPASA), and Nick Pilavidis CAE, Chief Executive Officer of the Australian Institute of Credit Management (AICM). Together, they will continue to steer AuSAE towards achieving its mission of empowering association executives and driving excellence in the sector.

AuSAE President John Winter CAE expressed appreciation for Holly and Elise’s contributions, stating, "We are grateful for their dedicated service and invaluable contributions to the AuSAE Board of Directors. We extend our appreciation and best wishes to them. Additionally, we warmly welcome Craig Young to his new role as Vice President." “The retirement of both Elise and Holly from the Board also unfortunately negatively impacts our gender balance on the Board. The AuSAE Board is very mindful of this imbalance and for us to reflect our membership properly. As a result, we are proactively in discussions with acknowledged female leaders from amongst our membership with a view to making direct appointments to the Board that will both address this imbalance and also lift the capacity of our Board more generally.

“We are also quickly approaching our annual board elections and we urge female associations leaders to consider making themselves a candidate at those elections. These roles will be key to driving strategic initiatives the board has identified during its recent strategic planning session." added Winter

For more information about AuSAE and its Board of Directors, please visit www.ausae.org.au/board

Nomination information for the 2024 Board of Director elections will be distributed to eligible members in early April.

About AuSAE

The Australasian Society of Association Executives (AuSAE) is the leading association for association and not-for-profit professionals in Australia and New Zealand. AuSAE provides education, leadership development, advocacy, and networking opportunities to empower association executives and drive excellence in the association sector.

Key Benchmarks on Membership Trends your Association should be tracking

Sarah Gamble — Thu, 29 Feb 2024 06:17:29 GMT

Associations play a critical role in representing and serving their members. However, as member demographics, expectations, and behaviours evolve, associations must continuously adapt to remain relevant. Understanding key benchmarks and trends is essential for associations to provide maximum value in our rapidly changing landscape.

The recent Association Benchmarks webinar, presented by Survey Matters offered invaluable insights into the top membership benchmarks trends that association executives should watch and take advantage of in 2024.

In the introductory remarks, Brenda Mainland, Co-Founder and Director at Survey Matters, emphasises the importance for associations to adapt to changing member expectations and behaviours. As younger generations comprise a growing share of members, associations must provide more personalised and on-demand experiences.

Here are five key benchmarks to consider:

1. Virtual and Hybrid Engagement

The pandemic accelerated the shift towards virtual and hybrid engagement models. Members now expect options to participate and network remotely. Successful associations will adopt tech tools to seamlessly integrate in-person and virtual experiences. For example, a survey revealed that 87% of association members want hybrid event options.

2. Data-Driven Insights

Leveraging the wealth of member data available, associations should tap into analytics to extract actionable insights. Monitoring metrics like member sentiment, engagement, and satisfaction enables to delivery of more tailored offerings. One association saw a 10% increase in renewal rates after implementing a data analytics platform.

3. Career-Focused Learning

Members increasingly seek professional development and skills training from associations. Providing career-focused education and networking caters to this demand while driving loyalty. Over two-thirds of millennial members identify learning opportunities as a top benefit.

4. Community Building

Members highly value networking and connecting with peers in their industry or profession. Associations should facilitate community building through forums, meetups, and social platforms. One association achieved a 20% increase in engagement by launching a members-only online community.

5. Personalised Experiences

Customisation is key. Associations should leverage data to provide targeted recommendations and tailored journeys based on each member's needs and interests. Personalised content generates about 14% higher member satisfaction on average.

In summary, associations must continuously evolve as member behaviours and expectations change. By embracing virtual engagement, data insights, career development, community building, and personalisation, associations can remain indispensable to their members in our digital-first world.

The Association Benchmarks webinar provides a wealth of practical advice and examples for implementing these trends. Make sure to watch the full webinar to equip your association for continued success in 2024 and beyond.

To watch the On-Demand Webinar on Association Benchmarks, visit www.ausae.org.au/on-demand, and sign in using your AuSAE membership credentials.

If you need further details or assistance, reach out to AuSAE at info@ausae.org.au.

Asian Seed Congress shows growing strength of Christchurch, New Zealand

Sarah Gamble — Mon, 12 Feb 2024 21:56:35 GMT

The 28th Asian Seed Congress exceeded expectations, attracting more than 1,100 people from 45 countries to Te Pae Christchurch Convention Centre.

It was the first time New Zealand had held the Asia and Pacific Seed Association’s (APSA) premier meeting, co-hosting with the New Zealand Grain and Seed Trade Association (NZGSTA) and with the support of New Zealand’s Ministry of Primary Industries, ChristchurchNZ and Tourism New Zealand Business Events.

Delivering value
Visitors experienced New Zealand’s Māori culture with a traditional welcome, then it was down to business. Organisers believe close to 10,000 meetings were held during the event.

APSA President Dr Manish Patel says: “We estimate that as much as US$150m to $200m of new business is generated from Congress directly, and upwards of $1bn indirectly.

“Important collaborations were formed related to agricultural R&D and innovation.”

Experiences around the conference

Sold-out Post-Congress tours included visits to Plant & Food’s research centre and a new seed coating technology plant.

Some 50 delegates also took part in a charity fun run, donating NZD$4,050 to Ronald McDonald House Canterbury Charities.

The event also hosted its first ever Ladies Luncheon aimed at cultivating equity in the seed industry.

Watch the 28^Th Asian Seed Congress video here: https://youtu.be/Z6LvaxXfoo4

Would you like to take your association event to New Zealand or partner with your New Zealand counterpart to hold a regional conference in New Zealand?

Contact Tourism New Zealand’s Australia-based Business Development Manager, Helen Bambry, about the business-specific funding and support available: helen.bambry@tnz.govt.nz

About Tourism New Zealand
More than an extraordinary destination, New Zealand is where connections are made, new experiences are shared, and relationships are forged.

Tourism New Zealand’s dedicated Business Events team is passionate about making every event a success. They offer personalised advice and flexible business-specific funding to help you host a successful conference in New Zealand. This includes proposal assistance, GST consultation, site inspection coordination and marketing resources. For more information, visit businessevents.newzealand.com

Celebrating Excellence: Eight New Certified Association Executives

Sarah Gamble — Fri, 02 Feb 2024 01:16:28 GMT

AuSAE is thrilled to announce the addition of eight outstanding professionals to our esteemed cohort of Certified Association Executives (CAEs) in Australia and New Zealand.

Warm Congratulations to Kylie Clarke (MBA), Matt Connor, Danielle Kacmar CAE, Neil Haynes, Lauren Hunt, Eithne Irving CAE, MBA, RN, Grad Dip Neuro, MAICD MACN, Nicolas Pilavidis, FICM CCE, and Shirena Vasan (CAE) for achieving this distinguished global credential. The CAE designation represents the pinnacle of excellence within the association industry, representing unwavering dedication, expertise, and visionary leadership.

The CAE credential sets a standard of professionalism that is recognised and respected worldwide. It signifies a commitment to advancing the association sector, fostering innovation, and driving positive change within our communities. As Certified Association Executives, these individuals have demonstrated a commitment to excellence, leadership, and continuous learning, reflecting the highest standards of competency, integrity and professionalism, serving as role models and leaders within their organisations and beyond.in their respective fields.

Elevating one's career to the status of a Certified Association Executive is a significant milestone that opens doors to unparalleled opportunities for professional growth and advancement. It demonstrates a profound understanding of the complexities of association management and a dedication to continuous learning and development.

For those aspiring to excel in the association profession, the CAE credential serves as a beacon of achievement and a pathway to success. By pursuing this esteemed designation, individuals not only enhance their own careers but also contribute to the advancement of the association sector as a whole.

To learn more about the CAE credential and its significance, visit the AuSAE website. Explore the resources available to support your professional development journey and discover how you can distinguish yourself as a leader in the association community.

Once again, Congratulations to all our new CAEs! Your achievement is a testament to your dedication, expertise, and passion for advancing the association profession. We look forward to celebrating your continued success and contributions to our vibrant community.

Associations Matter Poll Results - Biggest Association Challenges in 2023

Sarah Gamble — Thu, 07 Dec 2023 19:39:32 GMT

Association executives are facing multiple challenges, largely centred around membership dynamics, financial sustainability, and staffing and resource constraints.

The November Associations Matter Poll sought to understand the current challenges facing associations, and your strategies to deal with these issues.

The results show that association executives are facing multiple challenges, largely centred around member growth and retention, financial pressures, and staffing and resource issues. Half (55%) of respondents indicate membership growth and attracting new members is the biggest concern, with member retention and proving opportunities that are engaging, valuable, and relevant to members the primary issue for 52% of respondents. Verbatim comments reflect this, with mentions “limited growth in membership/decline in membership” and “retention, recruitment of early career and student members” are impacting associations.

Economic pressures, including the costs of business, inflation and the impacts of the cost of living is also a challenge for around six in ten (58%) respondents, while others are concerned about revenue diversification through non-member fees like attendance at events and professional development. Respondents comment that “adjusting to price increases” and “finding new revenue streams, diversifying” are issues for them, with “generating more revenue” top of mind for many.

Human resources issues round out the biggest challenges facing associations, with talent acquisition and retaining skilled employees a concern. “Attracting good resources”, “finding good staff” and “retaining skilled staff on association-level salaries” are frequently mentioned as issues in the verbatim comments.

To counter these issues, specific understanding of member requirements across the membership life-cycle, and creating value based on these, is a key part of associations’ strategic focus.

Associations are aiming to better understand member needs through member segmentation and research to allow them to understand differences across the membership life-cycle to provide specific focus and offer more personalised value, saying “we’re mapping member journey's; surveying members; listening to members; improving our membership model”. Some are also adapting their strategic plans to reach beyond the current membership base, focusing on developing new professional development models and diversifying income streams.

Recognising the importance of financial health, association executives are also revisiting pricing strategies and exploring new income-generating programs. This includes introducing flexible membership fee models and implementing cost-control measures by “reviewing pricing strategies and models, reducing operating expenditure to improve bottom line before new revenue streams are active”. These actions are aimed at improving the financial situation in the face of economic pressures and to ensure long-term sustainability.

Recruiting and training staff with specific skill sets, such as business development and communication expertise to help improve the focus on membership, is the third area associations are targeting to overcome the workforce issues. Respondents comment they are “focusing resource(s) on membership-building” and “contracting expertise for better communications”. Flexible working conditions and other employee benefits are also being offered by some respondents to attract and retain talent, with one mention their organisation offers “100% flexible working location, $50 per month for internet expenses, 4 paid Recharge days annually, access to LinkedIn Learning and Smiling Mind, bonus based on whole of organisation success.”

About the Associations Matter Monthly Poll

Thanks to everyone who contributed to the Associations Matter November 2023 Poll. You can register to receive future polls here.

ACE 2023: Leading with Purpose - A Showcase of Leadership and Innovation

Sarah Gamble — Tue, 05 Dec 2023 20:59:16 GMT

Nestled in the heart of Australia's capital city, the National Convention Centre Canberra transformed into a hub of collaboration and inspiration throughout the AuSAE ACE 2023 Conference & Exhibition. This annual gathering seamlessly united industry leaders, innovators, and association executives from diverse sectors, providing them with a platform to explore cutting-edge trends, gain insights, share stories, and cultivate connections poised to influence the realms of leadership and innovation.

Embracing Modern Leadership & Innovation with Jess Wilson:
Setting the stage for the conference, Jess Wilson took centre stage with a compelling exploration of modern leadership and innovation. Her session ignited collective enthusiasm for embracing forward-thinking strategies in navigating the complexities of contemporary leadership.

ACE 2023 Experiences: Rain or Shine, Spirits Soared:
Despite the rain that descended upon Canberra during ACE 2023, the participants' enthusiasm remained undampened. The afternoon was filled with engaging conversations, immersive activities, and unforgettable experiences. From a glassmaking workshop to exploring behind the scenes of the Australian Parliament House, participants also enjoyed activities like golf, cocktail making, Barefoot Bowls, a visit to Clonkilla Winery, and paying homage to the badass women of Canberra.

Networking Extravaganza and ACE Supper Club:
Verity Lane set the stage for an evening of networking and camaraderie as attendees connected over shared passions and goals. Following dinner, the ACE Supper Club, sponsored by Higher Logic, added an extra layer of sophistication to the night, creating an atmosphere conducive to building lasting professional relationships.

Michael McQueen's Keynote: Mindstuck! Mastering the Art of Changing Minds:
Michael McQueen's keynote address was a highlight of ACE 2023, as he masterfully unravelled the secrets behind changing minds. His insights into the psychology of persuasion and adaptability left the audience with practical takeaways to implement in their professional and personal lives.

Diverse Sessions Covering Membership, Governance, Strategy, and Leadership:
The conference offered a diverse range of sessions catering to various aspects of organizational development. From discussions on membership engagement to exploring effective governance models, attendees had the opportunity to delve into strategic planning and leadership principles that could reshape their approach to management.

An In-Depth Conversation with Shane Fitzsimmons:
Formerly Commissioner of Resilience NSW and Commissioner NSW Rural Fire Service, Shane Fitzsimmons led in-depth conversations about leadership and resilience. His experiences and wisdom resonated with the audience, providing valuable insights into overcoming challenges and leading with unwavering determination.

Closing Keynote with James Begley:
As ACE 2023 drew to a close, James Begley took the stage with his impactful closing keynote, "Lead with Intent." His words inspired attendees to embrace intentional leadership, emphasising the importance of purpose-driven actions and decision-making in achieving lasting success.

"The ACE 2023 Conference & Exhibition in Canberra was a resounding success, offering a platform for learning, networking, and inspiration. From thought-provoking keynotes to immersive experiences, attendees left with a renewed sense of purpose and a wealth of knowledge to apply in their associations. As we look back on this extraordinary event, the impact of ACE 2023 continues to resonate, shaping the future of leadership and innovation in the association sector in Australia and New Zealand." - Toni Brearley, AuSAE Chief Executive Officer.

Announcing the 2023 Emerging Leaders in the Association Sector

Sarah Gamble — Thu, 09 Nov 2023 00:10:54 GMT

The Australasian Society of Association Executives (AuSAE) together with the Adelaide Convention Centre are pleased to announce the recipients of the 2023 Emerging Leaders Scholarship program. This program is dedicated to fostering leadership qualities within the association sector, nurturing emerging leaders, and creating a network of dedicated individuals to take their association management careers to new heights, contributing to the future success of the Association sector.

The 2023 Emerging Leaders program bring together a group of diverse professionals working within associations and not-for-profit organisations to engage with current and relevant themes that will shape the industry's future at the 2023 AuSAE Conference & Exhibition (ACE) in Canberra.

We are delighted to introduce the six (6) dynamic and highly skilled members of the association community who have been selected for the 2023 Emerging Leaders Scholarship program:

Meet our 2023 Emerging Leaders:

Stephanie Carde – State Liaison Officer, Fundraising Institute Australia
Tuva Carli – Communications Coordinator, The Pharmacy Guild of Australia
Blake Cugley – Marketing Coordinator, Australian Cabinet & Furniture Association
Alex Gorford - Marketing Manager, Cancer Nurses Society of Australia
Jenny Nicol - Manager Professional Education, Speech Pathology Australia
Mikaela Stewart – Policy Officer, Australasian Railway Association

AuSAE would like to acknowledge all the nominees for their submissions and dedication to the sector and congratulate the 2023 Emerging Leaders. Toni Brearley, AuSAE’s Chief Executive Officer, says, "We are delighted with the high calibre of applicants for the 2023 Emerging Leaders program; this year’s applications were outstanding. We look forward to connecting and collaborating with our Emerging Leaders and are excited to see our rising stars' future progress."

Toni further emphasised the diversity and representation among the successful applicants, with professionals from different industry representing the association sector. The collaboration between emerging leaders from across the industry promises to yield innovative solutions and strategies for the association sector's future.

Martin Radcliffe, General Manager - Adelaide Convention Centre, noted the significance of this partnership, saying, “Adelaide Convention Centre was delighted to once again partner with AuSAE on this important initiative designed to support and empower the next generation of association industry leaders. The successful recipients came from a highly competitive field, and we warmly congratulate each of them, along with all participants in the 2023 Emerging Leader Program.

By supporting the next generation of association leaders today, we hope to inspire a bright future for the association sector. We invite you to learn more about the 2023 Emerging Leaders Scholarship Program recipients by visiting our website at www.ausae.org.au/emerging-leaders-2023

The 2023 Emerging Leaders promise to be a driving force in shaping the future of the association sector, and we can't wait to witness their remarkable journey.

Associations Matter Poll Result - Membership Drivers & Barriers

Sarah Gamble — Thu, 26 Oct 2023 09:43:49 GMT

Developing an engaging value proposition: education and support drives membership of associations, with perceptions of high cost and lack of value the main barriers

The October Associations Matter Poll looked at the main reasons individuals belong to an association and the barriers they face in joining. The survey also explored associations’ perceptions of their value proposition and what they need in order to enhance the value they offer.

The October Poll found that over a third of associations believe the main reasons members join the association are access to continuing professional development (38%) and support, resources, and advice (38%). A similar proportion (34%) say members join for collective representation of the profession or industry, and to support the advocacy work of the association. Enhancing their professional reputation and credibility, access to up-to-date information about the profession or industry, and the opportunity to attend events and conferences are also seen as important drivers of membership by nearly three in ten associations.

According to Poll respondents, the most significant barrier to membership is the perceived lack of value in membership, followed by what is seen as the high cost of membership. Over three quarters of associations believe that factors relating to either cost or value are a significant drag on membership growth. Belonging to competing associations and other priorities or professional commitments are believed to inhibit further acquisition by three in ten associations.

A quarter of associations also indicated that they have difficulty articulating their association’s value proposition, and that this reduces their ability to attract new members. Nearly 30% of respondents indicated that potential members do not see the association's value proposition as relevant to either their career or professional needs (17%) or their interests or demographics (13%).

Despite this, three in five associations believe they have a strong value proposition. When outlining the factors that contribute to the strength of their value proposition, some respondents emphasised the importance of providing members with tangible benefits and value, such as “exclusive data sources, reduced cost access to resources and free support”. Others mentioned the value of industry training, including education that offers “international accreditation and recognition” and allows members to “demonstrate expertise and professionalism “.

Others highlighted the intangible benefits of their membership offer. Advocacy is a vital piece of an association’s value proposition and the importance of a strong “leader of advocacy and voice to government” and “collective bargaining” was mentioned by several associations. Trustworthiness and credibility were also emphasised, with respondents suggesting that members value associations with a strong reputation that enables them to “demonstrate trust to their markets”. Facilitating active engagement and involvement are also seen as important, with some respondents offering opportunities for their members to participate in various activities like “member only roundtables and discussions” that help shape industry direction.

Finally, customisation and relevance emerged as a key focus of associations with a compelling value proposition. Providing tailored content and personalised experiences that are relevant to the interests and needs of different member segments were highlighted as essential to membership growth by some respondents. Several others emphasised the importance their value proposition being “relevant to the needs of members and demonstrating an understanding of their day-to-day challenges”.

As a result, respondents believe that associations can enhance their membership value proposition by focusing on improved communication, with 49% of respondents emphasising the need for targeted updates and collaboration opportunities as the top priority. This is followed by a call for better brand recognition (35%), more tailored and industry-specific content and member input (30%), and advancements in digital platforms (23%) for broader reach. Additionally, associations indicate a belief that members want stronger representation in policy development and advocacy (23%) and expanded professional development opportunities (12%).

To attract new members, the Associations Matter October Poll underscores the importance of providing access to tangible services such as professional development, support, and resources for members, as well as cultivating a credible brand and reputation as an effective industry advocate. However, to address barriers to joining associations must also clearly articulate their unique value proposition and counter perceptions of high costs. Addressing these challenges, along with cultivating a deep understanding of members needs and offering tailored experiences, will be essential for associations to thrive and grow their membership.

About the Associations Matter Monthly Poll

Thanks to everyone who contributed to the Associations Matter October 2023 Poll. You can register to receive future polls here.

Applications Now Open for the 2023 Emerging Leaders Scholarships

Sarah Gamble — Thu, 12 Oct 2023 04:28:55 GMT

The Australasian Society of Association Executives (AuSAE) is thrilled to announce that applications are now open for the 2023 Emerging Leaders Scholarships, an opportunity for aspiring association professionals to advance their careers and contribute to the future of the industry.

In partnership with the Adelaide Convention Centre, AuSAE is committed to nurturing the next generation of association leaders. The Emerging Leaders Scholarship program provides fantastic education opportunities for association professionals to enhance their leadership skills, expand their knowledge, and engage in collaborative learning alongside peers from diverse backgrounds and industries.

The program brings together a dynamic group of emerging association executives to explore contemporary topics and challenges shaping the association sector today and, in the years, to come.

AuSAE's CEO, Toni Brearley, says, "We are proudly investing in a new generation of future association leaders to challenge, explore, and set new benchmarks in innovation and association management.”

“Our program is designed to encourage education and professional growth among emerging association executives, contributing to a strong and robust association sector for the future."

Martin Radcliffe, General Manager, Adelaide Convention Centre adds, “Adelaide Convention Centre is proud to continue our partnership with AuSAE on this important initiative. As our past support has demonstrated, we’re committed to advancing professional development within the association sector, and proud to support and empower the next generation of association industry leaders.

The Association sector is a major contributor to the business events industry. Association conferences and exhibitions provide a critical platform for knowledge transfer and collaboration, helping elevate and imagine the future of their respective industries.”

The scholarships are open to current employees of non-for-profit organisations and associations with less than three years of association management experience, who reside and work in Australia and have demonstrated attributes of a future leader in the association sector. Further eligibility details can be found in the application process.

Applications for the 2023 Emerging Leaders Scholarships are now being accepted and will close at 5:00 PM on Friday, 27 October 2023.

To apply and for more information about the Emerging Leaders Scholarships, please visit our website www.ausae.org.au/emerging-leaders-scholarship or contact us at info@ausae.org.au.

This is your chance to be a part of the future of association leadership. Apply now and join us in Canberra for the 2023 ACE Conference and Exhibition, where you will gain valuable insights, build lasting connections, and contribute to the growth and innovation of the association sector.

About AuSAE:

Adelaide Convention Centre is South Australia’s home of business events and enjoys a reputation as one of the world’s most modern, versatile and technologically advanced meetings and events venues. With a strong dedication to fostering knowledge exchange and collaboration, the Centre has consistently hosted events, conferences and initiatives aimed at empowering association professionals. Through strategic partnerships and a focus on delivering high-quality educational content, Adelaide Convention Centre has become a hub for innovation and skill enhancement in the association industry. Its unwavering commitment to supporting professional development and education reflects its belief in the critical role that well-trained and informed professionals play in shaping the future of associations and their impact on various sectors and communities.

Navigating the Decision to Take a Stand on Social Issues: Insights from Australian Association Executives

Sarah Gamble — Mon, 09 Oct 2023 23:35:03 GMT

Associations have a vital role in shaping public opinion and influencing societal change. However, the choice to take a stance on social issues isn't always straightforward. In light of the current Australian referendum, this has become a concern for many association executives.

To contribute to this dialogue, the September 2023 Associations Matter Monthly Polll examined how association executives in Australia evaluate and respond to social issues, along with the factors that drive their decisions to speak out.

Formal Decision-Making Processes
Surprisingly, more than half of the associations (55%) surveyed do not have a formal process or protocol in place for deciding whether to take a position on social issues. Only 27% have established a formal process, while 6% are in the process of developing one.

Nevertheless, associations do follow various protocols when tackling this conundrum. These typically involve senior leadership discussions, CEO briefings, and board evaluations and approvals. Some organisations mention involving committees or advisory groups, while others rely on their association's Code of Conduct.

Regardless of the method, most associations contemplate whether the issue aligns with their core values, objectives, and if they possess the necessary expertise to contribute meaningfully. Often, they also gauge their members' perspectives on the matter.

Alignment with Organisational Values and Goals
When deciding which social issues to comment on, more than seven in ten associations (71%) consider the issue's relevance to their mission and values. They assess how it aligns with their strategy and how applicable it is to their business and their members.

These associations also consider how it may impact their credibility and reputation. If the issue fits within their strategic framework and carries significant implications, associations may take a leadership role. Conversely, if the issue doesn't align with their goals, they may choose to remain silent or let other organisations lead the way. By aligning their positions with their values and strategic goals, associations ensure their advocacy efforts remain consistent and purpose driven.

Consideration of Expertise and Credibility
Approximately 28% of associations base their decision on an assessment of their expertise and credibility before taking a position. They evaluate whether they possess the necessary knowledge about the issue and whether their stance would carry weight.

Associations may also scrutinise their capacity to genuinely influence the issue and drive positive change. Some mention that they only comment on issues where their members have expertise, or so they can be considered credible thought leaders.

If associations have the needed expertise and credibility, they craft a plan and execute it accordingly. However, if they lack the expertise or if the issue doesn't pertain to their field, they refrain from taking a position. This approach ensures associations focus their efforts where they can have the most significant impact.

A recent example of this approach is the joint statement in support of the proposed Voice to Parliament referendum, signed by over 50 Victorian and national health organizations, including the Australian Medical Association (AMA), Royal Australian College of GPs (RACGP), and the Australian Nursing and Midwifery Federation (ANMF).

Consultation with Members
It's pleasing to note that many associations recognise the importance of engaging their members in the decision-making process. Overall, 16% of associations report that member feedback often shapes their stance on social issues, with 35% stating that member input is one of several factors considered, and an additional 28% reporting that member feedback is considered, though not always essential to the decision-making process. Only 9% of responding associations say decisions are typically made without significant member input.

When deciding whether to take a position on a social issue, many associations conduct membership polls or surveys to gather opinions and perspectives. The executive board then drafts a position statement based on the survey results, which is circulated to the board of directors for further input and amendments. Once a majority approves, the statement is shared with the members. This process ensures associations make informed decisions that resonate with the interests and values of their members.

A Policy of Non-Engagement
At the other end of the spectrum, some associations maintain a clear non-engagement policy when it comes to commenting on social issues. Several explicitly indicated they "do not comment on social issues." Their reasons vary, with some citing it's not within their remit, others pointing to their constitution prohibiting commentary on political matters, and some noting a lack of authorisation from their Board of Directors. Additionally, some associations avoid involvement because they believe that taking a position that supports some members may lead to antagonising others.

Conclusion
The decision to take a stance on social issues remains a multifaceted challenge for associations. To navigate this complexity, many consider the alignment of the issue with their organisational values and strategic goals, along with their expertise and credibility to make a meaningful impact. Other associations engage with their members to ensure their positions align with the broader community's values and interests.

In this dynamic landscape, associations must balance their responsibilities as advocates with their commitment to representing their members' diverse perspectives. By doing so, they can continue to play a pivotal role in shaping Australia's social discourse and contributing to meaningful societal change.

About
The Association Matters Monthly Poll is supported by AuSAE and conducted by Survey Matters. The September Poll received responses from association executives across various sectors.

Rebecca Sullivan is the Co-Founder and Research Director at Survey Matters, the only research agency in Australia exclusively focused on providing services to associations, membership and for purpose organisations. Survey Matters provide associations and for purpose organisations with evidence-based insights that deliver change that matters.

Associations Matter Poll Result - How Associations Evaluate and Respond to Social Issues

Sarah Gamble — Thu, 28 Sep 2023 03:58:33 GMT

The Associations Matter Monthly Poll – September 2023 Results

Alignment with strategy and member expertise are key drivers of associations’ responses to social issues.

Given the current referendum in Australia, some discussions at this years’ AuSAE MX events centered around how associations determine whether to formally announce a position in relation to various social issues.

To contribute to this conversation, the September 2023 Associations Matter Monthly Poll examined how association executives evaluate and respond to social issues, and the factors that influence any decisions to make public comments. The survey, supported by AuSAE and conducted by Survey Matters, received responses from association executives across various sectors.

Overall, the survey revealed over half of associations (55%) do not have a formal process or protocol in place to guide decisions on whether to take a position on social issues. Only 27% of associations say they have a formal process in place, while 6% are currently developing one. The remaining 12% were unsure if such a process exists within their association.

As a result, feedback suggests associations follow various process and protocols when deciding whether to take a position on social issues. These processes typically involve senior leadership discussions, CEO briefings, board assessment and approvals. Some organisations mention the involvement of committees or advisory groups in evaluating social actions, while others are guided by the association’s Code of Conduct.

While the decision-making processes vary depending on the association's structure and values and the nature of the social issue, many associations follow a process to determine whether the issue “aligns with our strategy” or “how applicable it is to business”.

Member consultation also plays a role in the decision-making process for many associations, although the extent of member engagement varies. While some associations show a reluctance to “put out a statement on behalf of our members unless our members are consulted”, others suggested that as the “Board is member elected and made up of members, their position represents the membership and profession”. Overall, 16% of associations report member feedback often shapes their position on social issues, 35% say member feedback is one of several factors considered and a further 28% report member feedback is considered but not always essential to the decision-making process. Only 9% of responding associations say decisions are typically made without significant member input.

When deciding which social issues to comment on, associations primarily consider factors such as relevance to their mission and values (71%) and impact on members and stakeholders (48%). A further 28% mention their decision to take a position on social issues depends on whether they can meaningfully influence the issue, and whether their expertise is directly relevant to the issue at hand. These respondents suggest “they only comment on issues where our members have direct expertise” or where the issue “intersects with our mission such that we can be a credible thought leader”. A recent example of this approach is the statement in support of the proposed Voice to Parliament referendum, which was signed by more than 50 Victorian and national health organisations, including the Australian Medical Association (AMA), Royal Australian College of GPs (RACGP) and the Australian Nursing and Midwifery Federation (ANMF).

Other factors, such as legal or regulatory implications (22%), ethical or moral imperatives (16%), feedback or requests from members (13%) and the capacity to make a positive change (10%) are considered by some associations.

There were also several associations who indicate they “do not comment on social issues”. Comments indicate this is often because it is “not part of our remit”, that the association’s “constitution prevents [them] from commenting on political issues” or that they “are not authorised by its Board of Directors to comment on social issues”. Others suggest they do not get involved because “a position supporting some members will often antagonise others”.

Overall, while a significant number of associations do not have formal processes in place, and many believe it is not their position to get involved, member consultation and alignment with mission and values are key considerations when deciding whether to take a stand. Associations strive to make informed decisions that reflect the interests and values of their members and stakeholders.

“We use a process that considers three issues: Does the issue align with our strategy? What are our stakeholders’ views on the issue? Can we meaningfully influence the issue?“, CEO, Industry Association.

Inaugural Women in Leadership Retreat inspires in Martinborough

Sarah Gamble — Wed, 20 Sep 2023 03:19:22 GMT

This year saw the successful delivery of AuSAE’s inaugural Women in Association Leadership Retreat, supported by Tourism New Zealand and Business Events Wellington.

The experience saw 16 women leaders in associations enjoy a programme of inspiring women speakers, external leadership experts, stories of success, panel discussions, and interactive workshops while exploring the excellent restaurants and wine village of picturesque Martinborough, New Zealand.

Staying at The Martinborough Hotel and Parehua Resort, the group embarked on a series of empowering workshops and education sessions facilitated by author, speaker, and MC Lisa O’Neill on female leadership challenges and opportunities.

Attendee Monique Penton, HR Manager for the AFCA (Australian Cabinet & Furniture Association) says: “Attending the Women in Leadership retreat was a truly transformative experience. Surrounded by brilliant and inspiring women, I found the perfect space to embrace my own leadership potential. The sessions were empowering, the discussions were insightful, and the support was unwavering. This retreat not only enhanced my skills and confidence but also forged lifelong connections with incredible women. I walked away from the retreat with a renewed sense of purpose and a clear path to achieving my goals."

Amongst the sessions, guests enjoyed local experiences including networking dinners at the Karahui Wine Bar and Eatery, Moy Hall Vineyard and Wharekauhau Resort; a Greytown Honey beekeeping experience, candle making at the Social Scent Company, a Schoc Chocolate tasting at The White Swan, cycling to a wine tasting with Palliser Estate, and a spectacular stargazing experience.

AuSAE CEO Toni Brearley says: “It was a truly unforgettable experience. The attendees’ insights and willingness to share enriched our discussions and made the retreat incredibly meaningful. The connections we forged and the lessons we learned from one another will undoubtedly have a lasting impact on our professional journeys.”

Tourism New Zealand Australian Business Events Manager Helen Bambry adds: “This was an incredible opportunity to gather and support the women leaders of the association sector. Martinborough was the perfect showcase destination, with its stunning surroundings and warm welcome fostering an atmosphere of connection and openness. We are excited to see the continued impact these women will make in their respective fields.”

A Women in Association Leadership Dinner will be held on 27 November in Canberra, co-hosted by Tourism New Zealand and Business Events Wellington. This will feature an exclusive audience with Dalia Feldheim, opening keynote speaker for ACE 2023. For details please contact Helen.Bambry@tnz.govt.nz

Associations Matter Poll Results - Membership acquisition strategies

Sarah Gamble — Thu, 24 Aug 2023 02:46:16 GMT

Two thirds of associations have grown their membership over the last 12 months, with strategies focused on brand building and personal connection driving the most success.

The August Associations Matter Poll examined member acquisition, and the strategies and marketing channels associations are using to attract new members.

Two thirds of associations have seen their membership base increase over the last 12 months (63%), with 13% noting a significant increase in numbers. One in four (23%) reported slight or significant decrease in their membership base, with 14% maintaining a stable membership.

Associations who have been successful at increasing their membership reported that increasing brand awareness and visibility is the most successful strategy they have employed (53%). Around one in five associations have found success with social media advertising (22%), offering special membership discounts (20%), dedicating internal resources to focus solely on member acquisition (20%) and promoting the profession and industry in the media (19%).

Strategies that aim to address cost concerns have proven successful to around one in ten associations, with 13% successfully offering a discount for first year fees, and 10% bundling professional development and conference fees into the first-year fee or offering flexible payment options. Partnering with educational institutions has proven to be successful for 12% of responding associations.

When asked about different marketing channels used to attract new members, channels that use a more personalised approach are the most successful. A little under half (48%) of associations have found referrals from other members deliver the best results. Some spoke about the importance of “increasing focus on the existing members experience” to make existing members comfortable and willing to promote membership. A further 43% of associations have seen an increase in member numbers after in-person conferences or events, and 42% from personal outreach efforts.

Around one in five associations find their email campaigns (23%), social media channels (23%) and social media advertising often deliver the best results, with a further 16% finding the best results from hosting webinars or online presentations. Less than one in ten responding associations have found that more generalised or passive advertising (such as advertisements in magazines, radio, TV or billboards) deliver the best results.

This suggests that new members want to start their relationship with an association already feeling that they are a valued member. This is much more likely to come from a personalised approach to marketing and communication, or from praise and word-of-mouth recommendations from satisfied existing members.

Interestingly, those associations who have found a decrease in new members largely attribute it to “cost of living pressures”. “Financial pressures” and “tight budgets” have led to both organisations and individuals questioning the value of membership fees alongside other cost pressures.

In addition, with financial pressures leading to many questioning the value of membership, providing “high visibility, media and advocacy on what our profession sees as vital” may be critical to the successful membership growth for many associations. This high visibility makes it easier for potential members to understand the value of belonging to the association, and what their membership fees can help to achieve.

“By providing great support to our existing members, the word in spreading that our association is a key partner for businesses in our sector.”

About the Associations Matter Monthly Poll

The Associations Matter Monthly Poll is an initiative by AuSAE and Survey Matters. We think it's important to stay up to date with the latest trends, challenges, and opportunities facing associations. The Associations Matter Monthly Poll aims to provide insights into the thoughts and opinions of association leaders, giving them a better understanding of how others are responding to current situations and developments. The Associations Matter Monthly Poll is conducted by Survey Matters, experts in association and membership research.

Thanks to everyone who contributed to the Associations Matter June 2023 Poll. You can register to receive future polls here.

Associations Matter Poll Results - Member engagement with online communications

Sarah Gamble — Thu, 27 Jul 2023 09:09:36 GMT

The July Associations Matter Poll examined member engagement with online communications, if it is easier or harder to capture attention, the impacts to associations as a result, and the strategies being deployed to maintain or increase engagement.

Overall, there was a 50/50 split between associations finding it harder to engage their members online, and those who believe there is either no change to engagement (47%) or it is easier to attract attention (3%).

The impacts for associations finding it harder to engage members with their online communications is largely felt in lower attendance at in-person events and professional development (49%), and increased workloads or inefficiencies because messages have to be constantly repeated (39%). This leads to reduced revenues and productivity. Associations with lower online engagement are also noticing lower overall member satisfaction (33%), and greater difficulty reaching potential new members (27%).

Conversely, associations who find it about the same or easier to capture members attention online are experiencing higher open rates, click throughs and content sharing (62%), resulting in higher overall satisfaction (48%), more new members joining (37%) and increased internal efficiencies (33%).

When asked what strategies have been deployed by those who indicate it is easier or about the same to engage their members online, 50% have improved the visual appeal of their communications, and 44% invested in website improvements to make it more intuitive and user-friendly.

A further 31% went directly to their members through online surveys or focus groups to seek their feedback about how to improve online engagement. Some associations indicate that personalisation or targeting of their messages to specific member profiles or using member-generated content and contributions has helped retain online engagement (both 23%).

With comments that it is “hard to break through the noise when instinct is to delete everything …” and recognising “members are increasingly time poor and swamped by so many channels of information in their day-to-day”, cutting through the online “clutter” is increasingly challenging.

By considering even small changes to online communications, like ensuring consistency of timing, improved visual appeal and a documented communications strategy may help improve engagement with members.

“There are a couple of specific communications pieces we use with Members, and they are very effective. We've learnt not to fiddle with them too much! We are also cognisant of how we use them as not to take advantage and lose the very good traction we have with them.” Membership Director, Professional association.

About the Associations Matter Monthly Poll

Thanks to everyone who contributed to the Associations Matter June 2023 Poll. You can register to receive future polls here.

Celebrating Three New Certified Association Executives in Australia and New Zealand

Sarah Gamble — Wed, 12 Jul 2023 00:38:39 GMT

The Australasian Society of Association Executives (AuSAE) is thrilled to announce the addition of three new Certified Association Executives (CAEs) to the growing cohort in Australia and New Zealand. Anne Livingstone, Gregory Harford, and Kylene Schlebusch have achieved this distinguished global credential, representing the highest level of professional recognition in the association industry.

The CAE Commission of ASAE, a leading global organisation for association professionals, has been at the forefront of recognizing and promoting excellence in the field. With the addition of these three accomplished individuals, the total number of CAEs worldwide now surpasses 4,500. This milestone is a testament to the increasing significance of the CAE credential and its impact on the association industry.

Congratulations to Anne Livingstone, Research & Projects Director at Global Community Resourcing/Aged Care Industry Technology Council, Gregory Harford, CEO at Retail NZ, and Kylene Schlebusch, Administration Manager at the Hire Industry Association of New Zealand, for their outstanding achievement in earning the CAE credential. They have demonstrated exceptional dedication, knowledge, and commitment to their respective fields. Their achievement of the CAE credential speaks volumes about their expertise and the impact they have made within their organisations and the industry.

AuSAE, in partnership with ASAE launched the first localised version of the CAE credential in New Zealand and Australia in February 2021. This localised CAE program has provided association professionals with a unique opportunity to enhance their skills, knowledge, and professional standing within the industry. AuSAE remains committed to championing the CAE credential and furthering the profession of association management.

Recognised as the highest professional credential in the association industry, the CAE designation signifies a deep understanding of association management principles, ethical standards, and best practices. CAEs possess the skills to navigate complex challenges and drive positive change within their associations. By earning this credential, Anne Livingstone, Gregory Harford, and Kylene Schlebusch have established themselves as industry leaders, equipped to drive their respective associations forward and make a lasting impact.

The achievement of these three remarkable professionals is a celebration and also an inspiration for others in the association management industry. It serves as a reminder of the importance of continuous professional development and the value of the CAE credential. Aspiring association executives can follow in their footsteps by registering for the AuSAE 10-Week September Spring CAE study group. For more information about the credential or to register for the September Spring study group visit the AuSAE website www.ausae.org.au/cae

Congratulations again to all!

Meet Tracey Rudd: The 2022 Future Leader Scholarship Recipient

Sarah Gamble — Thu, 06 Jul 2023 23:43:12 GMT

The future of the association sector is in good hands, and one shining example is Tracey Rudd. She's the recipient of the 2022 Future Leader Scholarship program, a joint initiative by AuSAE and the Adelaide Convention Centre. This program is all about nurturing emerging leaders, creating a network of dedicated individuals, and propelling the association sector into a brighter future.

Meet Tracey Rudd

Tracey is currently the General Manager and Company Secretary of the Australian Rheumatology Association (ARA). Her journey to this leadership role is a fascinating one. She started with a Bachelor of Pharmacy from Sydney University in 1993, laying a strong foundation in healthcare.

In addition to her pharmacy degree, Tracey holds a Certificate in Marketing and Management from Macquarie University. This commitment to continuous learning showcases her drive to evolve and excel in her career.

Diverse Professional Experience

Tracey's career path is a testament to her versatility. She has held various roles in the pharmacy field, ranging from community pharmacy and the pharmaceutical industry to contributing to the National Prescribing Service. She even ventured into entrepreneurship, running her own medication review business.

However, her current role as General Manager at ARA marks her debut in the association sector. This transition is a testament to her adaptability and leadership potential.

The Future Leader Scholarship Program

Being selected as a 2022 Future Leader Scholarship recipient underscores Tracey Rudd's promise and dedication to the association sector. This program, powered by AuSAE and the Adelaide Convention Centre, equips emerging leaders with resources and a supportive network.

Tracey's participation in this program signifies her readiness to assume leadership roles that will shape the future of associations. Her diverse experience and commitment to innovation make her a leader to watch.

As Tracey Rudd continues to lead the Australian Rheumatology Association and a recipient in the Future Leader Scholarship program, she stands as a role model for aspiring association leaders. Her journey, characterised by education, adaptability, and innovation, promises to drive positive change in the association sector, both in Australia and beyond.

For more information about the Future Leaders program, visit www.ausae.org.au/Future-Leaders-2022.

Associations Matter Poll Results - Impact of economic conditions on associations

Sarah Gamble — Thu, 22 Jun 2023 01:39:11 GMT

The Associations Matter Monthly Poll – June 2023 Results

The June Associations Matter Poll looked at the current economic situation, and association leaders' perspectives about how economic uncertainty, increasing interest rates and inflation might impact their association, including the challenges they face and their expectations for renewal rates.

Overall, association leaders are quite pessimistic about the impacts, with three in ten saying they are concerned about the current economic situation, and over half (52%) somewhat concerned. Only 5% express any optimism.

The biggest challenges facing association leaders are concerns about the cost-of-living impact on membership renewal (42%) and conversely, managing the increasing costs to provide products and services (36%). Closely tied to these issues are meeting revenue targets, and an inability to invest in additional staff to deliver the products and services used by members. Some are concerned about the impacts to other revenue generating activities like attendance at events and conferences, with around a quarter citing this as one of their primary issues.

While the quantitative results present a somewhat gloomy outlook, the verbatim comments show associations are more concerned about the effect the current economic situation will have on their members, saying “the biggest challenge to us is the increased demand for member assistance when those same members are doing it tough in the current economic environment”.

Other free text comments are largely neutral, with some association’s renewals not due until the end of the year, therefore “it's hard to know what the impact will be yet”, while around one in five suggest a more positive outlook, saying “initially we did believe renewals would drop as cost of living increased, however this has not been the case with overall membership still growing slowly…”.

It is clear from these results that the sector is experiencing much of the same impacts as many others. It remains to be seen how this plays out over time, particularly if the predictions of further interest rate rises are realised.

“Renewals are about to go out now so the response will be interesting to see in coming weeks… and financial pressure on us as a business is ever increasing - wages, overheads, insurances etc. and the margins just get tighter” CEO, Professional association.

About the Associations Matter Monthly Poll

Thanks to everyone who contributed to the Associations Matter June 2023 Poll. You can register to receive future polls here.

Wrapping Up in Style: MX 2023 Event Series Leaves Sydney, Melbourne, and Adelaide Buzzing with Association Management Insights!

Sarah Gamble — Tue, 20 Jun 2023 04:19:15 GMT

The AuSAE MX 2023 event series has come to a close, and what an incredible journey it has been! From the vibrant city of Sydney to the bustling streets of Melbourne and the charming vibes of Adelaide, we embarked on an incredible journey deep into the realm of association management, focusing on the critical aspect of membership. The events brought together membership professionals from various industries, providing a platform for connection, collaboration, and learning.

We kicked off the event with a bang, thanks to the brilliant Sarah Sladek, CEO of the Membership University. She took the virtual stage and blew our minds with her keynote on membership strategy. Sarah dove headfirst into the fascinating world of MemberShift, where she explored the reasons behind why members leave associations and shared invaluable tips on how to bring them back. Her keynote set the tone for the rest of the event, igniting curiosity, and sparking meaningful discussions.

But that was just the beginning. Brenda Mainland, the Co-Founder and Director of Survey Matters, took over and wowed us with her presentation on membership insights. She dug deep into what truly matters to members, the secret sauce that drives engagement, and the reasons why individuals join and stay connected with associations. The "aha" moments were aplenty!

And let's not forget about the awesome workshop led by Felicity Zadro, the Managing Director at Zadro. Communication is everything, my friends, and Felicity showed us just how crucial it is to effectively communicate the value of an association to its members. We brainstormed and explored various strategies and techniques to ensure that our members truly understand and appreciate the amazing benefits they receive as part of their membership.

Of course, we can't overlook the epic session by Lindsay McGrath, the CEO of SPASA Australia. He took us on a thrilling deep dive into the art of mastering member experience. Lindsay emphasised the importance of delivering exceptional experiences to our association members and shared some tips and real-life examples to inspire us all. We left that session ready to take our member experience game to a whole new level!

But it wasn't just the incredible speakers that made this event series a hit. We had the privilege of hearing remarkable case studies from associations - Australian Institute of Project Management, Australian Traditional-Medicine Society, Local Government Professionals NSW, Canegrowers, Speech Pathology, Family Business Australia, Water Research Australia, Australian Boarding Schools Association, and Civil Contractors SA, that are truly making waves in their industries. From redefining member value propositions to successful advocacy and engagement campaigns, to engaging younger members and building online communities, and using learning as tool for growth and navigating the ESG journey, we were treated to a buffet of inspiration. The dedication and impact showcased by these associations reminded us why we do what we do—it's all about making a difference for our members and communities.

To all the attendees, speakers, partners who joined us on this journey, we want to express our heartfelt gratitude. Your passion, expertise, and commitment created an atmosphere of growth, learning, and connection that made this event series truly unforgettable. You are the true rock stars of association management, and we salute you!

As we wrap up this event series, we carry with us a renewed sense of purpose and a deep appreciation for the power of associations. The MX 2023 events in Sydney, Melbourne, and Adelaide have left an indelible mark on the association management community, equipping professionals with the knowledge and inspiration to drive positive change and enhance the experiences of our members.

So, here's to the future! Let's continue to flourish, adapt, and thrive as associations, championing the needs and aspirations of our members. Until we meet again at the next AuSAE event, let's carry the spirit of collaboration and innovation, transforming the landscape of association management one step at a time.

AuSAE introduces the new Board of Directors

Sarah Gamble — Wed, 31 May 2023 06:05:34 GMT

The Australasian Society of Association Executives (AuSAE) has announced the newly elected Board of Directors. The board members were endorsed at the Annual General Meeting (AGM) held on Monday, 29th May, following the election process, and bring a diverse range of expertise and leadership to the organisation.

Lindsay McGrath, CEO of Swimming Pool & Spa Association (SPASA) Australia and Alan McDonald, Head of Advocacy and Strategy at Employers and Manufacturers Association (EMA) New Zealand, will join the board for the first time. We are also pleased to welcome back continuing and re-elected Director Elise Adams, Chief Executive Officer of the New Zealand School Trustees Association.

Lyn McMorran, Executive Director of the Financial Services Federation, will retire from the board after six years of dedicated service, including serving the last four years as President. Lyn's contribution to and leadership of the organisation have been invaluable, particularly through the difficult years of the pandemic, and we extend our sincere gratitude for her service during her tenure.

We also thank outgoing director Peter Saffin who resigned from the board earlier this year after serving for almost three years. Peter has left to take up a role outside of the Association sector.

Following the AGM, the board convened to elect a new President and Vice President of the organisation. We are pleased to announce John Winter, CEO of ARITA - Australian Restructuring Insolvency and Turnaround Association, has been elected as the new President and Elise Adams as the Vice President of the AuSAE Board.

Furthermore, the board resolved to co-opt Nick Pilavidis, Chief Executive Officer at the Australian Institute of Credit Management, to join the Board.

“I’m deeply honoured to take on the presidency of AuSAE. Associations strengthen every industry and every profession every day. We underpin supporting every aspect of business, social, environmental, professional and community life. The role that AuSAE plays in developing the competency and leadership of those who work in Associations has never been more important.” said Winter.

“We have a strong and diverse board and leadership that will ensure that AuSAE is well-positioned to support associations across New Zealand and Australia into the future.”

We would like to express our gratitude to all the members who participated in the election process and congratulate the newly elected and re-elected board members.

Associations Matter - The impact of AI on associations and the sector

Sarah Gamble — Thu, 25 May 2023 04:15:15 GMT

The Associations Matter Monthly Poll – May 2023 Results

The May 2023 Associations Matter Poll examined associations’ familiarity with the current artificial intelligence (AI) applications, and the impacts of AI both on their own association, and in the sector more broadly.

Almost two in five participants have some knowledge of AI, saying they were either very familiar (6%), or somewhat familiar (53%) with current applications of AI. Few have no knowledge at all, and three in 10 rate themselves as not very familiar.

Positively, over two thirds of respondents are optimistic about the impacts of AI applications on their associations, with the majority believing it provides opportunities to automate routine tasks and improve operational efficiency, thus reducing overheads and increasing productivity. Most also expect generative AI to help increase member engagement through personalisation and will also provide better data analysis capabilities.

While few participants think there will be negative impacts on the sector or their association, around a quarter are concerned about the risks associated with the use of AI applications on protecting member data and personal information and have concerns about the “lack of regulation” and “privacy and copyright issues”. Some raised concerns that associations lack the “digital knowledge and in many cases the intent required to capitalise on the potential of AI systems”, because they have traditionally been reluctant to invest in the technologies and skillsets required to harness the full possibilities of any new technology or application, saying “the sector does not properly capitalise on automation that has been available for 10+ years”.

Further analysis of the verbatim comments also shows that many believe applications like ChatGPT are very useful in helping to create content, craft marketing messages, and generate ideas, with comments that “it is already helping us be more creative by challenging our thinking”. Others said associations must adopt AI regardless, because “it's obvious that AI is part of the future… we need to remember, change always happens and the businesses and associations that do not embrace change will be left behind, like it or not”.

Overall, these results point to a sector that is aware of the rise of AI, and cautiously optimistic about its ability to enhance and improve associations’ capabilities, if it is harnessed and used appropriately.

“AI will change the nature of our offerings from the provision of routine assistance on compliance and business processes to those that deliver relationship value.” CEO, Industry Body

About the Associations Matter Monthly Poll

Thanks to everyone who contributed to the Associations Matter May 2023 Poll. You can register to receive future polls here. The June 2023 Poll will be launched on June 9 2023.

Meet Louise Reid: A Future Leader in the Association Sector

Sarah Gamble — Thu, 04 May 2023 23:36:34 GMT

In the ever-evolving association sector, nurturing future leaders is paramount. The Association of Australian Association Executives (AuSAE) and Adelaide Convention Centre supports the 2022 Future Leader Scholarship program which recognises emerging leaders in the association sector. Among its standout recipients is Louise Reid, currently serving as the Communications and Marketing Manager at Cooperative Research Australia (ACT).

The 2022 Future Leaders Program

The 2022 Future Leaders program is all about fostering leadership excellence in the association sector. Its aim is to equip emerging leaders with the skills and connections needed to propel both their organisations and the association sector to new heights. By investing in emerging leaders, this initiative supports the future success of the association sector.

Louise Reid: Shaping the Future of Association Leadership

Louise Reid's diverse background sets her apart as a standout recipient of the 2022 Future Leader Scholarship program. Her career spans various sectors, including shipping and logistics, pharmaceuticals, healthcare, and even successful entrepreneurship. Today, she brings her extensive expertise to the field of research and innovation as the Communications and Marketing Manager at Cooperative Research Australia.

What defines Louise is her unwavering interest in business strategy and growth. She collaborates with authentic leaders who inspire their teams to achieve collective goals. Her dedication to fostering teamwork aligns perfectly with the program's goals.

As a recipient of the 2022 Future Leader Scholarship, Louise Reid embodies the qualities of a future association leader: innovative thinking, a strong sense of purpose, and a passion for continuous learning and growth. Her journey from diverse professional experiences to her current role reflects her adaptability and resilience—an important trait for any leader.

Louise Reid is poised to make a significant impact on the association sector. Her commitment to excellence, ability to inspire, and dedication to innovation will shape the future of association leadership.

We look forward to seeing Louise's contributions to her organisation and the broader community as she continues to grow as a future leader.

For more information about the Future Leaders program, visit www.ausae.org.au/Future-Leaders-2022.

Meet Jessica Landers: Shaping the Future of Associations

Sarah Gamble — Wed, 05 Apr 2023 23:29:24 GMT

In the dynamic world of professional associations, emerging leaders like Jessica Landers are making their mark. In 2022, Jessica was honored with the Future Leader Scholarship powered by AuSAE and the Adelaide Convention Centre—a program dedicated to fostering leadership within the association sector.

Nurturing Tomorrow's Leaders

The 2022 Future Leaders program is dedicated to identifying and supporting the rising stars of the association sector. It provides mentorship, growth opportunities, and a network for talented individuals like Jessica, who are committed to driving positive change within their organisations and the industry.

Jessica's Association Management Journey

Jessica's journey in the association sector began in 2019 when she joined the Australian Orthotic Prosthetic Association (AOPA) as a Member Services Coordinator. Her passion and drive quickly propelled her into positions of leadership.

Today, Jessica serves as the Deputy CEO and Manager of Accreditation and Certification at AOPA, where she oversees crucial aspects of the organisation's operations.

A Leader in the Making

Jessica's rapid rise is a testament to her dedication and leadership potential. She exemplifies the transformative power of passion and commitment in the association sector. Her ability to strategise, adapt, and inspire sets her on a trajectory to shape the future of associations in Australia.

A Bright Future Ahead

As we look to the future of associations in Australia, Jessica Landers stands as a beacon of hope. With her vision and determination, she is poised to leave a lasting impact not only on her organisation but on the entire association sector. Her story is a reminder that the future of associations is in capable hands, and with leaders like Jessica at the helm.

For more information about the Future Leaders program, visit www.ausae.org.au/Future-Leaders-2022.

AuSAE Announces Seven Association Influencer Award Recipients

Sarah Gamble — Tue, 28 Mar 2023 23:00:42 GMT

The Australasian Society of Association Executives (AuSAE) is proud to announce the recipients of the Association Influencer Award for 2023. The award recognises individuals who have made a significant contribution to the association sector and have demonstrated exceptional leadership and service to their respective organisations.

The 2023 AuSAE Association Influencer award recipients are:

Anne Cornish – Chief Executive Officer, Records & Information Management Practitioners Alliance - Global
Brett O'Riley – Chief Executive, Employers and Manufacturers Association
Greg Wallace – Chief Executive Officer, Master Plumbers New Zealand
Hannah Raisin – Manager, Jilamara Arts & Crafts Association
Lindsay McGrath CAE – Chief Executive Officer, Swimming Pool & Spa Association
Noel Dos Santos – General Manager - Growth, Engineers Australia
Sandra Kirby – Chief Executive, Physiotherapy New Zealand

Toni Brearley, CEO at AuSAE, congratulated the award recipients, saying, "We are thrilled to recognise these exceptional individuals who have made a significant contribution within our tribe and are setting the benchmark for future association professionals. Their work inspires us all to reach new heights, to strive for excellence, and to make a positive difference in this world. Their leadership, creativity and innovation have had a positive impact on their organisations and the wider community, and we are privileged to have them as members of our association community."

“We look forward to seeing the continued impact of their work, and we are honoured to stand beside them as we shape the future of our industry together.”

The Association Influencer Award recipients were selected based on their achievements and contributions to their organisations and the sector in Australia and New Zealand. The recipients will be recognised at the AuSAE National Conference in Canberra on 28-29 November 2023.

For more information about AuSAE and the Association Influencer Award, please visit www.ausae.org.au/associationinfluencers

Celebrate the achievements of women leaders in Australia and worldwide

Sarah Gamble — Wed, 08 Mar 2023 02:41:34 GMT

International Women’s Day (8 March) is a day to recognise how far we’ve come towards gender equality, and also how far we have left to go to creating new social, economic and cultural codes for a gender equal future.

At AuSAE, we celebrate all women, in all their diversities. We embrace their facets and intersections of faith, race, ethnicity, gender or sexual identity, or disability. We celebrate those who came before us, those who stand beside us now, and those who will come after.

We asked three association leaders, what is the most important message you want to share for the women thinking about their careers.

Lyn McMorran, President at AuSAE & Executive Director at the Financial Services Federation, shares, “As someone who has had a very long and satisfying career, I would say don’t sell yourself short. Australia has just announced legislation to require their large companies to report on their gender pay gap – New Zealand needs to follow suit. What really disturbs me is the fact that they have to because a gap still exists. The reasons for that are many but I think women are often so pleased to be given an opportunity that they either don’t consider what they are actually worth or are concerned that if they demand pay equity they might be disadvantaged in terms of further opportunities. As I said, things have changed a lot for the better in the decades I’ve been in my career – women are no longer passed over for senior development because they might leave and have babies, they’re no longer judged if they return to work from parental leave, nor are they (or at least I hope they’re not) judged on their appearance – but the fact that we are still having this conversation means that there is obviously still work to do. My hope for my generation’s daughters and granddaughters is that these conversations become no longer necessary.”

Lori Modde, CEO at Outdoors NSW & ACT, shares “Everyone should be empowered to create the life they want, they deserve this opportunity and nothing should stop that. Today’s world is removing so many barriers that existed in the past and your time is now, get out there, go make a difference in the world!

See what you can achieve, and you would have lost nothing by trying …. But I can guess you will surprise yourself as all it takes is that first step!”

Toni Brearley, CEO at AuSAE, shares, “I remember from a very young age my Dad telling me that I could be anything I wanted to be. In his mind there were no caveats to that and if there wasn’t a clear path then go out and make one. I didn’t realise at the time how fortunate I was to have a champion that dared me to dream and cheered me on matter what. Seek out opportunities where the people around you will cheer you on no matter what. Surround yourself with individuals who inspire you, who will champion you and who are truly inclusive. Where choice, no matter what your gender, background or beliefs is equal for everyone as this is where will have true equality - and if you can’t find that – go and make one!”

Find out how you can take action at www.unwomen.org.au

Spotlight on Samuel French: 2022 Future Leader Scholarship Recipient

Sarah Gamble — Tue, 28 Feb 2023 23:24:52 GMT

Meet Samuel French, the promising recipient of the 2022 Future Leader Scholarship program supported by AuSAE and the Adelaide Convention Centre. Samuel currently serves as the National Membership Development Officer at the Australian Institute of Architects in Victoria.

Meet Samuel French

Samuel French's journey in the world of associations has been nothing short of impressive. With nearly three years of experience spanning diverse industries, including Health, Architecture, and Aviation, Samuel has dedicated himself to fostering membership growth and enhancing the membership experience. His unwavering commitment to innovation in the association sector has led him to collaborate with fellow professionals, driving positive changes not only within his organisation but also across the industry.

A Commitment to Excellence

Samuel French's dedication to improving the membership experience and encouraging innovation in the association industry aligns perfectly with the goals of the Future Leader Scholarship program. By investing in leaders like Samuel, the program is nurturing a generation of individuals who will spearhead transformative change within their respective organizations and the broader association community.

As a National Membership Development Officer, Samuel has already demonstrated his ability to foster growth and drive meaningful engagement. His role at the Australian Institute of Architects is testament to his commitment to excellence and his vision for a thriving association sector.

The Future is Bright

Samuel's journey is an inspiring example of dedication and vision. As a National Membership Development Officer, he has already proven his ability to drive growth and engagement. With this well-deserved recognition, Samuel is poised to make even greater strides in his career, contributing to the ongoing evolution of the association sector.

We congratulate Samuel French on this achievement and look forward to witnessing the positive impact he will continue to make in the association industry.

For more information about the Future Leaders program, visit www.ausae.org.au/Future-Leaders-2022.

Meet Cassandra De Conno: 2022 Future Leader Scholarship Recipient

Sarah Gamble — Wed, 01 Feb 2023 23:16:56 GMT

In the dynamic world of association management, emerging leaders like Cassandra De Conno shine brightly. Cassandra was awarded the prestigious 2022 Future Leader Scholarship supported by AuSAE and Adelaide Convention, a recognition that spotlights her journey and promising future in the association sector.

The Future Leader Scholarship Program: Nurturing Tomorrow's Leaders

AuSAE, in partnership with Adelaide Convention Centre, established the Future Leader Scholarship program to foster leadership qualities within the association sector. It serves as a launchpad for emerging leaders, building a network of dedicated individuals poised to elevate their organisations and the association sector.

Cassandra De Conno: Operations Manager at SMSF Association

Cassandra's career in the financial services industry began as an accountant in a mid-tier firm. However, her passion for marketing and communications steered her toward the association sector. In 2016, she joined the SMSF Association, where she quickly rose through the ranks, eventually becoming the Operations Manager in 2022.

A Seamless Transition to Leadership

Cassandra's strength lies in her versatility. Her background in communications and marketing proved invaluable as she transitioned into a leadership role, overseeing Finance, IT, HR, and Operations. Her academic qualifications, including a Bachelor of Commerce in Marketing and a Graduate Certificate in Strategic Communications, further enhance her leadership prowess.

Cassandra De Conno exemplifies the qualities of an emerging leader in the association sector. Her recognition as the 2022 Future Leader Scholarship recipient underscores her dedication and potential. As Operations Manager at the SMSF Association, Cassandra's journey promises to be a source of inspiration for others in the industry. Watch out for her as she continues to make waves and shape the future of the association sector. Cassandra De Conno is undoubtedly a rising star.

For more information about the Future Leaders program, visit www.ausae.org.au/Future-Leaders-2022.

Introducing the Recipients of the 2022 Future Leaders Scholarship

Sarah Gamble — Wed, 01 Feb 2023 23:11:18 GMT

In a world where innovation and leadership are paramount, recognising and nurturing emerging leaders becomes a cornerstone of progress. The 2022 Future Leaders program, a joint initiative by the Australasian Society of Association Executives (AuSAE) and the Adelaide Convention Centre, aims not only to acknowledge exceptional individuals but also to provide them with the tools and opportunities needed to shape the future of various sectors. We are thrilled to introduce and celebrate the recipients of the 2022 Future Leaders Scholarship.

Congratulations to the 2022 Future Leaders

Amid a pool of outstanding nominees, a select few have risen to the top, earning the well-deserved title of the 2022 Future Leaders. These remarkable individuals have demonstrated not only their present capabilities but also a promising potential to shape the future of their sectors. Through their innovative thinking, dedication, and commitment to growth, they have showcased qualities that make them stand out as true leaders of tomorrow.

Meet the Future Leader Scholarship Program recipients for 2022

Cassandra De Conno, Operations Manager - SMSF Association (SA)
Samuel French, National Membership Development Officer - Australian Institute of Architects (VIC)
Jessica Landers, Deputy CEO and Manager of Accreditation and Certification - Australian Orthotic Prosthetic Association (VIC)
Louise Reid, Communications and Marketing Manager - Cooperative Research Australia (ACT)
Tracey Rudd, General Manager - Australian Rheumatology Association (NSW)

The 2022 Future Leaders embarked on a journey, one that will equip them with the necessary skills and knowledge to drive change, inspire progress, and create a lasting impact. With the support of the AuSAE and the Adelaide Convention Centre, these recipients attended the AuSAE Conference & Exhibition (ACE) 2023 to leverage opportunities for their associations and connect with like-minded peers.

Shaping the Future, One Leader at a Time

The Future Leaders program is more than just an accolade; it's a stepping-stone toward a future that is rich in innovation, leadership, and positive transformation. As associations continues to evolve, these emerging leaders will be at the forefront of shaping industries and communities, leading by example, and setting new benchmarks for success.

We extend our congratulations to the recipients of the 2022 Future Leaders Scholarship. May your association management journey be filled with discovery, growth, and meaningful connections.

For more information, visit www.ausae.org.au/Future-Leaders-2022

Helping associations deliver change that matters

Sarah Gamble — Wed, 01 Feb 2023 02:17:32 GMT

We are thrilled to announce that AuSAE (Australasian Society of Association Executives) has formally partnered with Survey Matters, a leading provider of research and data analytics for the association sector. This partnership brings together two organisations committed to providing valuable resources and support to the association sector in Australia and New Zealand.

As an association professional, you understand the importance of gathering reliable and accurate data to inform your marketing and organisational strategies. Through this partnership and collaboration, association executives will gain valuable insights into members’ needs, preferences, and satisfaction levels. These insights can be used to enhance membership engagement and retention and deliver change that matters.

As an Alliance Partner, Survey Matters will work closely with AuSAE to provide resources and support to help associations better understand and engage their members. In addition, Survey Matters will conduct a monthly poll, “Associations Matter”, and provide valuable insights into the thoughts and opinions of association leaders, giving us a better understanding of the sector and its needs.

Toni Brearley, CEO at AuSAE, says, "We are excited to partner with Survey Matters to provide our members with access to a wealth of data that can be used to compare their associations performance to others in the sector. This new partnership will enable AuSAE members to benefit from Survey Matters' research expertise and vast experience in the sector.”

“We are excited to see the positive impact this partnership will have on the association sector.”

Brenda Mainland, Managing Director at Survey Matters, "We are thrilled to partner with AuSAE and support their mission of empowering association executives with resources needed to succeed. We look forward to working with AuSAE to provide high-quality research and support to their members."

We believe that this partnership will create significant value for our members, and it will also strengthen our mission of supporting association executives in achieving their organisational goals. We look forward to working closely with Survey Matters to support our members in achieving their goals.

About the Associations Matter Monthly Poll

An integral part of the Partnership will be the Associations Matter Monthly Poll. To be launched in the Friday, 12 May 2023, the Poll will be a short, three question survey that aims to provide valuable insights into the thoughts and opinions of association leaders, giving us a better understanding of the sector and its needs.

By participating, you can contribute to the ongoing dialogue around the challenges and opportunities facing the Australasian association sector. You will also gain an understanding of what other associations are experiencing and help shape the future of the industry.

We want to know the topics that interest you most. Tell us by completing the Introductory Poll here! https://research.surveymatters.com.au/n/6xncNgy

To learn more about AuSAE, visit www.ausae.org.au or email info@ausae.org.au

The CAE community welcomes eight new certified association leaders!

Sarah Gamble — Sun, 22 Jan 2023 22:11:32 GMT

AuSAE is pleased to announce that eight association executives have recently earned their Certified Association Executive (CAE) credential from the CAE Commission of ASAE. They join the growing cohort of CAEs in Australia and New Zealand, with more than 4,700 industry leaders worldwide who hold the CAE credential.

Here are our new eight Certified Associations Executives:

AUSTRALIA

Thomas Dunsmore, CAE – Director at the Residential Community and Certification at Torres Strait Kaziw Meta
Nikki Kelso, CAE - Director of Corporate Engagement at the Australian Dental Industry Association
Lyndal McPherson, CAE - Chief Executive Officer at the Australasian Society for Ultrasound in Medicine
Kathy Nguyen – Manager Client Services at Associations Forum
Michelle Rose, CAE – Chief Executive Officer at the Association of Rotational Moulders Australasia
Ariel Tate, CAE – Marketing & Communications Manager at the Australian Dental Association

NEW ZEALAND

Rowan Dixon, CAE – Chief Operating Officer at the Real Estate Institute of New Zealand (REINZ)
Lynne Umbers, CAE - Relationships and Events Manager, Philanthropy New Zealand

AuSAE's Chief Executive Officer, Toni Brearley CAE, said, “We are proud to have this new cohort of CAEs join the CAE community.” The CAE designation demonstrates the individual's dedication to the profession and ongoing professional development.

The first localised CAE program in Australia and New Zealand was launched by AuSAE, in partnership with ASAE in 2021. We are committed to championing this important credential for the sector and advancing the association management profession.

The Certified Association Executive (CAE) credential signifies an association professional who has demonstrated a comprehensive range of knowledge essential to managing an association in today's challenging environment.

Visit the AuSAE website – www.ausae.org.au/cae - to learn more about the CAE credential or to register for the February 10-Week CAE study program.

Meet the 2022 Future Leaders in the Australian Association sector

Sarah Gamble — Thu, 10 Nov 2022 00:27:49 GMT

The Australasian Society of Association Executives (AuSAE) and Adelaide Convention Centre is pleased to announce the 2022 Future Leaders Scholarship program recipients.

The 2022 Future Leaders program cultivates leadership qualities across the association sector. It supports emerging leaders and creates a network of committed individuals ready to take their organisation and the sector to the next level and contribute to the future success of the Association sector.

The program brings together a group of diverse professionals working within a not-for-profit organisation or association to engage with current and relevant themes affecting the industry's future at the 2022 ACE Conference & Exhibition in Melbourne.

Five dynamic and skilled members of the association community have joined the sector's professional and personal development program, Future Leaders. The 2022 Future Leaders Scholarship program recipients are:

Meet our 2022 Future Leaders

Cassandra De Conno - Operations Manager, SMSF Association (SA)
Samuel French - National Membership Development Officer, Australian Institute of Architects (VIC)
Jessica Landers - Deputy CEO/Accreditation and Certification Manager, Australian Orthotic Prosthetic Association (VIC)
Louise Reid - Communications & Marketing Manager, Cooperative Research Australia (ACT)
Tracey Rudd - General Manager, Australian Rheumatology Association (NSW)

AuSAE would like to acknowledge all the nominees for their submissions and dedication to the sector and congratulate the 2022 Future Leaders.

AuSAE’s Chief Executive Officer, Toni Brearley said, "We have been pleased with the high calibre of applicants for the 2022 Future Leaders program; the applications this year were outstanding. We look forward to working with our Future Leaders and can't wait to see our rising stars' future progress."

"The successful applicants represent a group of diverse professionals from the association community with several states represented and comprising individuals from across the breadth of the sector," Toni said.

“Adelaide Convention Centre was delighted to partner with AuSAE on this important initiative designed to support the development of future leaders in the association sector. Association conferences and exhibitions are a critical platform to imagine the future, bringing together the best minds to collaborate, network and share knowledge to ultimately elevate industries. The successful candidates came from a highly competitive field and we warmly congratulate each of them, along with all participants in the 2022 Future Leader Program” said Melissa Reilly, Head of Sales at Adelaide Convention Centre.

"By supporting the next generation of association leaders today, we hope to inspire a bright future for the association sector," Toni adds.

To learn more about the 2022 Future Leaders Scholarship Program recipients, visit www.ausae.org.au/future-leaders-2022.

AuSAE Renews Partnership with ASI, the developers of iMIS

Sarah Gamble — Wed, 14 Sep 2022 23:51:43 GMT

The Australasian Society of Association Executives (AuSAE) today announced its partnership renewal with Advanced Solutions International (ASI) that will support and strengthen the association sector in Australia and New Zealand.

ASI is a leading global provider of cloud software and services exclusively for associations and non-profits — and the developers of the iMIS Engagement Management System. iMIS is the #1 association software platform and world’s only Engagement Management System (EMS).

AuSAE and ASI has held a continuous premium alliance partnership since 2017. The new two-year partnership will support AuSAE's professional education and event initiatives, which aim to build the capacity and capabilities of association leaders. ASI's sponsorship will also contribute to important industry advocacy efforts on behalf of members fostering a robust association sector.

ASI will have a strong presence at AuSAE's upcoming 2022 Leadership, Insights & Networking Conference (LINC) in Blenheim in September and the 2022 ACE Conference & Exhibition in Melbourne in December. The company will also participate in several AuSAE webcasts, events, and roundtables in the coming months.

Toni Brearley, AuSAE's Chief Executive Officer, said, "We are delighted to renew our partnership and work with our partner ASI – at the global, national and local levels – built upon shared vision and goals of placing our members at the centre of everything we do. The collaboration with ASI will help our members and community achieve great things for their associations. Their continued support allows us to expand the scope of our programs and ensure our members get the highest quality professional education, support, and advocacy possible. We have an exciting year ahead of us, and we appreciate ASI's investment in AuSAE's mission."

Paul Ramsbottom, Managing Director of ASI Asia-Pacific, said, "We are thrilled and honoured to continue our strong partnership with AuSAE. They are making a positive difference in the sector and advancing the association management profession in Australia and New Zealand, as well as internationally. It’s important to us to support AuSAE as the only non-profit association that supports and represents association professionals

“We believe the work of associations and non-profits is of vital importance to the world, and our continued partnership with AuSAE allows our clients to focus on their mission, not their technology,” added Paul.

About AuSAE
The Australasian Society of Association Executives (AuSAE) is the only not-for-profit professional society representing more than 10,000 individual leaders working in organisations throughout Australia and New Zealand. With offices in Australia and New Zealand, AuSAE's purpose is to provide the tools, information, and networks not-for-profit professionals need to achieve the visions of their organisations. Learn more about AuSAE at www.ausae.org.au

About ASI
Advanced Solutions International (ASI) is a leading global provider of cloud software and services for associations and non-profits. ASI helps clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality solutions. Our portfolio of solutions includes iMIS for association and non-profit management, TopClass LMS for learning management, and OpenWater for application and review management. ASI is a proud AuSAE Premium Alliance Partner. Learn more at www.imis.com

It's time to focus on your association’s growth at The Digital Academy Summit 2022

Sarah Gamble — Mon, 29 Aug 2022 03:28:08 GMT

The first dedicated digital transformation conference for innovative associations proudly presented by Causeis. Causeis are the leaders in association digital transformation and growth strategies.

In conjunction with our technology partners, Causeis has proudly designed a face-to-face conference The Digital Academy Summit 2022. Set over two-days, 12^th and 13^th October at the convenient Citadines on Bourke Melbourne.

It's time to focus on your association’s growth. Everything you need is here. Experts. Peers. Inspiration. We hope you and your team will join us, be sure to register early as numbers are strictly limited.

The 2022 Summit has been designed to provide you with the skills, tools and strategies to prepare your association for accelerated digital transformation. Sessions will include masterclasses, presentations, training, and industry knowledge bursts.

This event will provide you with more networking opportunities beyond what a virtual event can do. You will have access to networking among your association peers, industry experts and global leaders in association digital transformation.

If your association is focused on data, technology, continuous improvement, digital transformation, growth and improving your customer's experience then this event is for you. With over 10 industry thought leaders presenting across two streams: technology and strategy.

Learn directly from IKEA, AuSAE, Higher Logic, Association Analytics and iMIS. With topics ranging across Customer Experience, Data Analytics, Data Security in the Cloud, Automation, Membership onboarding Strategies, Integration and iMIS workshops.

Every association can benefit from attending the 2022 Summit. Register now as tickets are strictly limited. Discover the 2022 Summit at www.causeis.com.au/summit

Positive pipeline for Wellington convention centre ahead of 2023 opening

Sarah Gamble — Tue, 09 Aug 2022 02:01:09 GMT

Bookings are flowing in for Wellington’s new purpose-built convention and exhibition centre, Tākina (www.takina.co.nz), as opening approaches.

Construction is on track to open June 2023 and conference organisers are locking in dates, with more than 80 conferences already penciled in at the central city venue.

Among the lineup of events confirmed for Tākina is the 22nd International Sedimentological Congress (ISC) in 2026, expected to attract up to 1,000 participants to Tākina and deliver an estimated $3.4m to the economy.

Lead organiser and Senior Geologist at GNS Science, Dr Mark Lawrence, says: “This congress will be an excellent opportunity to showcase New Zealand.

Sitting across two levels and ideal for conferences up to 1,600 delegates, Tākina sits at the heart of New Zealand’s compact, walkable capital.

The centre will be operated by Tākina Events alongside conference venue and national museum of New Zealand, Te Papa Tongarewa, enabling business events planners to access and book the spaces and services of two of Wellington’s premium conference venues together. Situated just across the road from each other in the heart of the vibrant, walkable capital, it’s also ideal for delegates.

Tākina Commercial Development General Manager David Perks says he is excited that in less than a year Tākina will be open and the floors alive with conferences of a size unseen before in New Zealand’s capital city.

“Tākina is already on course to be a key strategic asset for Wellington, driving the city economy and bringing a buzz to the city as conference delegates visit all year round. Combining the events service at Tākina with Te Papa provides conference organisers with a diverse set of venues to choose from, on a scale not previously available in Wellington.”

To enquire about booking a conference or event in Wellington, contact Business Events Wellington BDM in Australia, Tania Barnes: tania.barnes@wellingtonnz.com or phone +61 459 031 091

Haere Mai – Join our Online Hui and Share Your Views on the National Careers System

Thu, 04 Aug 2022 20:49:40 GMT

The Tertiary Education Commission (TEC), working with partners and other system stakeholders, is developing a refreshed National Careers System Strategy to:

Strengthen and future-proof New Zealand’s careers system;
Support the system to help New Zealanders make careers decisions; and
Support New Zealanders to grow the skills and capability needed now and in the future.

We warmly welcome careers system stakeholders and community representatives to attend an online hui session that will run for 1.5 hours and provide information on the Strategy background and progress to date. All attendees will then have the opportunity to ask questions, share their views and provide input through online feedback tools and kōrero. There are several date/time options to choose from and some sessions focussed on Māori and Pacific Peoples perspectives.

Register now

Click here to register for a session time/date that suits you.

General Sessions

Māori Perspectives Sessions

Pacific Peoples Perspectives Sessions

Please feel free to share this invitation with your contacts that would be interested in attending.

We look forward to you joining us.

Ngā mihi,

The TEC National Careers System Strategy Team

Strategy is Not a Dirty Word: Keep it simple to get it done.

Sarah Gamble — Wed, 03 Aug 2022 02:48:53 GMT

If you’re leading an association which has no strategic plan, you’re not alone! The metaphorical beaches are filled with heads in the sand.

It’s not uncommon for the leaders of associations to spend too much of their time ‘in’ the business rather than ‘on’ it. Does your board spend a lot of each meeting debating what software to use to handle regular procedures, addressing issues within the team, reviewing venue options for events and other such operational topics? If so, you’re stuck in the weeds, you’re limiting success and you aren’t adding your highest-level value.

Effective strategic planning is simple and clear.

Having a solid strategic plan (including a set of goals with a 3-year horizon and a detailed action plan for the coming 12-months) is the single best tool to help keep the board focused in the right areas. The process of determining a strong strategy includes many steps, the first of which is to be clear on:

Who your organisation does and doesn’t do.
What drives you and what you stand for.
What problem do you solve for your members.

Step 1:
In other words, you need to be crystal clear on your mission, vision and values (MVV). Check out our Mission, Vision, Values Cheat Sheet which will help you to easily get clear on these guiding principles for your organisation.

Step 2:
The next step is to develop a three-year strategy; a set of aims addressing where you want to get to and what you want the organisation to look like in the future. You will be guided by your MVV while developing the strategic plan. We recommend between 3-5 key pillars or goal areas, with between 3-5 key goals under each one. A simple 1-page document is enough to lay it all out.

Step 3:
The final step in the planning phase is the development of a detailed plan of action for the following 12-month period. What do you need to achieve in the next year in order to set you up for success in three years? Broken down into quarterly goals and month-by-month actions, this document becomes your working roadmap. At its most drilled-down level, this is your to-do list!

Planning is a continuous cycle
The planning cycle – in the diagram below – is a continuous cycle of assessment, action-taking and review.

The benefits of solid planning are many: spend less time questioning decisions, eliminate time-wasting on non-core activity, get all your stakeholders ‘on the bus’, have the knowledge you need to plan and budget for the resources you’ll require, deliver the value your members want. And for the board; you can get back to your rightful role - in the driver’s seat.

For more detail on simple strategy development, contact onsomble.

AuSAE announces 9 Association Professionals Earned CAE Credential

Sarah Gamble — Fri, 08 Jul 2022 04:51:44 GMT

AuSAE is excited to announce that nine association executives recently earned their Certified Association Executive (CAE) credential from the CAE Commission of ASAE.

They join the growing cohort of CAEs in Australia and New Zealand, with more than 4,600 industry leaders worldwide who hold the CAE credential.

AUSTRALIA

Jill Brookfield, CAE - Chief Executive Officer, Association of Australian Certifiers
Kym De Britt, CAE - Chief Executive Officer, Australian Dental Industry Association
Kim Harland, CAE - Marketing Manager, Skin Cancer Clinics
Lindsay McGrath, CAE - Chief Executive Officer, Swimming Pool & Spa Association of Australia
Joanne Phillips, CAE - Director Member Services, Australian Retailers Association
Jonathan Seller, CAE - Senior Director of Development – APAC, AVIXA
John Winter, CAE - Chief Executive Officer, Australian Restructuring Insolvency & Turnaround Association

NEW ZEALAND

Allison Delaney, CAE - Executive Director
Brett Francis, CAE – Chief Executive Officer, Window & Glass Association NZ

Toni Brearley CAE, Chief Executive Officer of AuSAE, says, “We are proud to welcome this new cohort of CAEs and have them join the CAE community.” Earning the CAE demonstrates their commitment to the profession and ongoing professional development and activities in association and not-for-profit management.

AuSAE, in partnership with #ASAE, launched the first localised version of the CAE credential in New Zealand & Australia in February 2021. We are committed to championing this important credential for the sector and advancing the association management profession.

The Certified Association Executive (CAE) credential is an international marker of a committed association professional who has demonstrated the wide range of knowledge essential to manage an association in today’s challenging environment.

For more information about the credential or to register for the September 2022 study group, visit the AuSAE website - ausae.org.au/cae

5 things your members will be looking for in your 2022/2023 event calendar and beyond

Sarah Gamble — Mon, 04 Jul 2022 00:35:54 GMT

Events have been and always will be the backbone of any association's reason for being. They deliver an array of important benefits that are the entire reason for most associations' existence: education, professional development, industry insights, building valuable connections and contacts up and down the value chain.

But as we look to shake off the shadow of the last 2 years, we have an important opportunity to ‘hit reset’ on the traditional association event strategy.

Here are Uncommon Conference's top 5 things we know your members will be looking for in your 2022 event calendar:

1/ An event calendar, in the first instance

You do have one, right? Because if you don't, you’re setting yourself up for a lot of unnecessary headaches. But don't just dust off what you used to do, unless you are absolutely sure that's what your members are still looking for (which would be very surprising)!

Shifts in patterns around work from the office vs home, commuting and flexi hours are having a direct impact on in-person event participation. And not everyone will want to or in some cases be able to return to what was.

Time to get a blank sheet out and build afresh!

2/ A demonstration of how you've incorporated their input (Because you did ask them, right?)

If there's one truism in event strategy design, it's: know your audience. That doesn't come from a survey though. You need to have actual conversations.

Now is the perfect time to seek frank input from members on what they are prepared to commit to. Businesses seem busier than ever, trying to make up for the 'lost years'. That makes the proposition for attending events a lot different now. For a while there we had a captive audience, stuck at home and looking for any semblance of connection. No longer.

So, yes, it's time to hit the road (or the phone) and get in front of members again and ask the hard questions!

3/ A demonstration of what you've learned over the past two years

After all those great conversations, patterns will definitely emerge around what members want and need from you.

We're already seeing shifts in terms of what will get people out of their sweats and back to commuting when it comes to in-person events. The old offering of a prawn cocktail and a warm beer won't cut it any more!

They're looking to reconnect first and foremost, and yes, looking for fresh perspectives on how to get sh!t done. So now is not the time to overload your participants with endless 'expert' sessions. They definitely won't be excited at the prospect of being spoken at over the course of a dozen sessions in a dark, sleep inducing room. (After all, you could have just recorded the sessions and your members could have just viewed them in their own time.)

4/ A clear offering of optimism and hope

Which leads us nicely to our next point. We have a chance to finally do things 'better' when it comes to gathering our communities. Better in terms of the value members gain from joining. Better in terms of the impact events have on the individuals that join. Better in terms of the way they encourage, enlighten and inspire. We all need a good dose of optimism to take us through these ever-evolving weeks and months.

Will you take up the challenge?

5/ The ratio of in-person to virtual events

You probably noticed we haven't mentioned event format much. That's because it's always secondary to what we're hoping to achieve from a gathering. That said, it's probably time to state the obvious: virtual events are here to stay. And for good reason.

There was a serious disconnect between what was promised and what was gained from joining events that involved mostly one-way transmission of information. Everyone wins by hosting those online - no commute, no great expense, easier to take notes etc etc.

It's now time to think about the different audiences an in-person vs virtual offering might satisfy. How? Go back to your research to unpack what your members need most from you. If it's education-heavy, then the answer is obvious: stick with digital. But if it's connections and contacts and inspiration they seek, you're going to want to design something a lot more participant-led and engaging, with lots of opportunities to discuss, debate and decide.

Which just so happens to be what Uncommon Conferences specialises in. Say hello@uncommonconferences.com if you're ready to take your events to the next level!

Positive pipeline one year from opening of Tākina

Wed, 22 Jun 2022 20:38:27 GMT

One year from opening, over 70 conferences are already in the calendar for Tākina, Wellington’s new premium, purpose-built convention and exhibition centre.

Located in the heart of Wellington’s cultural precinct and on track to open mid-2023, Tākina will be a meaningful place to connect and collaborate.

Among the lineup of events confirmed for Tākina are Festival for The Future, the annual conferences of the New Zealand Veterinary Association, Federated Farmers of New Zealand and the New Zealand Aged Care Association.

Sitting across two levels and ideal for conferences with a plenary of up to 1,600 delegates, Tākina sits at the centre of New Zealand’s compact, walkable capital.

Australian professional conference organiser Jessica Ferguson of Arinex says she’s looking forward to the opportunity Tākina will bring.

“The small but mighty capital of New Zealand is full of flavour that is sure to enhance any business event that selects it as host city. Wellington is a city that allows a conference to truly own the destination and showcases the warmest manaakitanga welcome and kiwi hospitality to all who visit.”

The convention centre will be operated by Tākina Events alongside conference venue and national museum of New Zealand, Te Papa Tongarewa, enabling business event organisers to access and book the spaces and services of two of Wellington’s premium conference venues together. Situated just across the road from each other in the heart of the vibrant, walkable capital, it’s also ideal for delegates.

To enquire about booking a conference or event in Wellington, visit www.WellingtonNZ.com/MEET or contact the Business Events Wellington team BusinessEvents@WellingtonNZ.com

New ADAVB president announcement

Sarah Gamble — Tue, 21 Jun 2022 04:19:27 GMT

Congratulations to ADAVB President Dr Warren Shnider and the new ADAVB Branch Council following our recent branch elections. Dr Warren Shnider is a registered specialist in special needs dentistry. He is Head of the Integrated Special Needs Dentistry Unit at the Royal Dental Hospital of Melbourne and is in specialist private practice in Hawthorn. Dr Shnider is also Academic Lead, Special Needs Dentistry at La Trobe University and a fellow of the Royal Australasian College of Dental Surgeons. Dr Shnider is an examiner and an accreditation assessor for the Australian Dental Council and a specialist advisor for the Australian Health Practitioners Regulation Agency.

We also welcome our new Branch Executive team: Dr Jonathan Teoh (Vice President), Dr Jeremy Sternson, Dr Andrew Heredia and Dr Carolyn Ng and congratulate newly elected first time council member Dr Conny Qian (2019 La Trobe University graduate). Stay tuned for more information in July’s Victorian Dentist.

Association outlook: 10 quick stats:

Thu, 09 Jun 2022 20:06:51 GMT

The How do your views on association staffing, meetings, and membership compare to those of fellow executives?

Marketing General released the 3rd Edition of its Association Economic Outlook Report the other week, which includes the perspectives of roughly 500 association professionals and consultants. Association professionals also shared assessments of their associations' responses to the pandemic in 2020. The report is helpful to association professionals looking to benchmark their 2022 forecasting and plans against others in the association sector. This week's blog features ten quick stats:

Performance

92% of association executives believe their association responded and adapted quickly to the events unfolding in 2020
Factors supporting the quick adjustments were attributed to:
- The rapid pace of senior executive decision-making (81%)
- Staff expertise in launching new initiatives and programs (79%)

Membership

71% of associations saw an increase in member engagement in 2021
85% of associations expect an increase in member engagement in 2022
44% of associations plan to increase their 2022 membership marketing budget

Staffing

71% of associations plan to keep the distributed workforce model as an option for employees moving forward
54% are concerned about the deterioration of morale and company culture from a remote workforce
66% worry about having fewer opportunities to develop communication and relationships among co-workers

Meetings

44% plan to host a hybrid event
39% plan to host an in-person only event

(Editor's note: This survey was in the field in October and November of 2021 - more current feedback on plans for association meetings indicates a higher trend towards in-person meetings due to member preference and the added cost of producing hybrid events.)

Access your copy of the Association Economic Outlook Report to see how the outcomes and trends of other associations compare with your experiences.

The full report is available at https://go.marketinggeneral.com

first published MSAE 2022

AuSAE welcomes new faces to the board

Sarah Gamble — Tue, 31 May 2022 03:32:12 GMT

The Australasian Society of Association Executives (AuSAE) has announced the appointment of four board members with John Winter, Chief Executive Officer of the Australian Restructuring Insolvency & Turnaround Association (ARITA); Craig Young, Chief Executive of the Telecommunications Users Association New Zealand (TUANZ); and Paul Nicolaou, Executive Director of Business Sydney, joining the board for the first time. We are delighted to welcome back continuing and re-elected board member, Holly Morchat Stanko, General Manager, Association of Consultants & Engineers New Zealand.

These Board members will serve with Lyn McMorran, Executive Director of the Financial Services Federation, Peter Saffin, Chief Executive Officer of the Mathematical Association of Victoria, and Elise Adams, Chief Executive Officer of the NZ School Trustees Association.

Damian Mitsch, National Chief Executive Officer of the Australian Dental Association, will be stepping off the board after completing his full term of service. We are thankful for his commitment, contributions, and support over his six years of service.

Fellow directors Paula Rowntree, Head of Events & Experience, Royal Australian College of General Practitioners and Leigh Catley, General Manager, Communications of Federated Farmers of New Zealand will also be stepping off the board after two years of service. We are grateful for their service and support.

“It has been yet another extraordinary year for us all, but it is an exciting time for the association sector with a bright future ahead of us,” said McMorran.

“We will continue to be challenged with unexpected circumstances; however, we have adapted and continued moving forward. The borders are opening, people are reconnecting and beginning to enjoy the business benefits of meeting face-to-face at in-person events. We are looking forward to getting back to the real trans-Tasman sharing of ideas that AuSAE has been so good at in the past.”

Lyn McMorran, AuSAE’s President, thanked the organisation’s partners for their contribution and commitment to our members and the association sector.

“We have a great network of organisations who share our passion for the association sector and have been providing such excellent value to our members.”

McMorran said, “Finally, I wish to thank our members for their continued support of AuSAE. Without our members, there isn’t an “Association of Associations”. We look forward to continuing to work with our members and partners over the next year; together, we can create a better, brighter future for Associations and their Executives.”

Green for hugs, Red for no thank you – Colour coding strategies for your in-person events

Thu, 12 May 2022 20:29:09 GMT

To encourage better respect towards people’s boundaries, event hosts are using colored accessories to help people communicate their comfort around physical touch

Lanyard system

While organising the conference, provide a green, yellow, or red lanyard to participants so they can indicate their level of engagement comfort to others.

The green means, ‘I’m fine. I’m comfortable. Come give me a hug,’

The yellow means, ‘I’m not so comfortable. Maybe give me a fist bump and stay 1 to 3 metres away from me. I’ll have a mask on maybe.’

The red means, ‘If you can keep 6 feet from me, I’d appreciate it. I will have on a mask.’”

People can display their own comfort level—and most importantly, you can see it from a distance. Creating a safe environment for you to feel comfortable and still network and make connections and do all those kinds of things that you do when you attend a conference.

Attendees will choose their lanyards when they get to the conference. Attendees, if they change their mind while at the event and begin to feel more or less comfortable, can ask staff to swap out their lanyard.

In addition to the lanyard system, the organization is considering using color coding for other things, like Reception tables.

Green table, they may have 10 chairs,
Red table, they may have four chairs.

So, people can perceptually feel comfortable and see what that looks like before they join.”

Send out an email every other week to discuss updates and safety protocols.

The hardest thing about planning for this aspect of the conference is the changing regulations, which Shanklin and meeting staff are following closely. Right now, the Fort Worth Convention Center does not require masks, so the lanyard system makes sense. If anything changes, the organisation will reflect that in their final plans and language used to describe the system.

Make the event be safe. And make sure you are also giving people the opportunity to be as comfortable as possible.

Are you effectively building and maintaining a community of your members?

Sarah Gamble — Tue, 26 Apr 2022 01:00:34 GMT

When was the last time you scrolled social media or the news and saw the word ‘community’? We’re willing to bet it was within the last hour.

As big believers in the power of community, we’re loving the attention communities are getting. It seems everyone is busy building, joining, promoting or celebrating communities and it’s just what the world needs in the aftermath of the isolation and distance we’ve experienced over the past two years.

Conferences have always played an important role in community-building, especially among professional associations, and here we unpack how this has become more relevant than ever.

For many associations, in-person conferences used to be a keystone, annual touch point. But beyond a handful of folks making a conscious effort to stay in touch and perhaps a survey, post-event ‘engagement’ was virtually non-existent. If you were really savvy, you’d create an online forum for participants to “continue the conversation”, but this rarely worked to build and maintain a true sense of community.

Why?

Because community building is not something you “set and forget”. It requires leadership and stewardship, and most important of all, your members need a compelling reason to keep in touch.

-> Enter virtual

Who would’ve thought the very format we used to shun would not only bring us closer than we could’ve imagined, but has taught us to stay close.

It’s safe to say most of us have mastered and now consider virtual meetings to be the norm so that’s a big barrier removed. Sure, Zoom fatigue is real – but now it’s reserved for poorly designed online experiences.

As your members seek meaningful connections with others in their industry, it’s time for your association to show how much you’ve learnt through the pandemic about why and how your members will gather, how often, and where.

Interweaving in-person gatherings with regular, purposeful, virtual touchpoints will show your prowess in community-building and care for your members.

Our tips for simple but effective virtual community gatherings:

Take the time to design a program, better yet a roster, that delivers value to your members
Create a schedule to prime participants and set expectations
Focus on quality over quantity in the r(Z)oom – smaller groups of members online will work much better for meaningful connections over vast numbers of anonymous black boxes
Keep the infrastructure simple and lean in to familiar tools - Zoom, Google docs etc. will suffice
Share ground rules in advance and at the start of the session so participants have plenty of warning and can opt in: e.g. mics on, cameras on, energy ON

Perhaps you’ve already built a community, but struggling to maintain it – or you’re in the early days of building a community of and for your members; whichever camp you fall into, a properly researched, designed and implemented calendar of online and offline events will go a long way to achieving those goals.

New brand offers best of both worlds

Thu, 21 Apr 2022 20:35:16 GMT

Organising an event in Wellington has become even easier with two premium venues combining under one umbrella – Tākina Events.

As of April 1, Te Papa Venues and Tākina, Wellington’s new convention and exhibition centre opening in mid-2023, officially began operating under the new brand.

The partnership enables business events planners to access and book the spaces and services of two of Wellington’s premium conference venues together.

And situated just across the road from each other in the heart of the vibrant, walkable capital, it’s also ideal for delegates.

Te Papa is one of the capital’s leading conference and events venues hosting more than 900 events each year.

Meanwhile, bookings are flowing in for Tākina, which offers 10,000sqm of flexible meeting and events space over two floors, catering for up to 1,600 delegates in the main plenary space.

The new combination means Tākina Events will not only attract and deliver a wider range of conferences, exhibitions and events, but it will also ensure events are delivered at an international standard with a distinctly Wellington flavour.

“What is already an exciting new asset for Wellington, combined with the venue spaces at Te Papa under one operation, now gives us an opportunity to deliver unique events on a scale the capital hasn’t seen before,” says Tākina Events general manager Andrew Dorrington.

“And joining forces will help to support the promotion of the capital as a vibrant destination for hosting local and international events,” he says.

“With flexible spaces, built-in technology and celebrating local cuisine in the heart of Wellington, and one dedicated team to run the operation means clients – and delegates - benefit from a more efficient service across both buildings.”

Conference & Events Ltd managing director Janet Matheson is excited about the Tākina Events team coming together under one brand.

“We’ve worked closely with the team over several years and we appreciate the experience they bring to the operation.

“Not only are they a well-oiled machine, already having a great relationship with them means we can hit the ground running once the new build opens.”

CTA: Visit www.takina.co.nz

2022 AuSAE Board of Director Elections

Sarah Gamble — Fri, 15 Apr 2022 02:52:47 GMT

Voting is now open for the Australasian Society of Association Executives (AuSAE) 2022 Board Election; and will close on Monday, 30 May at 12pm AEST.

Board nominees
As an AuSAE Member, your vote counts in our 2022 Board elections.

You will find the fifteen (15) candidates below with further information about the voting process, which runs from 16 May to 30 May 2022.

Anita Campbell, CEO Nusery and Garden Industry NSW and ACT
Craig Young, CEO of TUANZ
Greg Harford, Chief Executive of Retail New Zealand
Hilary Beaton, Executive Director of the Public Libraries of New Zealand
Holly Morchat Stanko, General Manager for the Association of Consulting and Engineering New Zealand
Jane O’Dwyer, CEO Cooperative Research Australia (CRA)
Jodie Long, CEO of the Australasian Sonographers Association
John Winter, CEO of the Australian Restructuring Insolvency & Turnaround Association (ARITA)
Kerry L’Anson, General Manager, Member & Community Engagement at Optometry Australia (OA)
Leigh Catley, General Manager of Communications at Federated Farmers of New Zealand.
Lindsay McGrath, CEO at Swimming Pool and Spa Association of Australia
Michelle Bilcavs, CEO of the Association of Consulting Surveyors National
Osman Mewett, CEO of Australian Seed Federation
Paul Cargill, Head of Growth and Development at Royal Australasian College of Surgeons
Paul Nicolaou, Executive Director of Business Sydney

Board positions

Members will vote to elect:

Four (4) Directors.

The successful candidates will take office following the AuSAE Annual General Meeting (AGM) on Tuesday 31 May 2022 and serve on the Board for two years.

They will be part of a seven-member Board comprising the President and six (6) Directors. The Board will appoint one of their members to serve as the Vice President.

What does being a Director involve?

As a Board member, you will help shape AuSAE's future direction. You will bring your knowledge, skills, and experience and provide strategic guidance to ensure the long-term sustainability of the Association. You will be responsible for setting the core activities of AuSAE, reflecting the views of Members and for strong governance, risk, and financial management.

Being a Director provides an opportunity to contribute to the association sector and ensure that AuSAE is an association that you will continue to be proud of.

Skills and attributes

AuSAE seeks Directors with skills, attributes, and experience to support the CEO and lead the Association. These include:

Corporate governance
Finance and risk management
Strategic planning, implementation, and review processes
Communication and marketing
Networking and leveraging networks
Association industry and issues affecting the sector

Ideally, the Board will comprise individuals with these skills and experience.

Election Process

AuSAE elections are governed by AuSAE By-Laws and an independent election specialist is appointed to manage the voting process.

The following table provides details of the election timeline.

Nominations open	22 April 2022
Nominations close	April 2022
Voting opens	16 May 2022
Voting closes	30 May 2022, 12pm AEST
Directors take office	31 May 2022, AuSAE Annual General Meeting

Want to know more?

Information about the 2022-2023 Board of Directors can be found on the Board of Directors webpage

To find out more about the election process or the work of the AuSAE Board, please contact the AuSAE Board of Directors

Shorter and simpler Australian domain names launch

Sarah Gamble — Fri, 25 Mar 2022 00:38:56 GMT

Shorter and simpler Australian domain names launch on 24 March 2022.

.au direct (e.g. getyour.au) represents Australia’s first new .au namespace since 2004 andwill provide Australians with greater choice when building their online presence. For Australian businesses, .au direct will provide short, simple and uniquely Australian domain names, a greater choice of website or email address ending in .au, as well as addresses that are easier to type into mobile devices.

Registering new .au direct names

From 24 March 2022, Australian businesses will be able to register new .au direct names. These are names that are available to the public on a first come, first served basis as they are not already registered in any other .au namespace e.g. com.au, or org.au. New names can be registered via any participating .au accredited registrar.

Registering the exact match of an existing .au domain you hold

If you already hold a .au name in another namespace e.g. com.au, org.au. etc. you will have six months from 24 March until 20 September 2022 to apply for its exact .au direct match. For example, if you are the registrant of getyour.com.au you will have until 20 September 2022 to apply for getyour.au via a participating .au accredited registrar. In most cases you’ll be able to register and begin using your matching .au direct domain name soon after you apply for it.

In some cases, there may be more than one applicant for the same .au direct domain name as there are different registrants that hold the same domain name licence in different namespaces.

For example:

Tina is the registrant of getyour.com.au
Gene is the registrant of getyour.net.au

Both are registrants eligible to apply for getyour.au

In these cases, the .au direct exact match will be allocated according to the Priority Allocation Process. If you are an existing registrant, you can expect to hear from your existing .au registrar about the launch of .au direct and how you can apply for the exact match of any .au names you already hold licences for.

Applying to register your matching .au direct name is optional and has no effect on your existing .au domain names. Your existing name in the .au domain will continue to operate as it does today, provided you maintain your registration.

More information

For more information about .au direct and how it may impact your business, we’ve developed detailed factsheets on .au direct and the Priority Allocation Process.

If you want to hear the latest news about .au direct and important updates about the .au domain, you can become a .au member. It’s free to join and there are a range of member benefits, including invitations to regular events and webinars. Become a .au member today!

How Customer Experience Trends Can Improve the Member Experience

Thu, 24 Mar 2022 18:23:27 GMT

Lots of companies realized that customer service wasn’t cutting it anymore, so the focus shifted to customer experience to respond to changes in customer demands. Lessons from the shift can pave the way for associations to improve the member experience.

By Lisa Boylan Mar 15, 2022

There has been an evolution from customer service to customer experience in recent years. It makes sense because, if you think about it, service is a pretty one-sided proposition. You are providing something to someone based on what you think they want. But what if you had a really good idea of what members want because you actually figured it out—and applied it?

“Everybody thinks about the member experience,” said Kurt Heikkinen, CEO of Forj, a member experience and virtual events platform. “And there are parallels to customer experience with member experience.”

A More Personal Experience

By adapting lessons from customer experience to member experience, association professionals have an opportunity to improve the member experience by establishing relationships that are more meaningful and less transactional. Doing that will help boost member growth, retention, and engagement, Heikkinen said.

Understanding what members want and realizing that it probably goes beyond just a resource, course, or certification means looking at other customer-focused businesses that are responding to consumers on a more personal level and meeting their needs in the moment, without glitches, complications, or delays.

For example, during the pandemic, consumers became accustomed to easily accessing streaming services and products from online vendors. And those expectations carried over into their experience with associations. If consumers can have straightforward interactions daily with their service providers, they are going to expect the same convenience from associations. Notably, 73 percent of customers said that one extraordinary experience raised their expectations of other companies, according to customer engagement research done by Salesforce.

Measurable Outcomes

Added to the mix, association CEOs are contending with multiple challenges, including competing priorities, a lack of resources, and reduced budgets. “Some of that comes from a lack of strategic alignment,” Heikkinen said.

To help address that gap, Forj recently launched its MX Maturity Model [registration required], a framework to help leaders identify where their association is on the continuum of excellence in member experience. Providing members with a better experience starts with understanding why they join an association. It is usually for many reasons, including to learn, grow, contribute, and be part of a community. They want to connect and have an experience that meets their needs in a proactive and personalized way, which will reinforce their connection to the community.

Having a positive experience increases members’ desire to not only sign up once, but also to come back to the community, renew their membership, and make an investment to advance their career, body of knowledge, and impact in their field of work and industry.

It’s clear that consumers’ expectations have changed dramatically. “It’s moved from reactionary to predictive and personalized,” said Heikkinen. “We expect our service providers to know us. We expect them to understand who we are already and to tailor, personalize, and predict what our needs are before we have to ask for them,” he said.

Taking a page from customer experience trends and applying it to the member experience will be a useful roadmap for associations to follow as they proactively seek to meet members’ evolving needs and expectations. “It’s what today’s members—and tomorrow’s members—will expect,” Heikkinen said.

By Lisa Boylan

Lisa Boylan is a senior editor of Associations Now.

Originally posted here

How Customer Experience Trends Can Improve the Member Experience | Associations Now

The Great Reshuffle: The Certifications Opportunity You Need to Capitalize On

Thu, 24 Mar 2022 18:19:47 GMT

The Great Resignation is only a small part of the employment story. We’re in the midst of The Great Reshuffle too. People aren’t just leaving jobs; they’re finding new ones.

In this reshuffle, your association is in a prime position to offer certification programs to professionals working in and entering your industry. So if you haven’t yet, now is the time to get your team and technology ready to take advantage of this massive market growth potential.

Why Certifications Are More in Demand Than Ever

I find it really interesting that during the pandemic, enrollment in short-term credential classes increased by 70%. That makes sense, in an uncertain economy, career security means reskilling and upskilling. Jobseekers see certifications as a differentiator in the talent marketplace. Those who lost dead-end jobs during the pandemic know certifications will open up better opportunities for them. Professionals switching careers or looking for advancement understand the value of having industry credentials on their resumes.

But, don’t forget that the demand for certifications is driven by employers too. In industries undergoing change, employers need staff who have the skills to keep their businesses profitable. Companies can’t do all this training themselves. They naturally look to your association to help them stay competitive as a business and as an employer.

What It Takes to Be the Premier Provider of Certifications in Your Industry

We all know that during the pandemic, habits and routines changed. Working, shopping, entertainment, education, socializing, you name it—everyone had their own digital transformation. Your association had to shift gears and speed up its digital transformation too, starting with the mindsets of staff and leaders.

Think and Work Agilely

I know one thing for sure, agile isn’t just for software developers. Debra BenAvram, FASAE, CAE, CEO of the Association for the Advancement of Blood and Biotherapies, spoke to Associations Now about a new certification program: “Now, if I don’t get that to market in an eight-month period, I may as well not even bother trying. We’re competing with the Amazons, Googles, and other groups like that, and we’ve got to compete. That’s what our members are expecting from us.”

How long does it take for a program idea to go from conception to launch at your association? If you want to remain relevant in your market, you can’t afford to take months or years to launch new programs. Associations that pivoted quickly during the pandemic and experimented with new practices were rewarded with larger audiences, more engagement, and increased revenue.

Agility requires having ideation and decision-making processes that allow you to act quickly despite not having all the answers. You also need configurable SaaS technology, like an AMS, that allows you to adapt to new scenarios. (Bonus points if the AMS has a built-in Certifications Management solution.)

Become the Professional Development Partner for Industry Employers

Who’s educating your industry’s workforce now? How much business do your competitors have? What’s preventing you from taking that market share back?

When you make it easy for employers to do business with you, they will rely on your certification programs to help them fill skills gaps and retain employees. Establish an employer advisory council to help you identify in-demand competencies and compliance training needs, develop career pathways, and ensure your certificate and certification programs are teaching and validating the right skills and experience.

Develop credentialing programs for early-career professionals so they can quickly acquire the skills they need, prove their mastery of those competencies, and show prospective employers their commitment to ongoing growth.

Differentiate Your Programs from the Competition by Focusing on the Learner Experience

With all the online competition, education is a commodity— too often, the lowest price wins. To rise above the rest, you must focus on the learning experience. What can you provide customers that they can’t get anywhere else? What need do they have that is going unfulfilled?

Do market research to find information. Talk with people and watch what they do. Are they looking for more opportunities to connect and have conversations with others? Then build that into your programs. Experiment with ways to bring learners together more often.

Tune-up Your Smart Marketing Machine

There’s a lot of noise in your audience’s inboxes and social platforms, so your marketing campaigns must grab and hold their attention. Earn your audience’s attention by telling them what they need to hear in a way that makes them want to take action. What emotions can you activate? What will also appeal to their logical mind?

I recommend starting with the basics. Know what you want (goals), how you’re going to measure progress toward those goals (metrics), and then come up with persuasive, relevant, and helpful messages targeted at different audience segments. See which tactics meet your metrics and which don’t, then tweak and test again.

If you don’t understand your target audience’s behavior, interests, and aspirations, none of this will work. Siloed data is of no use here. You need the full picture of a member or customer—one you can get if your AMS’ API makes it easy to integrate with other systems.

Tap into the Experience and Network of Your Technology Partners

You usually only think about going to your technology partners when you have questions about your software, but your partners are focused on people and practices too. When thinking about experiments and new directions, your Customer Success Manager can help you figure out how to leverage your AMS to make these visions happen.

Your tech partners have seen all kinds of programs at associations facing the same challenges and using the same technology. They can introduce you to counterparts in other organizations. I recommend starting a peer network to discuss challenges, share what’s working, and inspire each other to elevate your certification programs to the top of the market.

Don’t miss the window on establishing your association as a trusted provider of certification programs that stand out from the rest of the competition. If your AMS is not up to the job, it’s time for a technology reshuffle.

Val Brotherton

originally posted here

Whistleblower Policies for Associations

Sarah Gamble — Thu, 24 Mar 2022 05:10:52 GMT

1. Whistleblower Legislation

Both the Corporations Act 2001 (Cth) (‘Corporations Act’) and the Taxation Administration Act 1953 (Cth) contain protections for whistleblowers.

Amending legislation that came into effect on 1 July 2019 saw Part 9.4AAA of the Corporations Act expanded to provide greater protections for whistleblowers who reported misconduct. As part of this suite of whistleblower reforms, public companies (including charities registered with the Australian Charities and Not-for-profits Commission (ACNC)), large proprietary companies and proprietary companies that are trustees of registrable superannuation entities are required by law to implement a whistleblower policy and to make that policy available to their officers and employees. Effective from 1 January 2020, it is an offence of strict liability for these organisations to not publish a whistleblower policy.

2. Whistleblower Policy Requirement

Amongst other things, the Corporations Act requires a whistleblower policy to include information about the legal protections available to whistleblowers, how and to whom the whistleblower may make the disclosure, and how a company will investigate disclosures and protect whistleblowers from detriment.¹

There was a swift response to this new policy requirement. Numerous submissions were made to the Australian Securities & Investments Commission (ASIC) concerning the unreasonable regulatory burden and onerous requirements that compliance with a mandated whistleblower policy would place upon charities and not-for-profit organisations. The Law Council of Australia made a submission to ASIC seeking an exemption for all companies limited by guarantee registered as charities with the ACNC.²

3. Exemptions to the Whistleblower Policy Mandate

ASIC subsequently quelled concerns and provided an exemption under the ASIC Corporations (Whistleblower Policies) Instrument 2019/1146 on 13 November 2019. Under the instrument, charities and not-for-profits are exempt from publishing a whistleblower policy if their annual consolidated revenue is less than $1 million and they are not trading or financial corporations.

Whether or not charities and not-for-profits fall within the definition of a trading or financial corporation can sometimes be unclear and is dependent upon the organisation’s activities.

Whilst the exemption lessens the administrative burden for smaller charitable and not-for-profit companies, it does not exempt eligible entities from complying with the general application of the whistleblower protection regime.

4. Failure to have a compliant whistleblower policy

There are penalties for failing to comply with the requirement to have a whistleblower policy. Whilst there are no pecuniary penalties available, there are criminal penalties as follows:

For an individual: 60 penalty units ($12,600)³
For a body corporate: 600 penalty units ($126,000)⁴

5. Conclusion

If an organisation falls within the exemption to need to have a formal whistleblower policy, there may still be benefits from ensuring, in line with legislative requirement, that there is clear documentation on strategies for dealing with whistleblower reports. In fact, the ACNC recommends that all charities – especially those with complex operating environments, high volunteer numbers or those with third party arrangements – consider producing a whistleblower policy even if they fall within the exemption.

^{Article written by Mills Oakley

About Mills Oakley

Mills Oakley is a leading independent Australian law firm with 120 partners and more than 650 staff located in Melbourne, Sydney, Brisbane, Canberra and Perth.}

We are a Top 10 Australian law firm by size. Our mission is to provide a superior service experience while operating an efficient business model that delivers value for clients, without compromising quality.

We assist leading corporates in transferring their legal work from higher cost firms in order to achieve significant fee savings whilst retaining an excellent standard of work and client services.

We service a full range of clients, from ASX200 corporates through to government departments and agencies, private companies, and individuals. Our client base includes some of Australia’s leading companies such as Qantas, Citigroup, Suncorp, IBM, Investa, and many others.

In 2017, we were awarded the Law Firm of the Year title at the Australasian Law Awards and have consistently been ranked by independent media surveys including those conducted by The Australian and The Australian Financial Review as Australia’s fastest growing law firm as benchmarked against other leading corporate law firms Our continued growth across Australia demonstrates not only our commitment to clients, but also the trust that our clients place in Mills Oakley as a preferred legal service provider.

Our comprehensive expertise, in conjunction with our entrepreneurial spirit and national reach, means that we are ideally placed to provide the highest level of service.

For more information, visit www.millsoakley.com.au

-----------------------------------

¹ Corporations Act 2001 (Cth) s 1317AI(5) (‘Corporations Act’).
² Law Council of Australia, Whistleblower Policies (Consultation Paper 321, 18 September 2019) 4.
³ Corporations Act (n 1) sch 3.
⁴ Corporations Act (n 1) s 1311C.

The benefits of recruiting internally

Sarah Gamble — Wed, 23 Mar 2022 03:05:41 GMT

We all know finding and attracting good talent is difficult right now. But, has your association considered recruiting internally and looking at the staff already part of your team?

Recruiting and promoting staff from within can strengthen employee engagement and shows that you value your employees and want to invest in them. Giving employees more opportunities to advance their careers, learn new skills and move to a new position that may interest them, is good for morale. It also helps your association build a culture of trust that enhances employee engagement and retention.

Louise Roper, the Principal Recruitment Consultant at Beaumont People, shares her insights about recruitment struggles the association and membership sector are facing right now. Take a look at the video below.

Whether you decide to recruit internally, externally, or both, remember always to look at the job requirements and the skills your current employees have, and your association’s culture needs. This will help you make good hiring decisions and build trust in your hiring process.

Obtaining a Director Identification Number

Sarah Gamble — Fri, 18 Mar 2022 02:57:33 GMT

In June 2020, the Federal Government passed the Treasury Laws Amendment (Registries Modernisation and Other Measures) Act 2020 (Cth), requiring all new and existing directors to obtain a Director Identification Number (DIN).

Resultingly, Part 9.1A was inserted into the Corporations Act 2001 (Cth) (‘Corporations Act’) and Part 6-7A into the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) (‘CATSI Act’). These new parts set out the requirements to obtain a DIN and offences for failure to do so.

1. What is a DIN?

A DIN is a unique identifier number comprised of 15 digits issued to directors to verify identity. Directors need only apply once for a DIN as it is permanently assigned to the director.

2. What is the purpose of a DIN?

The Australian Business Registry Services (ABRS), which is overseen by the Australian Tax Office (ATO), is the body responsible for the implementation and administration of DINs. The ABRS notes the purpose of the regime is to help prevent the use of false or fraudulent director identities, ease the tracing of directors’ relationships over time for external administrators and regulators and to combat unlawful director activity such as illegal phoenix activity.

3. Who needs to apply and when?

A DIN is required for directors and acting alternate directors of:

a company, registered Australian body or registered foreign company under the Corporations Act;¹ and
an Aboriginal and Torres Strait Islander corporation under the CATSI Act.²

When a director must apply for a DIN is dependent upon the date of appointment.

The table below sets out the requirements for Corporations Act directors.³

*Date the individual becomes a director*	*Date the individual must apply for a DIN*
On or prior to 31 October 2021	By 30 November 2022
Between 1 November 2021 and 4 April 2022	Within 28 days of appointment
5 April 2022 onwards	Prior to appointment

The table below sets out the requirements for CATSI Act directors.⁴

*Date the individual becomes a director*	*Date the individual must apply for a DIN*
On or prior to 31 October 2022	By 30 November 2023
1 November 2022 onwards	Prior to appointment

4. Implications for charities and not-for-profit organisations

The DIN requirements apply to all ‘registered bodies’ which is inclusive of charities and not-for-profits even if the organisation is registered under the Australian Charities and Not-for-profits Commission Act 2012 (Cth). Obtaining a DIN is not necessary for incorporated associations which are not registered Australian bodies. Therefore, directors of charities and not-for-profit organisations are required to have a DIN.

5. How to apply

Applications for a DIN must be made personally and are at no cost.

Directors who are Australian residents can apply with a paper form or online through the ABRS website which requires a myGovID account. Foreign directors must fill out a paper application with the necessary identity documentation.

6. Non-compliance

It is essential that directors comply and keep up to date with DIN requirements as both civil and criminal penalties apply for non-compliance. The Australian Securities & Investments Commission (ASIC) is responsible for the enforcement of associated offences set out in the Corporations Act. Relevant offences include failure to have a DIN when required, failure to apply for a DIN when directed by the Registrar, applying for multiple DINs and misrepresenting director ID. Non-compliance may result in an infringement notice leading to potential civil penalties of up to 5,000 penalty units (currently $1.1 million) and/or criminal penalties resulting in up to 12 months imprisonment.⁵

We assist leading corporates in transferring their legal work from higher cost firms in order to achieve significant fee savings whilst retaining an excellent standard of work and client services.

^{-----------------------------------------}

¹Corporations Act 2001 (Cth) s 1272C (‘Corporations Act’).
²Corporations (Aboriginal and Torres Strait Islander) Act 2006 (Cth) part 6-7A (‘CATSI Act’).
³Corporations Act (n 1) s 1272D.
⁴CATSI Act (n 2) s 308.25.
⁵Corporations Act (n 1) sch 3.

Membership Pro Tip: Two Questions to Ask New Members

Thu, 17 Mar 2022 18:31:13 GMT

It turns out there is an optimal email plan for successfully engaging new members at the outset. And two simple and specific questions in the emails help kickstart the relationship in several beneficial ways.

Want to get excellent renewal and retention rates with new member onboarding emails? According to the New Member Engagement Survey [PDF] by Kaiser Insights, LLC, and Dynamic Benchmarking, associations that include new member-specific emails in onboarding programs had higher retention rates.

And the associations that had the best renewal rates used an email plan that roughly follows this 3-3-6 schedule: three emails the first week, once weekly for the next three weeks, and then monthly for six more months.

“We finally have an evidence-based model for bringing people on board,” said Elizabeth Engel, CAE, chief strategist at Spark Consulting. She recommends asking two specific questions in the latter part of the schedule.

How Does It Work?

The initial messages in the first part of the 3-3-6 model tend to be very process oriented, such as getting members set up with website login information and so forth. Once you are in the monthly email phase, Engel suggests asking these two questions:

How did you hear about us?
What were you looking for when you joined?

Include a variety of radio buttons or a checkbox in the emails, depending on whether you want one response or multiple responses, but it’s a good idea to have some preset options members can choose from. And in both instances, be sure to include a comment box in case a member comes up with an option you haven’t thought about yet. If enough people come up with the same idea, then you can update the preset options.

Why Is It Effective?

Asking people how they heard about your association helps you understand the return on investment of your marketing efforts so you can allocate future dollars appropriately. It also reveals which marketing campaigns are successful—indicating you should do more of them—and it shows which campaigns are less successful and should have dollars redirected from them.

Asking members what they were looking for when they joined allows you to immediately connect them to what they are interested in to help build a relationship early on with the association’s programs, products, and services.

“It shows that you are paying attention to her as an individual, that you want to know what she needs, and that you’re there as a solution provider for her,” Engel said.

What’s the Benefit?

“The overall benefit for both the member and the association is that everyone is happier and able to get the relationship started more quickly,” Engel said. But once you have that information from the member, it is imperative to do something with it. “It creates a virtuous cycle for everyone,” she said.

Originally posted here

How to Battle the Burnout That is Contributing to the Great Resignation

Thu, 17 Mar 2022 18:24:50 GMT

While many factors contribute to employees leaving their jobs, burnout is a key one in the current environment. To help combat staff burnout, one expert suggests organisations acknowledge the problem, focus on wellness and vacations, and improve work-life balance.

Over the past two years, many employees continued to work long hours to help keep their organization afloat through the ups and downs of the pandemic. This has inevitably led to burnout, with many workers quitting as part of the Great Resignation.

To help your employees battle burnout, it’s important to focus on a few key areas, said James Bailey, professor of management at George Washington University. First, employers should acknowledge that burnout is happening.

“Organizations need to say, ‘Everybody, we know that this is going on, that some of you are burnt out,’” Bailey said. “And then, show that at the top of the organization, you care and you understand.”

By acknowledging the problem, organizations make space for solutions. Bailey said solutions for burnout typically include things like meditation and taking a break to recharge—such as a vacation. However, during 2020 and 2021, workers took fewer vacation days.

However, if organizations give employees the opportunity to enact solutions, they are more likely to take self-care actions.

“Provide resources for employees,” Bailey said. “It could be something as simple as an app, but also it could be your employee assistance program building in elements for a stress-related or burnout-related hotline. Or buy everyone in the organization a yearlong subscription to Headspace.”

Also, encourage staff to take real vacations, where they truly disconnect from the rigors of work.

“We’re at the beach in Jamaica, and we should be relaxing, but what are we doing?” Bailey said. “We are checking our phones, answering emails. We’re returning calls. That is exactly what we should not be doing when we’re on vacation.”

Instead, he said tell staff no email, no phone calls, and no work during their time off. If they have a work mobile phone, make them leave it at the office. Don’t require them to do makeup work when they return—assign staff to cover their duties, so it’s a true vacation.

“I think vacations aren’t taken seriously in some organizations,” Bailey said. “When you are on vacation, you should be on vacation the whole time. That’s one of the ways you deal with burnout is to reset and move away.”

Work-Life Balance Matters

Finally, helping employees achieve proper work-life balance can reduce burnout and help retain staff. This lack of work-life balance is evident when one looks the reality of the Great Resignation versus the myth that’s sprung up around it, according to Bailey.

“One myth associated with the Great Resignation is that people are using this as an opportunity to career shift,” he said. “For example, they are going from a career in accounting to one working in nonprofits in a non-accounting function, so they feel like they’re giving back more to the world. Or people are becoming carpenters or artists. That is not happening.”

What is happening, he says, is people are looking for the same type of job, and finding it with more flexibility, better work-life balance, and, sometimes, more pay.

“One place is saying, ‘We are all going back full-time starting May 31’ or whatever the date might be, and the other one has said, ‘Nope, we’ve already decided we’re going to stay on two days a week in the office and three days at home.’ It’s a really big lifestyle drop.”

Ultimately, organizations must figure out how to create that work-life balance in a way that employees find desirable. “That’s going to include working from home,” Bailey said. “That’s going to include better bonuses, more vacation time, more discretion over their work, and if possible, more pay.”

What has your organization done to reduce employee burnout? Share in the comments.

By Rasheeda Childress Mar 16, 2022

Originally posted here

FIVE AREAS TO INCLUDE IN YOUR ENGAGEMENT STRATEGY

Thu, 17 Mar 2022 18:20:30 GMT

Every organisation is unique in its own way, with its own challenges and opportunities. Your customer base may be comprised of members, subscribers, donors or “friends.” However, there are five important topics of exploration and discussion that will improve your relationship with your audience, no matter what you call them. Follow these guidelines and it will become a pleasure for your team to interact with your valuable constituency!

1—DELIVER ON THE PROMISE YOU MADE WHEN THEY SIGNED UP

Sounds so simple, but if your acquisition team isn’t in sync with your benefit delivery team, a chasm can open up.

Acquisition is all about getting a “YES,” certainly. But if the promise doesn’t match the experience, your retention will suffer.

How realistic is your acquisition pitch?

Do you position your organisation as the most authoritative source, and promise to answer all their questions? It’s a very good goal, but make sure people know how to ask the questions so you can answer them.
If your portfolio has a lot of discounts, are they truly good deals?
If you have a product testing program, are you prepared to manage expectations (because it’s unlikely you’ll have enough products for 100% of your audience members to test-and-keep)?
Are benefits exclusive, or can they pick up the magazine on the newsstand for less (or read it online at no cost)?
If you’re an advocacy organization, do you really represent the audience?

Persuasion is necessary to get a prospect to say yes, but it’s also the first step on a journey you’re asking them to take with you. It’s the foundation of your solid, authentic, long-term relationship.

If you never get that second “date,” maybe your elevator pitch is out of touch.

**2—LISTEN ACTIVELY TO YOUR AUDIENCE TO BUILD A STRONGER FOUNDATION**

Almost without exception, relationships come apart because one or both parties weren’t listening. It’s no different in a community-based organisation.

You might be thinking about your organization all day, every day. It’s likely your audience members only think of you when you prompt them, or when they need you. So what else is consuming their day? Find plausible ways to ask, and you’ll discover new opportunities to make yourself more valued (and improved retention will reflect the effort).

For example, when COVID-19 brought in-person networking events to an abrupt halt, organizations that listened and responded with live-stream options won the day.

Listen at every possible interaction. For example, if you’re publishing information, do you know if your recipients are a) reading what you publish and b) understanding what it means for them? A simple, frequent reader satisfaction survey can give your content team great feedback.

If a regular column isn’t being read, replace it with something that does engage the reader. You can’t influence your audience if they aren’t reading what you send.

Are your benefits resonating and perceived as important? Active listening might uncover something that is changing in their world that could influence how you modify benefits, or seek new ones.

We often find that the benefits new audience members say are very important (like getting good deals through the organization) fade over time and other, less quantifiable but more satisfying reasons for affiliating take over. Networking. Pride in affiliation. Having fun. Looking to your organization first as a reliable, trustworthy source of information that makes what they do more rewarding.

Conversely, you need your audience members to listen to you as well. You can’t retain your position as an authoritative source and justify that fee for participation if your audience isn’t engaging with you. And that means relevant, authentic communication. Because here’s the thing: nothing you send is required reading.

A good communicator can take the feedback from your member surveys and craft your messages in a style, format, cadence that your audience will read. “I hear what you’re saying” goes a long way toward engagement.

3—RESPECTFUL ASSUMPTION INVITES ENGAGEMENT

Once they say “yes” to your invitation, it’s time to stop selling (sidenote: use “invitation” not “application” unless you really could deny them access).

This is especially true when it’s time to renew. Reselling benefits can backfire. They may not have used some (or even any) of the benefits, but still value affiliation. Reminding them of benefits they didn’t use gives them an opening to say, “Well, I got along just fine without all those things, I guess I won’t renew.”

Inclusive, engaging communication that sends the message they belong, are valued, and welcomed as a part of the community makes for a stronger bond.

But don’t assume without a foundation. For example, if you assume they know how to log in and find the good stuff without a guide to train them, both your staff and your constituency will be frustrated. Here’s where a well-crafted onboarding/re-boarding program is a wonderful surrogate for the neighborhood welcome wagon. It’s not that you want them to do everything by themselves, it’s that you want them to be comfortable with your benefits and programs enough that they COULD find an answer without calling your service team.

If they reach the end of their term and say, “I didn’t know I had access to <insert benefit here>,” you’ve failed them and sold yourself short. You’ve also failed your team by not making it clear what they do all day on behalf of the audience and your organizational goals.

4—IT’S ABOUT “YOU” (THE AUDIENCE MEMBER) NOT “ME” (THE ORGANISATION)

Don’t be the person at the party who only talks about themselves. A relationship with a self-centered person doesn’t last long, right? The same is true in a community. If everything that comes from your organization is “We/Our/I/Me,” you’re sending a pretty strong message that it’s not about the individual and how THEY value and engage with you.

How many times have you read (or written) the phrase “we’re so proud” in your communications? This phrase is a big brick wall. Consider instead, “you will benefit from” which says the organization has something to share that will improve their experience.

More than almost anything else you could do, this is a culture-creator. When staff starts to tear down the “we” wall, collaboration and community thrives.

5—BE IN SERVICE NOT A SERVANT

Your team is NOT there to wait on your audience members. Environments that allow constituents to bully, berate or make direct demands of your staff are toxic and painful for everyone.

Mutual respect, engaging communications and a culture of service is the goal. Think of staff as hosts. They are experts on your product, and are best equipped to show your audience members how to maximize their experience. Your staff should be considered skilled guides, not pack mules!

Instituting a practice of listening and sharing results can help you create a healthy culture of service. When staff knows that what they do to enhance someone’s experience results in a higher satisfaction score (like those who use the Net Promoter Score methodology), they better understand how their actions impact the score and the ultimate goal of retention.

WHILE YOU’RE FOCUSED ON YOUR RELATIONSHIP WITH YOUR AUDIENCE MEMBERS, CONSIDER ONE LAST QUESTION

Have you walked in your their shoes lately? Turn around and look at your organization through their eyes. Would you go on that second date, or would you be edging your way toward the door to get away from the person who really isn’t interested in anything but hearing him or herself talk?

A healthy, mutually beneficial relationship between audience members and staff is possible if you follow these steps.

Meetings Pro Tip: Now’s the Time to Emphasize Networking at In-Person Events

Thu, 10 Mar 2022 18:24:52 GMT

The natural desire to see people again, mixed with the need to lean on networking for hiring reasons, might be enough to get people to come back to in-person events in 2022.

After two years of virtual and hybrid meetings, signs are showing that in-person events could make a big comeback in 2022, thanks in part to a decline in COVID-19 cases, improved protocols, and a recharged economy.

But a big factor might actually be the networking element—something that Inc. contributor Ken Sterling, executive vice president at the speakers bureau BigSpeak, pointed to in a recent piece, in which he made the bold claim that “2022 will be the busiest year in event history.”

And for associations looking to put on events, there might be a good reason to emphasize networking in the coming months.

Great resource can be downloaded here

What’s the Strategy?

There’s a case to build some of the earliest return in-person events around networking opportunities, as noted by The Wall Street Journal, which said that both traditional conferences and smaller gala-style networking events have started to pick up interest this year.

Even events that have found themselves sitting on the sidelines during the early parts of the pandemic, such as South by Southwest and the annual TED conference, are making their returns within the next month.

And attendees of those events may need to shake off a bit of rust in the process.

“We were joking about how we had to relearn our social skills,” said Lisa Lopez, a psychology professor, in comments to the Journal, about attending an event in San Diego recently. “We’re all developmental psychologists who study social and academic development, and we had to retrain ourselves on social development.”

Why Is It Effective?

To put it simply, people are starved for in-person interaction, so evidence is growing that people who typically attend events might finally be driven to do something in person again thanks to a growing need for networking.

And there’s even an underlying factor making networking important, per Sterling—the Great Resignation. Companies are in need of new employees.

“Many talented people are looking for better working conditions and wages,” he wrote. “One of the best ways to network for and to keep new talent is to send people to in-person events and meetings.”

What’s the Potential?

Beyond the obvious business benefits—the revival and return of the event industry, which could help associations bounce back in a big way in 2022—it also reflects an opportunity to strengthen the bonds that tie your association together.

There are, of course, challenges to consider—including having effective COVID-19 protocols and factors such as social distancing—but networking might just be the factor that ensures a return to event success.

By Ernie Smith Mar 07, 2022

originally posted here

How to Get More Member Referrals that Convert

Thu, 10 Mar 2022 18:21:59 GMT

Aiming to get more member referrals is a great way to grow your membership because there's no better way to prove that you're delivering value than to have happy members tell their friends. In fact, the time that you spend on setting up processes around member referrals will be well worth it for several reasons.

Benefits to Using Member Referrals

First of all, it's cost-effective.

Word-of-mouth is the most trusted form of advertising there is and it can literally cost you nothing once you get your initial systems set up. However, referrals won't just automatically happen. We might think that they will because we're awesome enough...but most people are busy and your organization is not necessarily top-of-mind for them. You definitely have to make an intentional effort to ask.

Secondly, it's scalable.

Scalable means that you can get more results without putting in more effort. Once you have the systems in place to ask for referrals and to follow up on those referrals, most of the work can be automated. At that point, it doesn't really matter if you get one referral a week, ten referrals a week, or a thousand referrals a week. Automation takes care of everything, so it's not additional work for you to get more member referrals!

Third, referrals build relationships.

And we are definitely in the relationship business! The referred person comes in as a much warmer connection than someone who is brand new to your organization. Plus, when you take exceptionally good care of the referred person, the member who referred them feels good about making the introduction.

Fourth, this is a sustainable strategy.

With other types of marketing, you often have to gear up for a big push or make a big investment anytime you want to implement. When you have a referral system in place, it just chugs away behind-the-scenes day-after-day without sucking up more resources.

Encouraging referrals is a really smart growth strategy. There's a big upside without much additional time and effort on the part of the membership leader.

To get those referrals rolling requires a bit of planning, though.

Things to incorporate into your member referral approach

1. Some type of landing page for your referral program, or at least a dedicated page on your website.

If you are offering any kind of incentive for referrals, you'll need someplace to talk about how that works. And even if you're not offering an incentive, you need someplace for members to submit their referrals.

2. A form for submitting the referred person's information

You'll want to capture the referred person's contact information so that you can reach out to them with follow-up. You should also capture the member's information so you can appropriately thank them and keep them in the loop if their referred person ultimately decides to join.

3. A follow-up sequence for the referred person

A well-constructed follow-up can make the difference between whether the potential new member is intrigued by what you offer, or if they just ignore you. When you use a software like JourneyCARE, you can build all sorts of things into a follow-up sequence to nurture this referral in a really special way. Incorporate emails, text messages, voicemail drops, personal reach-outs from one of your ambassadors, or a wide variety of other creative actions.

4. A follow-up sequence for your member who made the referral

At a minimum, you want to thank this person for thinking of your organization and going to the effort to refer their friend. Beyond that, be sure to add in a piece where you specifically let the member know when their friend joins. They may hear about it from the person that they referred, but it's also nice for them to hear it from you. It says that you noticed and appreciated their effort, which makes them more inclined to do it again in the future.

5. A process for automatic asks built into your membership journey

There are a lot of organizations that encourage referrals just at specific times during the year, like during a Member Appreciation Month or an annual membership drive. However, you can actually build the process of asking for referrals right on into your member care check-ins, perhaps timing them quarterly, or after major events, or when a member has submitted a testimonial, or if you've done a member profile story. As with most aspects of building an exceptional member journey, you are limited only by your imagination.

Most of these ideas could be implemented in your organization quickly. In fact, you may be doing some of these things, but not others...but all of these pieces kind of work together to create a well-oiled referral engine, so I encourage you to look at what's in place and what's not.

This last week, I did an over-the-shoulder training focused on how JourneyCARE can be used to encourage member referrals. If you missed that, you can connect with the live trainings here. You'll see all of the upcoming topics and be able to access past replays.

And, of course, if you'd like to chat about how to build this out for your organization, let's get on a Zoom and chat. In just 30 minutes, I'm confident I can show you how to start getting more referrals from your members in just 30 days.

You can hop directly into my calendar by going to joyofmembership.com/consult. There, you'll see days and times that are available and make an appointment instantly.

I'll be back next week with another great article. In the meantime, take care!

About Joy Duling

Joy Duling has been working with leaders of associations, trade groups, and nonprofits since 2005, through her consulting practice, which is aptly named, The Joy of Membership. In addition to her role as a trusted advisor, Joy served for more than a decade as Executive Director of a membership-based nonprofit herself and is a national speaker and podcaster on topics related to experience design and membership growth.

Connect with Joy on LinkedIn

Book a Consult on Joy's Calendar

originally posted here

Take 5 with Associations, featuring RCSA

Sarah Gamble — Thu, 10 Mar 2022 02:59:18 GMT

On the Take 5 with Associations show presented in partnership with ASI, we chat with Charles Cameron, Chief Executive Officer of the Recruitment, Consulting and Staffing Association Australia & New Zealand (RCSA), to see how they are shape tomorrow's talent landscape.

Our host Paul Ramsbottom, Managing Director of ASI, talks with Charles about their engagement score and how RCSA integrates digital technology solutions for their members and organisation.

RCSA has been working closely with Causeis to develop their big engagement score within their engagement management system, IMIS, to understand the blood pressure of RCSA and its membership. By doing this, RSCA can see who are the most engaged and who are the least engaged members. This means every time they have a conversation, they deliver a solution, and every time they hold an event, information is captured in the database. By measuring the engagement score of each member, RSCA can quickly identify members who have low blood pressure and need engaging.

Charles says, "We're a human entity. We are living, breathing organisms, and when the blood stops pumping, we've got a problem."

"When it comes to digital technologies, it's about the tech stack. There are many solutions out there, and it's important to be able to integrate them and roll them out successfully across the team. The big engagement score is a really important part."

RCSA also focuses on social media tracking and marketing automation using Higher Logic. As a result, RCSA has a stronger social media profile, more exposure online, better connection with members, and enhanced organisation reputation.

Charles shares campaign insights and says, "We've run campaigns to target and connect with new startup companies on the back of COVID; there's heaps of new recruitment and staffing firms. We are also working with the Department of Health to place workers into aged care impacted by COVID. RCSA is developing technology on the back of that to try and connect our members with clients and workers to try and get people to save lives, which is awesome as well."

A well-defined tech stack and measuring engagement allow RCSA to respond quickly to member needs and shape tomorrow's talent landscape. Click the link to give it a watch.

About Recruitment, Consulting and Staffing Association Australia & New Zealand

The Recruitment, Consulting and Staffing Association Australia & New Zealand (RCSA) is the peak body for the recruitment and staffing industry in Australia and New Zealand.

About Advanced Solutions International

Advanced Solutions International (ASI) is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality solutions. Our portfolio of solutions includes iMIS for association and non-profit management, TopClass LMS for learning management, and OpenWater for submission and review management.

ASI is an AuSAE Premium Alliance Partner - www.imis.com/ausae

Incorporated society Bill

Tue, 08 Mar 2022 21:01:11 GMT

Last night the Incorporated society Bill was tabled in Parliament 'In Committee' stage. A Supplementary Order Paper (SOP) was submitted having three (3) necessary changes to the bill. All of these changes were debated and then passed by the house unopposed – which is great news and in some cases will make many of our lives are less tedious.

1/ Consent to become a member (Body Corp ) "clause 72 of the bill, currently, requires that the body corporate's consent to joining be confirmed by two of its directors." The proposed change was "consent can be given on a body corporate's behalf by a person acting under the body corporate's express or implied authority." And that provision will align with section 181B of the Companies Act and will make it simpler for a body corporate to join in an incorporated society.

2/ New Incorporated societies this is in regard to reporting standards and now "that for newer societies that do not yet have two accounting periods under their belt, total operating payments and total current assets will be assessed based simply on the current financial year for which they are preparing their accounts"

3/ Reregistering: The Supplementary Order Paper 130 proposes to provide the registrar with the power to waive minor or technical non-compliance issues with applications, and a power to allow re-registration subject to conditions such as an obligation to provide certain information within a month.

I am yet to receive copies of the amended bill, once I have this I will publicise it to all members. And look forward to the next step in the Parliamentary process

The videos can be watched here

Incorporated Societies Bill — In Committee - New Zealand Parliament (www.parliament.nz)

Are you giving your members the professional education experience they expect?

Thu, 03 Mar 2022 18:49:49 GMT

Here’s how to take your learning program to the next level and deliver greater member value.

Your association is a trusted source for professional education and training. In the 2021 Association Trends Study by Community Brands, two thirds of members in the study’s survey say they’re required to take professional education and training courses to comply with industry standards. Of those members, most turn to their employer or their professional organization for education and training.

But are you doing all you can to provide member value in this area?

Here are four things you can do to step up your professional education program and deliver more of what members want:

1. Offer a wider variety of learning options.

Findings from the 2021 Association Trends Study show that members are interested in more learning modalities than their professional organization currently offers. This suggests an opportunity to provide more learning options for your members.

For example, members say they are interested in a wide variety of professional education and training opportunities, including:

On-demand learning
Mobile learning
Just-in-time learning
Short videos
Social learning

The takeaway: Your annual conference and in-person events should no longer be the only sources of continuing education and training. Deliver greater member value by offering a wide variety of year-round learning opportunities to address members’ budgets, schedules, educational and certification needs, and learning preferences.

2. Invest in a modern learning management system (LMS).

Delivering on-demand content to learners can be a challenge – especially without the right technology to support a robust professional education program. Consider investing in online learning software that allows you to provide an engaging learning experience through a single platform. This type of investment can deliver multiple benefits to your organization, including:

Improving member value – You can provide more value by helping your members to achieve their career goals.
Efficiently manage content – You can manage, track, organize, store, and deliver on-demand content more efficiently.
Driving non-dues revenue – You can increase revenue by turning your content into a year-round revenue generator.

TIP: You can integrate the association management software (AMS), Nimble AMS, with Crowd Wisdom LMS by Community Brands to help you deliver an elevated learning experience for your members.

3. Target your learning opportunities.

You can increase participation (and revenue!) for your professional education program using artificial intelligence (AI) and predictive analytics technology. For example, use this functionality to predict which members are most likely to register for a specific course or certificate program based on their past engagement with your organization, and then send them targeted marketing messages for those learning activities.

TIP: Nimble AMS Predictions in Nimble AMS uses the AI technology Salesforce Einstein to make it easy for associations to get started with AI and predictive analytics

4. Make it easy to enroll.

Your members are used to utilizing your member portal to complete member activities. Whether renewing their membership, registering for an event, or purchasing learning courses, these experiences should be consistent. Remove any barriers to enrollment in courses by integrating your LMS and AMS.

Take your organisation to the next level.

Originally posted here

Case Study: Corporate Membership Model Leads to Epic Growth

Thu, 03 Mar 2022 18:45:56 GMT

Looking to the future, anticipating business needs, and a time-honored back pocket strategy helped lead the Association of Proposal Management Professionals to sustainable success—even during a pandemic.

By Lisa Boylan Feb 22, 2022

Rick Harris, CEO of the Association of Proposal Management Professionals, is always looking for ways to grow his association.

“The best CEOs are going to look forward to find the niches and deliver,” Harris said. For example, a McKinsey & Co. report [PDF] revealed that a lot of organizations have a skills and professional development gap. In addition, a Korn Ferry study estimated that there will be a global human talent shortage of more than 85 million people by 2030, which could result in about $8.5 trillion in unrealized annual revenues.

Those pieces of data were key to mapping out a strategy that showed what direction APMP should be headed. “Associations have this unbelievable treasure trove of power that corporations are looking for,” Harris said. “We can serve [corporations] in a way they can’t themselves.”

Become the Go-To Association

Corporations are worried about how to serve their customers, but they don’t always have the time to focus on how to close that skills gap and provide professional development for their staff. “That’s something associations are well-positioned to do,” Harris said.

Those trends and data led Harris to think about how APMP could be more like a trade association and revamp its membership model to include an organizational category that would provide corporations with the services that they need but weren’t getting. APMP immediately started focusing on attracting corporate members.

The group doubled down and hired additional membership staff to provide white-glove, concierge-like service to its corporate members and formed a Member Value Team five years ago. “It’s all about relationship building with our customer,” Harris said. “We wanted to give corporate members a confidence, a place to go, and service they’ve never had before.”

The Member Value team built relationships with the corporate members and asked them what they were looking for, which revealed a need for more specialized certification programs. The team aggregated their responses and came up with a couple of certification programs to meet those needs, then conducted a member survey at the end to test it. APMP launched both programs during the pandemic and they have taken off. “It’s because we went to the customer and knew what they wanted to do,” Harris said.

The idea was to become the association the corporations thought of first, so they would be more inclined to automatically renew based on the bespoke relationship fostered by not just the Member Value Team but also the entire organization. “Our plan worked, and it would work for any association in general to identify gaps and see where your association can fill those gaps,” Harris said.

Eleven years ago, APMP had 18 corporate members, and now it has 186, which represents a 900 percent growth increase. Even the pandemic could not stop its momentum. APMP’s corporate membership portfolio grew by 44 percent, while its individual membership grew by 9 percent.

Harris credits his ability to branch out and try new things on a piece of advice he got from a CEO 33 years ago: “Always do what the board wants you to do, but always have a wild card.”

But it must be a well-researched wild card that you are confident is going to work. Because when you deliver on the wild card, the board will give you more and more space.

“We look at things like the pandemic, not as a brick wall that we have to stop and start reducing and cutting,” Harris said. “We look at it like a speed bump—and how we can take advantage of that using the model we have built.”

Originally posted here

What Does Meetings Etiquette Look Like This Year?

Thu, 03 Mar 2022 18:41:24 GMT

At this point in the pandemic, we have a good sense for what protocols we’ll face at in-person gatherings. But what about the more nuanced social aspects of meetings? Use these tips to acclimate to meetings etiquette in 2022.

By Michael Hickey Feb 22, 2022

Things that were no-brainers in meetings two years ago are now fraught with public health and etiquette concerns. How do you ask whether someone is OK shaking hands? How do you indicate that you yourself aren’t comfortable—or that you are? How do you indicate someone is too physically close for comfort?

Before walking into what might be your first in-person meeting in a while, consider these insights to draw your own safety standards without impinging on why you’re going back to the conference space: connecting with others in real time.

Be Polite, But Speak Up

Just because you’re comfortable enough to return to in-person meetings doesn’t mean that you’ll be comfortable with acting like it’s 2019. What felt like an appropriate personal distance back then might feel unsafe to you now, and you could be put in a situation where your fellow attendees don’t give you enough space. It may be uncomfortable to ask others for more space, but with your safety in mind, it’s best to push through this awkwardness and say something. The Emily Post Institute offers a few phrases you can use to speak up without ruffling feathers, such as:

“Sorry, I’m trying to keep 6 feet away.” (While stepping back)
“I’ll wait and catch the next elevator.”
“Do you mind giving us just a little bit more space, please?” (Hopefully followed by a: “Thank you so much.”)

“You want to have an upbeat tone to your delivery, no edge whatsoever,” the Emily Post Institute wrote.

Follow Cough Etiquette

Sneezing, sniffles, and coughs certainly carry more weight than they used to, and will raise more concerns and turn more heads than the last time you were at an in-person gathering. So, if you’re unmasked during the event, remember to follow proper coughing etiquette, which includes:

Covering your mouth and nose with a tissue when you cough or sneeze.
Coughing or sneezing into your elbow, not your hands, if you don’t have a tissue.
Throwing used tissues in the trash.
Immediately washing your hands after blowing your nose, coughing, or sneezing.

While following cough etiquette has always been the way to conduct yourself, being diligent with your hygiene will go a long way toward making everyone comfortable during in-person meetings in 2022.

Ask—Don’t Assume—When Greeting Others

When greeting fellow attendees, keep in mind that some will be OK with hugs and handshakes, while others might still be uncomfortable. Don’t assume that the person you’re talking to has gone back to pre-COVID greetings. Instead, say something like “Hi, nice to see you. [Are we shaking hands/Can I hug you?]” If this feels a little awkward, it might help just to acknowledge that awkwardness with the person you’re talking to.

“It makes the person feel better,” said Vanessa Bohns, a professor of organizational behavior at Cornell University, in an interview with The Wall Street Journal. “When the other person feels better, they like you more.”

Why Is Punctuality Important?

The event’s organizers have probably gone to great lengths to put together a safe in-person meeting. Don’t be late! Of course, attending an in-person gathering takes more prep than a virtual one, where you could just open your laptop from home. Now that you‘re back in person, give yourself enough time to arrive, park, check in, find your room, go through any safety protocols, and grab a seat.

Originally posted here

New Zealand takes a hybrid stand at AIME

Sarah Gamble — Tue, 01 Mar 2022 22:33:49 GMT

New Zealand will be showcasing its new venues and activities to the Asia Pacific meetings and events industry with a new hybrid stand at this year’s AIME trade show.

Tourism New Zealand will be anchoring the stand with an increased number of New Zealand partners, both in person and via a virtual hub on-stand, to showcase the country’s latest business events developments.

Representatives of the three new generation convention centres in New Zealand - Te Pae Christchurch Convention Centre, Tākina Wellington Convention and Exhibition Centre and the New Zealand International Convention Centre in Auckland - will be physically on stand.

There will also be in-person attendance from key destinations Auckland Convention Bureau, Business Events Wellington, Dunedin Business Events, and Queenstown Convention Bureau, as well as industry body BEIA, and hotel presence from Cordis Auckland and Millennium Hotels and Resorts.

Show attendees will be able to live chat virtually with Hamilton & Waikato Tourism, Southland Regional Development Agency, and Destination Rotorua, as well as venue operators CPG Hotels - Terrace Downs and Auckland Conventions, Venues & Events.

Tourism New Zealand General Manager Domestic & Business Events Bjoern Spreitzer says:

“We want to be present and meet the buyers at this event to discuss what New Zealand can offer for their events and make those genuine connections that in-person can bring. We’re also aware that face-to-face isn’t an option for everyone currently, so wanted to demonstrate our hybrid capabilities and extend our reach via a virtual component.

“New imagery and on-stand activations will provide an immersive, welcoming New Zealand experience for attendees."

Australian hosted buyers who book a Pre-Scheduled Appointment with the New Zealand team (either in-person or virtually) at AIME are also in the draw to win a return trip for two from Australia to either Auckland, Wellington, Christchurch, or Queenstown with Air New Zealand, aligned with New Zealand’s border reopening timings. This will include four nights’ accommodation and experiencing two excursions in their destination of choice first-hand.

Spreitzer adds: “With new venues and activities coming online, plus flexible, competitive and business-specific funding and support on offer, there’s lots for us to share with event organisers from across the region.”

----------------------

NOTES:

The Asia Pacific Incentives and Meetings Event (AIME) is the leading trade event for the meetings and event industry in the Asia Pacific region. AIME 2022 will be held at the Melbourne Convention & Exhibition Centre from 21 – 23 March.

For more information on holding a business event in New Zealand, head to: businessevents.newzealand.com

AuSAE announce Association Influencers for 2022

Sarah Gamble — Tue, 01 Mar 2022 13:04:43 GMT

The Australasian Society of Association Executives (AuSAE) today announced their Association Influencers of 2022, a program highlighting the outstanding contributions of individuals in the association community across Australia and New Zealand.

An independent judging panel of experienced and passionate association leaders selected 12 Association Influencers for 2022 from a group of fifty-three (53) peer nominated professionals.

Influencers were selected based on how they demonstrated influence, exemplary leadership, unrivalled guidance, strength in resilience and service to the sector over the last 12 months. An eclectic mix of CEOs, directors, advocacy and marketing leaders, and innovators from a diverse range of industries are showcased, including health, retail, employment, finance, and telecommunications.

Speaking proudly about all the nominees, Toni Brearley, Chief Executive Officer of AuSAE, said, “To display such inspiring examples of leadership and influence balanced with resilience is a testament to the strength of association sector in Australia and New Zealand. We are proud to provide a platform upon which leading individuals can be recognised for their significant and lasting impact within our tribe and set the benchmark for association professionals into the future – kudos to such a thriving community”.

“We thank all our nominees for their continued support and commitment to the community over the last 12 months and congratulate our Association Influencers of 2022.”

AuSAE’s Association Influencers 2022

Lyn Brodie, Chief Executive Officer - Optometry Australia
Dr Rosalind Bullock, Board Member - NSW Rural Doctors Network
Dante De Gori, Former Chief Executive Officer - Financial Planning Association
Dr Kate Dempsey, Executive Officer - Australian New Zealand and Asian Creative Arts Therapists Association
Alan McDonald, Head of Advocacy & Strategy - Employers and Manufacturers Association
Damian McCrohan, President - Rail Trails Australia
Bill McKinley, Chief of Staff - Australian Trucking Association
Paul Nicolaou, Executive Director – Business Sydney
Sophia Rose, General Manager - Brand Marketing & Communications - Institute of Directors in New Zealand
Emma Watson, Program Team Leader – Scouts Australia
Craig Young, Chief Executive Officer – TUANZ, Telecommunications Users Association of New Zealand
Paul Zahra, Chief Executive Officer - Australian Retailers Association

In its second year, AuSAE’s Association Influencers Program, recognises individuals in Australia and New Zealand’s Association sector as they stood front and centre - supporting, protecting and advocating for their members as the once in a generation global crisis unfolded.

To meet the AuSAE Association Influencers 2022 and nominees, visit: www.ausae.org.au/association-influencers-2022-winners

ABOUT AUSAE:

AuSAE is the home for association professionals – a place for Association professionals to belong, connect with others, advance their career and be inspired.

The Australasian Society of Association Executives (AuSAE) is the leading association for current and future association and not-for-profit (NFP) leaders in Australia and New Zealand. AuSAE is focused on fostering a strong and robust association sector in Australia and New Zealand through providing professional development, support, and networking opportunities for existing and emerging leaders. As a not-for-profit organisation, AuSAE has a unique understanding of the opportunities and challenges association professionals face, and they utilise the knowledge to strengthen the wider industry.

www.ausae.org.au

Bringing back lead generation as a viable marketing tool.

Thu, 24 Feb 2022 18:29:30 GMT

Advances in digital marketing strategies make it easier to define and find target audiences. But just because we can more readily identify prospects, does that mean we should immediately target them with marketing efforts using specific calls to action to join, attend, or make a purchase?

Maybe… or maybe not! While it’s easier these days to find an audience through profile targeting, even if they appear to be a perfect match, your organization may not be on their radar and they likely aren’t informed, much less ready to commit to a purchase.

Years ago, MGI was running lead generation and nurture email campaigns for most of our clients. These programs faded with the emergence of new digital tactics that took away the need for prospects to show interest by “raising their hands” through a content offer and opt-in. However, sometimes what is old is new again: we’ve seen renewed interest in and use of lead generation as more clients look to build their membership pipeline.

Not sure if returning to lead generation is a wise test for your organization?
Consider an MGI client who is reporting a 10% conversion rate from lead to membership in only three months after launching a lead gen campaign. Using digital targeting to attract prospects and a segmented three-part cultivation email series based on experience and qualifications, we’re successfully moving qualified prospects through to paid membership in a remarkably short time.
Results may vary, but if you’re looking to increase your prospect database, now is the time to retest or launch a lead generation campaign. Here are a few steps to help you get started:

Develop Your Content Offer. Make sure the content is of interest to your audience and valuable enough that they’ll be willing to give their contact information in exchange for the content.
Define Your Target Audience and How You’ll Reach Them. Consider cold email lists, profile targeting through paid social media campaigns, search campaigns, and, of course, retargeting visitors to your website who haven’t converted to membership.
Develop a Multi-Touch Email Cultivation Series. Warm up prospects to your organization by introducing them to the benefits and value of membership throughout the course of the series, with the ultimate goal of converting them to membership.
Establish Campaign Tracking. Because multiple touches are used throughout the campaign, results-tracking is essential to assess campaign success. Make sure you’re tracking each step and touch along the way. That will allow you to follow a person from lead to member.

For more ideas and information on how to grow your prospect list and ultimately your membership, contact MGI’s Vice President of Account Services, Jana Darling at jdarling@marketinggeneral.com

Is your Association finding it hard to recruit?

Sarah Gamble — Wed, 23 Feb 2022 05:14:08 GMT

The question we are being asked more than any other: "Why is it so hard to fill roles right now?"

Perhaps, you've recently advertised a role with only a few applicants. Or maybe you've found a great candidate only to find they've been offered a generous package to stay in their role. You're not alone!

The answer to the question is simply, yes, it's a really challenging time to recruit in the association and membership sector now. Many businesses are struggling. It's not just associations and NFPs; it's across the board.

Next month, Louise will provide tips on improving the process, finding people fast, and successfully recruiting and filling the jobs.

Six Ideas for Upgrading Member Onboarding

Thu, 17 Feb 2022 19:03:19 GMT

Welcome packets and emails can offer a good starting point for new members, but that may not be enough to keep them around. Here are some tips to help supercharge your member onboarding process.

When someone joins an association, they’re often looking for a path forward as a new member—a little help to find their way, a compass that they can follow.

Associations can offer that help—or they can be a little more passive and do something minimal.

Plus, there are other benefits that come from stronger onboarding, including more usable feedback, more detailed information about members, cleaner member databases, and easier identification of potential volunteers.

“Immediate value received upon joining prompted a high level of life-long engagement,” the report stated.

In other words, a little TLC goes a long way. So what does that engagement look like? A few ideas for effective member onboarding upgrades:

1. Personalize early. Often, the first way that members interact with your organization is through some sort of welcome message. Problem is, personalization is desired but not always offered in member communications, according to research from Community Brands—just 18 percent of associations offer it. Welcome emails can be a great area for personalization, as it can help members feel heard. The hard part, as noted by YourMembership, is getting the next set of data to allow for further steps into personalization. A measured approach can help. “If you need new members to complete an online member community profile or set up their communications preferences, send them a specific email communication about that action,” the firm’s Michelle Schweitz explains.

2. Instead of an onboarding packet, consider drip marketing. Member welcome packets can be done well—Personify’s Wild Apricot has plenty of ideas on where to get started. But an email drip campaign can supply that information in a more careful manner over a longer period. Chamber of commerce expert Frank J. Kenny suggests that drip campaigns can replace onboarding packets entirely. “This way they get bite-size tips they can read quickly and start using immediately,” he writes.

3. Lean on your chapters—but not too hard. Chapters can be effective in building a new member base, as they can put a friendly face within proximity of a member and give a local spin to a national or global association. However, Billhighway’s Charlotte Muylaert warns that putting too much pressure on local chapters does not a good chapter strategy make. “You have membership expertise, but they know the day-in/day-out challenges of running a chapter,” she writes. “Instead, collaborate with components on your new member onboarding plan so it’s both practical and sustainable.”

4. Integrate your social strategy. It’s important when building your onboarding strategy to stretch beyond the inbox, as fundamental as it is. Sharing welcome messages for new members on social media is one thing—introducing them to a broader conversation is another entirely. Lia Zegeye, senior director of membership at the American Bus Association, told Associations Now last fall that she hosts onboarding webinars. During that effort, she highlights the organization’s social media platforms and encourages new members to engage—which has been particularly successful at driving members to the association’s Facebook presence.

5. Don’t drop off too quickly with your messaging. As MemberNova noted in a 2019 study, 95 percent of organizations send a welcome email, but just 8 percent continued to send messages beyond the second week—and 2 percent beyond the first month. In an article discussing the survey, author Divya Tandan notes that cutting off the messaging too soon could strand new members during an important time. “The first 90 days are the most crucial for a new member, because it’s during this month and a half that they are evaluating you, assessing the value membership to the association offers them and trying to familiarize themselves with all the resources made available to them,” she writes.

6. Offer special notice at events. It’s not just about driving messaging to the newbies, but giving special notice. As MemberSuite explains, it can help to direct some of that new member onboarding energy to first-time attendees as well—perhaps by creating dedicated first-time event pages, tip sheets, and signifiers that show others that this is an attendee’s first time at an event. “These first-time attendees aren’t likely to come back next time unless you make them feel welcome and help them get the most out of their event experience,” the firm’s Val Brotherton writes.

By Ernie Smith

Ernie Smith is a senior editor for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun

Originally Posted here

Is Now the Right Time to Raise Dues?

Thu, 10 Feb 2022 18:08:17 GMT

Increasing dues is never an easy decision, but after many organisations offered hardship accommodations to members during the pandemic, it’s an even thornier issue. Membership expert Joy Duling offers some guidance.

When the pandemic hit, a lot of organizations immediately offered reduced dues or dues breaks to members who were experiencing financial hardship. Now, two years in, people are wondering: Is it the right time to raise membership dues?

“When organizations made the decision to adjust prices, they didn’t necessarily give a lot of thought to what would be on the other side,” said Joy Duling, founder and CEO of the Joy of Membership. They did what was needed at the time, but there was no playbook for what should happen next.

“They have to approach it the same way they would approach raising prices at any other time,” she said. The best place to start is to look at all the different benefits that you offer and, knowing that some have been offered in the past year others have not, break that into chunks.

For example, if your live conference didn’t happen, did you offer a webinar series, industry report, or online networking event instead? Break those out into pieces so you can assess what’s been delivered, what’s been put on hiatus, and what you anticipate you will be able to deliver going forward.

“I do believe that hybrid activities and doing more digitally driven activities are here to stay,” Duling said. That means organizations need to think about how to weave those into their value proposition, which will help make the shift in price feel like it’s in alignment with the value that’s being offered.

Messaging Tips

Any time an organization increases prices, they should talk about why the price increase is happening. For example, explain that to provide members relief during the pandemic, you reduced prices by a certain amount, but going forward you are going to step back to the normal pricing structure.

Duling recommends pairing the announcement of the price increase with an enhanced benefit that will get people excited about what lies ahead. It will take the sting out of the price increase, so it won’t seem like you’re just increasing prices and members are getting the same-old, same-old.

“It’s more like: Hey, it’s time to increase our prices, and we’re really excited about what we’re rolling out in the next few weeks and months—and we think you’ll be excited too,” she said.

Messaging for any membership benefits must focus on the value proposition. What is the outcome members want, and how is this new suite of benefits going to help members achieve the outcome they are looking for?

For example, if your members are looking to increase their awareness of industry issues, connect the benefits you’re offering with what they want. Talk about the value of your networking meetings, accreditation process, and how all those things have a financial and professional benefit.

Incentives like locking in pricing for a certain period are also a good option. Or a fast-action bonus like an early bird or VIP admittance to an upcoming event. And the incentive could help with the technology headache of asking members to renew. You’re asking them to jump through a hoop, but you’re making it worth their while by making it fun. “The pleasure has to be greater than the pain,” Duling said.

Despite all the difficulties of the past two years, Duling is philosophical about what’s next. “The collective experience that we’ve all been through has given us all a new perspective on how to create value for members,” she said. “We will all be doing business a little differently going forward.”

Originally posted here

Get Board Members on Board

Thu, 10 Feb 2022 18:03:51 GMT

Association staff often assume board members know how to be effective right out of the gate. That’s not always the case, which is why an orientation is a good idea.

Alot of times people join association boards because they are committed volunteers and passionate about the organization’s mission and goals. But, unless they specifically seek out governance education, “no one trains you how to be a board member in school,” said Stephanie Cory, principal at Stephanie Cory Consulting. “Sometimes they aren’t experts in board governance, and they aren’t familiar with the fiduciary responsibilities of tax-exempt organizations.”

That’s where orientation that covers the board’s role and what it means to be a good board member comes in.

How Does It Work?

A good onboarding should include information on understanding the association’s bylaws, setting an organizational direction, ensuring the organization has necessary resources, and providing oversight on the three legal duties a board member has: duty of care, duty of loyalty, and duty of obedience. It should also cover financial management.

Why Is It Effective?

It makes sure the CEO is supported by a board that understands what its role is. And it also ensures the board is focused on the right areas and that the group is thriving and best serving the association’s mission.

What’s the Benefit?

For the association’s members at large, it allows them to feel secure that the board is doing its job and there is strong volunteer leadership in place for the organization. “Trust is a big factor,” Cory said. It helps members know they have a well-governed organization, resources are being spent appropriately, and their dues is being used in the best way possible.

Board members will be aware of avoiding any conflicts of interest and when to recuse themselves to prevent any private inurement. Overall, it enhances the reputation of the association.

Originally posted here

What Do Your Sponsors Really Want?

Thu, 10 Feb 2022 17:53:35 GMT

As many associations are looking to shore up nondues revenue, a new survey reveals sponsors want to be back at in-person meetings. Experts say mixing in-person events with year-round content options will lead to more productive relationships between sponsors and associations.

Prior to the pandemic, association events—and the sponsors they brought—were a mainstay of nondues revenue. While sponsors gave virtual a try, many had lackluster results—making them wary of such offerings.

And now “State of Sponsorship Engagement [PDF],” a new survey by the Partnership Professionals Network and Dynamic Benchmarking, reveals just how eager sponsors are to return to live events: 81 percent of respondents want to sponsor in-person meetings.

Part of the appetite for face-to-face meetings is related to nostalgic memories of past conferences, along with the realities of what virtual conferences were like, said Dan Kowitz, CEO of JSB Partnership Consultants and co-convener of PPN.

“What companies will say is, ‘If we were live, and I had a product theater, people would stand around and talk, and you might get some leads and conversation right afterward,’” Kowitz said. “People aren’t hanging around virtually to do that.”

While sponsors want in-person meetings, the reality is that they are coming back slowly, with attendance often lower than pre-pandemic levels. “If they used to sponsor a meeting at $50,000, and they decide to test the waters and come back at $50,000,” said Kowitz. “And if you have half the attendance [as pre-pandemic], I guarantee you they’re not going to be happy and asking for money back.”

Use a Year-Round Strategy

Kowitz said the best strategy is giving sponsors a good return on investment. Only 21 percent of sponsors surveyed said they are achieving their objective most of the time. That means associations need to do a better job understanding what sponsors want to achieve and tailoring packages to those needs. Offer more than conference sponsorship, even if that seems to be high on the sponsor’s wish list.

“When you start your conversation, say, ‘Look, we market 365 days a year in our association to our members,’” Kowitz said. “’You market 365 days a year. If we can have a conversation around your goals and objectives, I think there are many points in the year where we can make your relationship to and with the members come to life.’”

That way, if event numbers don’t reach pre-pandemic levels, sponsors aren’t left feeling dissatisfied. “If you package other ways to reach members during the course of the year for your top spenders, that’s where they’re not going to be quite as concerned if the meeting is down,” Kowitz said.

Though, he added that giving sponsors some of what they want will be helpful. “Since companies are itching to get back to in person, the more that we can have in person this year, the more we’ll see spends come back and go up in those areas.”

Mix in Content Targeted Marketing

One area where sponsors are clamoring for more is content. Seventy percent want to be considered thought leaders and educate members. “Sponsors want to be in the conversation, not sponsor the conversation,” Kowitz said.

However, associations should have standards for content to assure it is valuable to members, not a sales pitch. Many sponsors have been creating content themselves and are looking outside of associations to share it, said Bruce Rosenthal, principal of Bruce Rosenthal Associates, LLC, and co-convener of the PPN. He noted, they might not come back to associations if they find other avenues to share content.

“It is a competitive environment,” he said. “Companies have choices, and as part of that, companies are looking for value.”

When offering value, Rosenthal suggested targeted marketing. He gave the example of a webinar an association hosts that 300 people attend. Rather than marketing to all 300 people, find out which attendees sponsors are most interested in—such as a specific title who live in a certain region of the country—and send only to those people.

“The association can say, ‘There are 25 attendees that meet that profile,’” Rosenthal said. “Then the company can say, ‘Can we send those 25 a white paper on this topic?’ Those 25 people could be more valuable than the 300 people in an in-person session.”

Rosenthal noted that organizations who have policies not to give out registrant info could send emails on behalf of the sponsor. Targeting also makes it more likely that the information is valuable to the recipients.

“This avoids the problem many associations have of people complaining to the CEO, ‘Why am I getting all these emails? I don’t have anything to do with this product,’” Rosenthal said. “By doing that targeting, it’s much more member beneficial.”

What are your sponsors telling you they want more of in 2022? Share in the comments.

By Rasheeda Childress Feb 09, 2022

Orginally posted here

Niche Conferences: Is it the future of assocation conferences

Tue, 08 Feb 2022 19:37:54 GMT

Niche Conferences: Is it the future of assocation conferences

We’ve noticed a topic cropping up in event planner communities: a growing interest in smaller, niche conferences. Is the lack of enthusiasm for mass gatherings a result of pandemic anxiety? Or are planners realising that many people in their virtual audience aren’t all that thrilled with large one-size-fits-all conferences and are seeking different options?

At large conferences, many attendees felt lost amidst the crowd. They found it difficult to connect with people on more than a superficial level. Having attended a virtual conference, they discovered how much easier it is to watch presentations online from the comforts of home than take the time to travel and watch them in person.

However, another issue is now getting lots of attention: digital exhaustion. People are becoming more selective about which virtual events they attend. The shine has gone off large virtual conferences that merely offer a webinar-like educational experience with no opportunities for breakout rooms and small group discussions—the chat box is no substitute for meaningful conversations.

The appeal of virtual niche conferences

Many people rather gather with a smaller group of attendees who belong to the same niche. They prefer to be in a crowd of hundreds, not thousands, or dozens, not hundreds. In a smaller crowd, they feel a sense of community as they encounter the same names and faces throughout the experience.

You can still have your big in-person event—it serves a valuable purpose for many attendees, sponsors and exhibitors. But consider offering smaller, specialized virtual events for niche groups—attendees who have a similar job or specialty, or who are interested in the same topic. People are more likely to make the effort to attend a virtual conference when every session is geared to their specific interests, and every attendee does the same type of work or deals with the same issues.

Because they don’t require additional time off and a travel budget, virtual niche conferences also attract people, including recent graduates, who want to explore a new specialty or position. They’re a more affordable option for employers. Employees who don’t have a large professional development budget are more likely to attend a virtual conference targeted to their position or specialty. They get a better bang for their buck when every session is relevant.

Which niches hold potential?

You may already know which niches have promise, but if you don’t, your ability to find out depends on the type of the data you capture in your AMS/CRM, LMS, event platform, email platform, and/or website analytics. If you have data related to a person’s job, specialty, and interests, you can segment your database to see which groups are large enough to merit a niche conference.

Then you need to find out if there is an interest for a niche conference with any of these groups. You also have to assess whether you have the resources to plan and host a niche conference.

•   For which niches can you offer strong, deep content?
•   For which niches can you find content support from sponsors?
•   Which niches would attract enough exhibitors?

What can you do differently with a virtual niche conference?

Because of their size, you have more flexibility when planning a niche conference.

Rethink the schedule

What kind of conference experience does the niche prefer? Don’t assume, ask them. We’ve seen a trend away from all-day virtual conferences. Instead, many associations schedule sessions on a series of afternoons, which is better for west coast attendees.

Try a mix of session lengths—express, regular, and deep-dive. We’ve seen niche conferences that only offer one track of sessions for everyone, and some that schedule an occasional slot for a few concurrent mini sessions.

You could spread out the afternoons over a few weeks, and host discussion groups and social meetups in between. If the conference is a success, consider starting a series of niche “summits” with time in between to promote related online educational programs.

Build engagement into session content

Because of their size, large conferences are generally passive experiences with the session chat box serving as the only source of “engagement.” I think you’ll agree, that’s hardly engagement. With a smaller audience, you can take advantage of breakout rooms and other tools to offer the interactive exercises and discussions that lead to effective learning.

You can aim the conference at a specific level of career experience. With hyper-relevant content, a more advanced niche can go deeper into the nitty-gritty. Virtual allows you to bring in higher caliber speakers at a lower cost. For an early-career niche, you might provide introductory content, personal growth sessions, and coaching and mentoring services.

Keep it interesting by playing around with session formats:

•   Solution rooms
•   Thought leader Q&As
•   Research briefings
•   Roundtable discussions
•   Product case studies
•   Ask the expert sessions
•   Brainstorming or ideation sessions

Focus on facilitating connections

This is where niche events excel—conversations. At large virtual conferences, names scroll by quickly in the chat. Only the truly proficient networkers leave a large virtual conference with a handful of new connections. Most people close their laptop and rub the exhaustion out of their eyes.

At a smaller niche conference, attendees keep bumping into the same people in chat boxes and breakout rooms. By the time the conference is over, they have truly connected with people and their faces, not just seen their names.

You can facilitate these relationships by hosting a pre-event meetup. Share the attendee list before and after the conference. Open virtual lounges for coffee chats, lunch breaks and end-of-day meetups. Offer matchmaking services, both one-to-one and group. Schedule topical discussion groups for eight people max in each.

You could also host a backchannel between sessions, either on Slack or your event app, in your online community, or wherever they already hang out. If non-member attendees can’t access your community, you won’t want to do it there.

Invite the most appropriate sponsors and exhibitors

Find sponsors and exhibitors who will receive value from associating with the niche’s market segment. Some niches will be an easier sell than others, so price accordingly. Collaborate with sponsors on ideas for sharing their expertise with attendees, perhaps in sessions and discussion groups, or just sharing their budget via conference scholarships.

If attendees aren’t purchasing decision-makers, it will be a tough sell for exhibitors. Participation will be about brand awareness and relationship-building for the future. Think beyond virtual booths to case studies, demos, and other ways to share expertise.

Plan post-event activities

What other programs and events would interest this niche audience? Provide a promo code for relevant courses or certificate programs. Schedule exclusive “alumni” webinars and social meetups. See if there’s an interest in learning cohorts or communities so they can continue growing together. Ask some of them to participate in an advisory group that helps you plan future conferences and programs for that niche. If you continue to host programs that keep attendees connected with the people they met at your niche conference, you will keep them coming back to your website and education catalog.

With artificial intelligence driving so much of what we see on the web, the world around us is becoming more personalized. With niche conferences, your association can deliver a more relevant and personalized education and relationship-building experience to your attendees—a place where they can share and celebrate their collective intelligence

Originally posted here

Congratulations, New Certified Association Executives in Australia & New Zealand!

Sarah Gamble — Thu, 20 Jan 2022 22:36:35 GMT

Congratulations to the eighteen (18) AuSAE members who recently earned the Certified Association Executive (CAE) credential and joined our growing cohort of CAEs in Australia and New Zealand.

The Certified Association Executive (CAE) credential is the marker of a committed association professional who has demonstrated the wide range of knowledge essential to manage an association in today’s challenging environment. There are more than 4,700 CAE’s worldwide. There are currently 27 CAE's in the AuSAE membership.

The CAE Program serves to elevate professional standards, enhance individual performance, and designate those who have acquired and have demonstrated knowledge essential to the practice of association management.

The CAE is the highest professional credential in the association industry.

Among those who earned the CAE credential are several of our colleagues who have achieved this distinguished global credential. Please join AuSAE in congratulating:

Alana Nixon, CAE
Business Manager, New Zealand Institute of Quantity Surveyors
Andrew Hiebl, CAE
Chief Executive Officer, Association of Australian Convention Bureaux Inc
Andrew McCallum, CAE
Member & Community Engagement Manager, .auDA
Craig Young, CAE
Chief Executive Officer, TUANZ
Donna Vincent, CAE
Secretariat, New Zealand Paint Manufacturers Association Inc
Gillian Morgan, CAE
Director, Morgo Online
Jeremy Irvine, CAE
Executive Director, Victorian TAFE Association
Leigh Catley, CAE
General Manager Communications, Federated Farmers NZ
Lyn McMorran CAE
Executive Director, Financial Services Federation
Lynda Booth, CAE
Director, Total Management Solutions Ltd
Melissa Ekberg, CAE
Associate Director Industry & Government Relations, Civil Contractors Federation – SA
Michelle Weston, CAE
Chief Executive Officer, Caravan Parks Association of Queensland
Paul Cargill, CAE
Manager Fellowship Services, Royal Australasian College of Surgeons
Peter Saffin, CAE
Chief Executive Officer, The Mathematical Association of Victoria
Rebecca Mather, CAE
Engagement Manager - Technical Groups, Engineering New Zealand
Robin Shepherd, CAE
Head of Operations & Member Services, The Recruitment, Consulting & Staffing Association
Sally Bunce, CAE
Director of Events, Infrastructure Sustainability Council
Tania Cotter, CAE
Chief Executive Officer, Physical Education New Zealand

AuSAE, in partnership with ASAE, launched the first localised version of the CAE credential in New Zealand and Australia in February 2021 and are committed to championing this important credential for the sector and furthering the association management profession.

AuSAE offers a study course twice a year to help professionals prepare for the exam. For more information about the credential or to register for the February 2022 study group, visit the AuSAE website ausae.org.au/cae

2022 Membership Marketing Benchmarketing Survey has launched

Sarah Gamble — Wed, 19 Jan 2022 03:50:53 GMT

For the 14th consecutive year, Marketing General Incorporated (MGI) is conducting its in-depth research to benchmark the practices used by associations in recruiting, engaging, and renewing members.

This year’s survey will explore the impact on membership as associations continue to emerge from the pandemic. This year, we have incorporated more questions on dues policies and practices to answer many of the questions we receive from clients and survey participants.

The more data MGI can collect for this study, the richer the results for all associations. We ask you to please take some time now to complete this questionnaire.

Take the Survey

To thank you for participating, MGI will provide you with a copy of our final printed report, and an opportunity to win one of 20 $50 Amazon Gift Cards. The 2022 Membership Marketing Benchmarking Report will provide valuable findings based on results from this year’s research.

To begin this survey, please click on the “Take the Survey” button below.

Take the Survey

ASI Acquires OpenWater, the Market-Leading Provider of Application & Review Software and Virtual Event Management Solutions

Sarah Gamble — Mon, 17 Jan 2022 06:37:19 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), the provider of iMIS — the world’s #1 SaaS solution for associations and non-profits — announced today that it has acquired Arlington, VA-based OpenWater. Terms of the deal were not disclosed; there will be no change in OpenWater’s management, staffing, or day-to-day operations.

OpenWater’s platform is used by more than 500 associations to manage awards programs, fellowships, scholarships, and grants as well as accreditations, abstracts (call for papers), and hybrid/virtual events.

OpenWater has been an Authorised iMIS Product Partner for several years and integrates with all versions of iMIS. Data collected through OpenWater is available in iMIS, saving clients time, boosting productivity, and providing a single, comprehensive view of member activity.

“OpenWater has been a long-term partner with ASI and together we’ve provided innovative solutions for the association and non-profit communities,” said Kunal Johar, Co-Founder of OpenWater. “We’re looking forward to joining the ASI family to explore ways we can provide even greater value to our clients in the future.”

“I’ve always wanted to find the perfect home for OpenWater and I’m excited to have found that with ASI. I first met Bob Alves during 2019 and I’ve come to be impressed with how ASI has kept their foot on the accelerator after all these years. They continue to invest in their products and make sure their customers have top-level experiences. The culture fit between the two companies is obvious and I’m excited for what the future holds,” said Timothy Spell, CEO of OpenWater.

“Over the years, we’ve been impressed with OpenWater’s platforms, management team, corporate values, and commitment to client satisfaction,” said Bob Alves, Chairman and CEO of Advanced Solutions International. “In partnership with them, we’ve been able to offer our clients best-of-breed application and review solutions and we can’t wait to work even closer with them to find new ways to expand and enhance our offerings to clients.”

Learn more at www.advsol.com/imisinspire.

About OpenWater

OpenWater is a software company based in Arlington, VA (Greater Washington, DC area) in the United States providing an application and review software that streamlines and simplifies award management. It also offers a virtual event platform to manage online, in-person, and hybrid conferences. Visit www.getopenwater.com for more information.

About ASI

ASI is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems — the #1 association and continuing education learning management system.

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

The Move to Online Learning

Sarah Gamble — Thu, 13 Jan 2022 02:01:10 GMT

Professional education is changing. With advances in technology, the delivery of online training has really come into its own. Once the poor cousin of face-to-face workshops, online delivery is now offering a much better experience with immersive learning environments and the ability to progressively assess understanding of key outcomes.

Professionals also increasingly expect to be learning via the internet. They expect on demand access to information including learning, to be able to take part in professional development wherever and whenever they need to learn - and on any device they choose, from traditional computers through to tablets and smart phones.

Research conducted by Professional Associations Research Network (PARN) of 1299 professionals about online learning found that the reason for choosing e-learning was clearly led by convenience.

Reason for Choosing E-learning

I can do it at a time to suit me 76%
It is cost effective 59%
I don’t have to travel 57%
The learning I wanted was only available via e-learning 28%
I prefer this mode of learning 17%
It is fun 10%
I don’t have to talk to other people 6%
Other 11%
No reply 1%

Base 1299

The march of technology in elearning

The advances in online learning design tools as well as a raft of new technologies including Alexa, Amazon Comprehend, Google Natural Language, Augmented and Virtual Reality are driving a revolutionary change to the landscape of learning. And it is happening faster than we ever expected.

What were once abstract and futuristic ideas about education are delivering unexpected opportunities, with current and emerging technologies able to deliver deep, immersive learning experiences unlike anything that have come before. In the near future, it will be commonplace to use a learning system that picks up that you have not understood a concept prior to moving onto the next idea. Instead of leaving you behind, the system may add in a series of questions to ascertain how much or little you have understood, and then design an individual pathway to the learning outcome that suits you. It may even use that understanding to tailor the delivery method of the rest of the course to your personal cognitive proficiency.

Finding the capacity to harness elearning opportunities has never been more important. As larger global players, unconstrained by a borderless digital world, move into local markets, Australian professional bodies are challenged to assert their own ability to deliver professional training.

AuSAE has partnered with Pointsbuild, an Australian owned e-learning company to design, build and deliver the new Learning Hub and new staff induction course, ‘Association Essentials’ and have more courses in development.

Pointsbuild works with associations to develop to transform learning content into engaging online learning experiences, delivered on a robust, online platform that puts learning at the forefront of thinking. To find out more about Pointsbuild, visit www.pointsbuild.com.au.

Digitally Transform Your Association in 3 Steps – New Whitepaper

Sarah Gamble — Mon, 10 Jan 2022 00:03:17 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, has released a new whitepaper “3 Critical Steps to Digitally Transform Your Association”.

If you have been thinking about creating a Digital Transformation Strategy but aren’t sure how to get started, download this complimentary new whitepaper from ASI at: https://content.advsol.com/digitally_transform_association

The whitepaper provides best-practice advice from association clients that have successfully transformed their organisations and will show you how a well-executed plan will impact every aspect of your organisation — streamlining how you operate and how you deliver value to your members.

How to structure an effective strategy
Where to focus your initial efforts
What you need to build an innovation group that will challenge the status quo
Which technology can best support your objectives

Download a complimentary copy

About ASI
ASI is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems, the #1 association and continuing education learning management system.

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

The importance of continuing professional development for associations

Sarah Gamble — Thu, 09 Dec 2021 22:59:58 GMT

Understanding the importance of continuing professional development, or CPD, and its role in furthering the progress of individuals, professions and professional associations encompasses a range of factors.

Among them are regulatory shifts, consumer/client expectations and wider changes to the techniques and practices of professions. However, there is also the drive to improve competencies, enhance competitiveness through the use of new technologies and grow an association’s reach and revenue base.

One of the key steps in developing an effective CPD program is gaining a clear picture of how it can benefit members and practitioners, and how these benefits will be tracked and measured over time.

There are two main pressures driving CPD:

Your members’ clients, employers and general public – who need to trust your members are up to date and competent in their professional skills and judgement.
Governing bodies – who will impose regulation if they feel a profession is not meeting required professional obligations and standards.

When thinking through your professional development and compliance programs, the outside view of your profession is an important starting point. There are also commercial pressures on your organisation, with a growing number of local and increasingly international companies eyeing off the CPD market with profits in mind. It is no longer safe to believe being the natural repository of standards and knowledge gives you an additional advantage in the new environment.

Your members will also create pressure to drive the development of your CPD Programs. They will rightfully look to your organisation as a leader in their field and want to see a clear pathway of learning which will help them develop their knowledge and skill base, so they can be at the cutting edge of their profession. They are also looking to support their own internalised ethic of professional integrity and reputation.

AUSAE has partnered with Pointsbuild, a leading online CPD provider, to help members to understand the opportunities that continuing professional development can benefit both your organisation and your members. Pointsbuild will work through the elements of and process for developing a CPD program for your organisation.

A great place to start is with AUSAE’s new an online learning platform and CPD course, “Association Essentials”, which was developed with Pointsbuild. This course provides associations with an effective new staff induction tool, providing staff with key background and foundational knowledge as they start their journey in association management. The course provides practical examples of the support and activities associations provide to their members and their collective contribution to society.

Pointsbuild empowers professional organisations to deliver flexible, tailored and engaging educational experiences to members, helping them advance careers, enhance credentials and meet their regulatory requirements all the while helping lead conversations that advance the wider industry as a whole. To find out more about Pointsbuild, visit www.pointsbuild.com.au.

Steal the Template: Welcome Letter to New Members

Thu, 02 Dec 2021 18:20:40 GMT

Think back to the last time you joined a new group, professional or otherwise — it was probably a little intimidating. Everyone seemingly already knows one another and what to expect, and the unknown can be a bit scary. It feels a little bit like showing up to a party where you don’t know anyone else there.

Your association’s new member welcome and onboarding process sets a valuable first impression for your recently joined members. A strong start gives you an advantage in facilitating long-term happiness and success as part of your community.

Here are some tips on how to welcome new members to your association or membership-based organization.

Start with a helpful welcome letter to new members

Have you ever been thrilled to become a member of a group, only to feel ghosted and lost after signing up? This doesn’t exactly create the best first impression. One major mistake that associations make is neglecting a comprehensive onboarding process for members.

The new member welcome letter may be the first piece of direct communication your members have with your association and is critical for increasing the odds of retaining them in the long run.

9 Things to include in a new member welcome letter

1. A personalized greeting

Always be sure to include a personalized greeting in your welcome letter, as opposed to a generic one like “Valued Member.” Using a first name in your greeting fosters a friendly and caring atmosphere for the new member to feel comfortable getting to know you more. Being called a “valued member” will make them feel significantly less valued!

2. Gratitude for joining

Let your new member know how much you appreciate them joining your organization — after all, members keep you running! The earlier you can thank a member, the better they will feel. This is a positive step in building a long-term relationship.

3. A recap of the benefits they receive for being a member

In the same vein as providing access to a member portal early, you want to make sure to highlight any benefits your new members may want to use immediately. This is also a great way to remind them why they decided to sign up.

4. Instructions on how to log into their account and access the member portal

Show your members how to get engaged right from the start! Include brief, easy-to-understand instructions on how to access their member portal inside the welcome letter. The earlier this is done, the more likely your new member will dive into all of the resources you have available.

5. An overview of next steps or upcoming events

Remind members that there’s more to their membership! Let them know what to expect next from you, whether that is a new member packet in the mail or a full onboarding series of content. Let them know of any upcoming events that they may want to attend.

Pro tip: if you know their specific interests, tailor this list to events that you think would be of particular interest to them. You may also want to tell them about special committees or councils they might be interested in joining.

6. Links to important resources and/or training guides

Give your new members a roadmap to becoming informed, established members. However, be sure to keep this list of resources short to avoid overwhelming them.

7. Information on where to go to for help

In case your new members hit any snags while looking through the resources you provided above, provide an easy, straightforward process for where to go for help to avoid any early frustrations with members. You want your members to feel like your association is easily accessible and always there for them.

8. A request to whitelist your domain so they don’t miss your communications

Now that you’ve provided value to your new members early, take this opportunity to remind them to whitelist your domain so they won’t miss any future emails! Many associations’ emails get blocked by email firewalls, so requesting they save your email address as a contact can help improve email deliverability.

9. An invitation to ask questions or share why they joined

Just in case there is any pertinent information that your email didn’t cover, invite members to ask you questions directly. This is also a good opportunity to ask them to share why they joined your association!

New member welcome letter template

Need some more help getting started? Here is a template for a new member welcome letter you can tailor for your own association or membership-based organization:

Dear [new member first name],

Thank you so much for joining [your association’s name]! We’re so excited to have you on board and can’t wait to get to know and serve you.

We invite you to log in at [website URL] to complete your membership profile with the following information:

Email: [email]

Password: [password]

Once you log in, you’ll be able to access these exclusive, members-only resources!

[list top resources available in member portal]

To help you get involved, here are a few upcoming events we think you’ll enjoy. Attending our events is a great way to learn, meet other members, and have fun!

[list upcoming events here]

In addition, we want to make sure you’re taking full advantage of all the membership benefits now available to you! Here are a few other things you can get started with right away:

[List primary membership benefits]

We’ll be following up next week with our full membership welcome package, so keep an eye out for that! Be sure to add this email address to your contact list to avoid missing out on any important messages and exclusive content!

Should you need any assistance or have questions about your membership at any time, please feel free to contact us at [phone number] or email us at [email address].

Got everything you need? We still welcome you to reach out and let us know your thoughts on your experience so far!

Best of luck to you, and thank you for being a part of the [association name] community.

[Your name]

[Your title]

Follow up with personalized information

If a new member indicated they are interested in a particular member benefit, be sure to follow up and direct them to those specific resources and how to access them. Be sure to do this in the earliest stages of their membership so they can find exactly what they’re looking for, right from the start.

Hold quarterly new member social gatherings

New member socials are a great way to facilitate networking and foster a sense of community among those who recently joined your organization. New members can ask questions and meet each other in a non-intimidating environment. The frequency of these new member socials will depend on your individual association — if you have a lot of new members each month, monthly events might be a better fit.

Check in with your new members

Checking in on new members a few months into their membership not only provides your association team with insights on your member onboarding process, but also helps you build meaningful relationships with members that will keep them a part of your organization for the long haul.

Provide an online forum where members can welcome and interact with one another

Your association should have some sort of digital forum where members can connect with one another. This is a great place to introduce new members with a short bio and open the doors for existing members to welcome them into the fold. Another nice touch would be to add a new member’s welcome section to your email newsletter.

Create a buddy system

A great way to make new members feel comfortable and connected is by creating a buddy system that connects new members with veteran members. This will automatically make them feel like they’re not alone and they have an experienced person to whom they can direct their questions. It’s always less intimidating to attend an event when you know someone who will be there!

Keep the communication going

It is easy to let communication with new members fall by the wayside once they have completed initial onboarding. However, in order to keep them engaged and happy in the long-term, be sure to continuously make members feel valued and appreciated!

How you welcome new members to your association sets the tone for their overall membership experience, so don’t neglect this important part of the process.

Posted Here

A Creative Way to Solve a Membership Dues Riddle

Thu, 02 Dec 2021 18:17:29 GMT

The pandemic’s impact has been inconsistent—affecting people in vastly different ways. One association came up with a plan to keep dues revenue steady, while also giving its members a part to play in building—and sustaining—the community in crisis.

By Lisa Boylan Nov 30, 2021

Making the decision to raise dues is an ongoing dilemma, exacerbated by financial uncertainty—and at times inequity. The American Sociological Association found a way to help its members—and give them a chance to help one another—with an inspiring initiative that ended up increasing membership.

With the pandemic raging by mid-2020, it was clear to Margaret Vitullo, Ph.D., CAE, ASA’s deputy director, that the group could not proceed with a business-as-usual approach to membership dues because its members were not impacted equally by the crisis.

Some members were facing extreme financial straits, including those at smaller institutions that were cutting staff, while others were able to continue their practices in home offices. Not only were those latter members able to maintain their salaries, they also lowered their expenses because they were not commuting or incurring any other in-office-related expenses. “It’s a very complicated situation,” Vitullo said.

In discussing what to do with her team, three things became clear.

ASA had no way of knowing who needed financial help and who might be able to help others.
The community of sociologists needed each other more than ever.
ASA’s mission—to support sociologists in their work, advance the discipline of sociology as a science and profession, and promote the contributions and use of sociology to society—was paramount.

Pay-What-You-Want Pricing

So, ASA developed the Pick Your Own Sponsorship program to respond to a complex reality. Under PYOS, ASA was able to keep membership dues steady. The group gave members the opportunity to either take a sponsorship—reducing their dues by 10, 20, or 30 percent, or give a sponsorship and add a donation of 10, 20, or 30 percent on top of their regular dues payment.

ASA refined the idea for the program by studying business management literature on pay-what-you-want pricing and then built risk-ratio modeling for what might happen if they did implement the program. Research into pay-what-you-want pricing revealed a need for a suggested price point. ASA used its 2020 dues rate and then gave members a range they could choose from—but limited that range.

The support of ASA’s elected leadership was a critical element in making the program a reality. “PYOS could not have happened without their vision and willingness to take risks at a time when courage was needed,” Vitullo said. The board’s willingness to go out on a limb was rewarded: More than a quarter of members participated in the program, and ASA’s membership grew by 14 percent in 2021.

An Intangible Member Benefit

ASA developed a three-question pulse survey and 70 percent of members who took a sponsorship said they likely would not have joined without the sponsorship options. “They said the sponsorship option made them feel seen, valued, and that they weren’t alone,” Vitullo said. Sponsorship donors also praised the program: “They commented on how happy they were to help their colleagues, build community, and contribute to keeping the association strong.”

The importance of community, especially in times like this, cannot be overstated. “When you start to focus on concrete membership benefits, you can lose sight of the intangible benefits of membership like community,” Vitullo said. The PYOS program reinforces that sense of community.

“In the midst of a pandemic, that’s one of the things we all need,” she said. “We all need community to make our way through this.”

Posted Here

Rekindle Your Staff’s Sense of Purpose

Thu, 02 Dec 2021 18:14:10 GMT

Associations can leverage the mission-driven nature of their work to help employees find meaning at a time when many are struggling to rediscover their passion for their work.

By Michael Hickey Nov 30, 2021

National trends indicate that at least some of your team is suffering from burnout. Some of the issues that drive burnout are a part of today’s work life: a stressful public health environment, questions around remote work, and isolation.

But there’s one factor behind burnout that associations are uniquely positioned to combat: a loss of purpose. After all, associations are built on a mission.

“The work that we do is mission-driven, purpose-driven, serving certain industries and communities,” said Mariama Boney, president and CEO of Achieve More LLC. “Recognizing the impact we make in the world is absolutely critical.”

How can associations help their employees revitalize their sense of purpose? Consider these tips from Boney.

Connect Employees With the Community They Serve

Associations often do work on behalf of a particular community or group, but employees may not always be able to see that impact firsthand. Organizations can revitalize employees’ sense of purpose by sharing member stories that demonstrate that impact. Have you received correspondence from a community member lauding the work that your organization does? Pass that on to the entire staff to give employees a chance to connect to the community in a way that doesn’t add to burnout by placing additional demands on their time.

“[Connecting with the community] is helpful so long as it’s not giving employees one more thing to do. That’s where we get to burnout, because people already feel like they have enough stuff to do,” Boney said.

Dan Cable, author of Alive at Work, presented a real-world example of this in Harvard Business Review: A leader at pharmaceutical company F. Hoffmann-La Roche AG shared a story of the profound impact a new technology had on a patient with diabetes, which made those who developed the technology “feel more purpose” for months afterward.

Let Employee Voices Be Heard

If workers feel their concerns and suggestions aren’t being heard, they may start to believe that their hard work and long hours are for nothing, further disconnecting them from your organizational sense of purpose. Show employees that their input matters by providing plenty of opportunities for them to voice their thoughts: town halls, all-hands meetings, one-on-ones with direct reports, surveys. From there, show the impact employees have by working to implement their ideas.

“Pulling people together, asking them for their ideas, allowing them to utilize their expertise, and taking some of their ideas creates a sense of connection, belonging, purpose, confidence, and pride,” Boney said.

Provide Opportunities for Continual Growth

One of the hallmark signs of burnout is a feeling of cynicism or hopelessness toward one’s career, which could arise if someone doesn’t think there’s any possibility for growth or advancement. Organizations can keep this feeling at bay by consistently giving employees opportunities to learn new things, pick up new skills, and develop relationships with senior leadership.

“People want to continue to grow,” Boney said. “They want training and learning around what they do every day.”

Professional development can take many forms—training courses, webinars, workshops, certifications—but Boney emphasized coaching, where managers and senior leaders mentor younger employees and guide them to the next stages of their careers.

Humanize Your Organizational Culture

Because the pandemic has brought on challenges that may erode one’s connection with others, organizations should focus on humanizing their cultures so that employees can develop genuine connections with each other, which will help reinvigorate their sense of purpose. And the job starts with leadership, who should be checking in frequently to get a pulse for how employees are feeling, what they’re struggling with, and what they need right now.

“It’s key that we have inclusive and compassionate leadership, because of the way in which the world of work is changing and the trauma we’ve seen on a number of different levels,” Boney said.

It’s also about finding ways for your staff to come together, such as planning staff retreats or events outside the workplace.

Posted here: Burnout Recovery & Prevention: A Sense of Purpose Rekindled - Associations Now

Associations: Walking Along the Footpath

Thu, 02 Dec 2021 18:10:38 GMT

I was riding on a bus in Rotorua the other day and thought about associations and how they interact with society. If you ride on a bus – you’re dealing with the Bus and Coach Association.

As you step off the bus and walk on the footpath…

Let’s think about the footpath for a moment. There have been multiple associations that have assisted in developing and building one important product. Architects NZ, Planning NZ and Engineering NZ for designing the concrete. The Concrete NZ Association for ensuring the correct concrete is supplied and laid. Civil Contractors NZ members build the footpath. The Building Officials Institute of New Zealand trains and supports the local council that signs off the finished product. Taituarā and Local Government NZ supports the council. Retail NZ and Business New Zealand members supply the products and tools that were purchased to make the footpath. I’m sure I’ve missed other associations along the supply chain that have also assisted in some way to build that footpath.

With all processes there must be standards, both in delivery and specifications. This is one of the most important explanations as to why trade and professional membership organisations exist in New Zealand and around the world. And this is just the footpath. As I walked down the street I saw fences, houses, cars – every single one of these items have had multiple dealings with associations. Associations touch every single item in our daily lives.

Think about when you’re sitting down at your desk, looking at a magazine or book. How was it produced, how was it delivered to you? It is of a high standard to ensure the best user experience. How many associations assisted in this? Even your ability to read the magazine – how many associations have touched your education? Early Childhood New Zealand, kindergarten associations, NZEI, Primary and Post Primary Schools Association, New Zealand School Trustees Association and many more.

Conferencing and meetings touch all associations. They are held to discuss new ideas and be educated by subject matter experts and their peers. When we hold our conference, there is an expectation of delivery standards. Think about how many associations a delegate / client uses when they are at a destination. From the airport, to using a taxi or transportation vehicle, to a hotel or motel, to a restaurant or bar, to the venue, to the products and services that are utilised when running a conference. That’s just at the conference – how many people purchase gifts or go shopping when they’re in your destination? Every single one of these services that delegates use is attached to an association. When associations can finally meet safely, hopefully in the early part of 2022, the big questions need to be asked of the conferencing community, as many organisations have not delivered many face-to-face conferences and meetings for numerous months.

What support are you going to give delegates to ensure that they can meet safely, over and above any government-mandated policy? Are you communicating this to the respective associations to ensure delegates have confidence in coming to your venue / hotel or destination? I believe the most important question is what do the delivery standards look like for delegates that are conferencing at your place? Like the footpath we don’t want it to crumble when walking on it. And at the same time, we don’t want our conference to fall over because of delivery and service standards. The question for the industry is who you are looking to, to ensure that your standards are not compromised when we lead back into recovery mode from this awful mess where are in at the moment?

What standards are you striving to achieve? Think about that when you’re walking along the footpath.

Truly yours Brett Jeffery

Brett Jeffery Australasian Society of Association Executives (AuSAE) Phone 027 249 8677

December 2021

Planning for 2022: Insights about Digital Transformation, Member Engagement & Retention, Innovative Learning

Sarah Gamble — Tue, 23 Nov 2021 04:21:40 GMT

We recently invited our Premium Alliance Partner, Advanced Solutions International (ASI), to talk to association leaders about what they should be looking forward to and planning for in 2022.

In our webinar, Paul Ramsbottom, Managing Director of ASI, shares his insights on how associations can focus on continuous performance improvement and be a learning organisation.

To become a learning organisation, having good data to make good decisions is the key. It allows you to be agile and accelerate your digital transformation, keep driving member engagement and retention, and deliver a modern online learning experience for your members.

Given that many associations are planning for 2022, we want to ensure that you can access this relevant and timely resource. We encourage you to watch the webinar recording to hear your year-end checklist for planning for a successful 2022.

Key Takeaways for Planning for 2022

Create an “innovation group” to test and pitch new ideas
Use strategy as the key driver for technology
Eliminate legacy systems and processes, and data silos
Build a member journey map to better understand your members
Create and test a “digital-only” product or service such as micro-credentials - digital accreditation member cards
Consider a mobile app as a digital-only offering for your members

We hope this resource will help your association plan for 2022.

WATCH RECORDING

New Zealand returns to AIME in full force

Sarah Gamble — Thu, 18 Nov 2021 23:23:19 GMT

New Zealand’s Business Events industry will be at AIME 2022 in force, with three new convention centres aiming to attract new events business.

Tourism New Zealand will be anchoring the stand with an increased number of New Zealand partners on board to showcase their new developments.

Tourism New Zealand General Manager Domestic & Business Events Bjoern Spreitzer says: “Our industry revolves around meeting face to face, and New Zealand is very excited about returning to AIME and meeting in-person again. We’ll be turning up with a bigger contingent than last time to showcase what we have to offer the Australian and regional market.

“We can’t wait to update the world on what’s new in New Zealand, from our amazing incentive activities to our three new, purpose-built convention centres in Christchurch, Wellington and Auckland.”

This includes Te Pae Christchurch Convention Centre, which is due to open its doors imminently. Its 28,000 sqm of flexible space includes: a 1,400-seat tiered auditorium, divisible into two 700-seat venues; a 1,000-seat banquet space overlooking the beautiful Avon River; plus extensive meeting space and expandable exhibition halls.

Next in the pipeline is Tākina, the new Wellington Convention and Exhibition Centre, opening in 2023 in New Zealand’s capital city. Tākina can be customised to accommodate a plenary of up to 1,600 delegates, with two divisible plenary halls on separate levels which can be easily combined; plus a 1,800sqm exhibition hall, stand-alone meeting rooms, and fully integrated best-in-class AV and ICT systems.

Meanwhile, work continues on the New Zealand International Convention Centre (NZICC) in the heart of Auckland city. Its flexible convention and event space can cater for up to 4,000 people across 32,500 sqm. The configurable spaces over 4 levels present opportunities for a wide range of events including theatre capacity for 2,850 and up to 33 meeting rooms.

For more information on holding your next event in New Zealand, head to: businessevents.newzealand.com

Member Value Equals Sponsor Value

Thu, 18 Nov 2021 19:20:35 GMT

Deliver the Goods

If an abrupt pivot wasn’t part of your previous business experience, it’s on your radar now. One of my personal pandemic resets taught me that sometimes a sudden challenge is also an “aha moment”. Of the many shifts in strategy .orgCompanies made over the last year, .orgCommunity’s approach to sponsorship held one of those epiphanies.

When the pandemic drove our signature events to a virtual platform, like everyone else, we had to rethink how we could offer value to the partners who help make our conferences possible. We found success in a new sponsorship equation. Instead of looking at how sponsors could contribute to .orgCommunity, we began considering what our partners could offer our members and how we could use digital strategies to deliver that value.

Shift Perspective

Even before the online migration, it was clear that sponsors were searching for new kinds of relationships with associations. Logo placements and exhibit booths are one-and-done events. The for-profit world understands that technology puts a continuous stream of communication and value within reach.

Although visibility will always be important, thought leadership and education take brands to a new level of recognition. Companies realize that by creating their own expert content, they can bypass the gatekeeper and step into a new and more influential role.

In the past, it was not uncommon to view the associations/sponsor relationship as a minefield of potential conflict of interest. Interaction was primarily transactional and, at times, adversarial. There were more barriers than enhancements to communication.

This shift in perspective may seem like a threat. But when associations take the initiative to utilize their partner’s expertise, it becomes an opportunity. .orgCommunity’s Solutions Center is an example of how we’re delivering on the new sponsorship equation.

The Solutions Center is a hub on our website where our preferred partners post up-to-the-minute information about their products and services. Video case studies, testimonials, and a host of other materials allow the viewer to self-educate. Members have a 360-degree view of multiple providers that is searchable in a variety of ways. The information is available 24/7, maintained by the sponsors themselves, and offered in a variety of formats.

Video is prominent on the Solutions Center platform. We give the medium pride of place because it is a gateway to deeper engagement and a preferred communications vehicle for younger generations.

Dan Stevens, and his company WorkerBee.TV, helped .orgCommunity maximize our video capacity. WorkerBee.TV specializes in making video accessible for associations. Their Virtual Videographer technology and service lets any group create professional productions. Dan is an authority on all things small screen, an expert at multimedia marketing, and is always at the head of the pack on technology strategy.

During a recent webinar, Dan and Doug Coombs, WorkerBee.TV’s Director of Client Solutions, shared five of their most innovative ideas. These are strategies that offer value for both members and sponsors. This post recaps highlights of our conversation.

Serve What Your Members Want

When you serve the menu members are looking for everyone wins.

When we offer the menu members are looking for, everyone wins.

“Members want three things,” Dan advises. “They look to the association to be informed, educated, and inspired. Sponsors are seeking to position themselves as thought-leaders and share expertise. Integrating sponsorship goals with your content model is a good strategy to ensure that these interests intersect.”

Each of the five strategies Dan presented fulfill these criteria:

Benefit both members and sponsors
Generate non-dues revenue
Are a proven success
Offer a lifetime of at least one year, and often longer

These are powerful ideas because, although they begin with video, there is the potential to repurpose and restructure in a variety of mediums at a wide range of price points. This flexibility aligns well with what I call Association 4.0™ leadership and the digital marketplace.

1. Reimagine the Magazine

When was the last time you purchased a magazine? These days, it can even be hard to find one in an airport. A video-zine gives the old-school format a truly contemporary makeover.

“The idea,” Dan advises, “Is to produce lively or thought-provoking content on a consistent theme over a determined time period. The topic might be best business practices, member profiles, or an exploration of a professional innovation or challenge.”

A video-zine gives the old school format a contemporary makeover

This format provides opportunities for multiple partners to contribute content and sponsorship at varying levels. You can structure your video-zine to deliver premium, midrange, and lower-priced solutions. Just like a print publication, you can offer a full-page ad, a front or back cover, or a range of alternatives. The options are only limited by creativity.

2. Make Your Best Content Better

Whether the event is in-person, virtual, or hybrid, associations invest precious resources in producing conferences. That content is too valuable to sit on the shelf.

“We tend to firehose our members with content. That’s not a good digital strategy,” Dan cautioned. “Facebook and the other big online platforms release content at a continuous slow drip so users keep coming back. You can do the same thing.”

Members don’t want to consume all their content in one bite. An ongoing stream of quality information gives your brand and your sponsors continuous visibility. Review your best offerings and consider how you can repackage them to meet users where they are at a given moment.

For example, you might consider turning a full-length presentation into a two-to-three-minute microlearning video or even a social media post. Or create a multipart podcast series or a Video-Zine based on your annual meeting.

3. Promote the Pundits

Your members aren’t the only experts out there. Sponsors have access to cutting-edge information and research. Find out who the pundits are in your corporate community and give them the thought leadership they are seeking. They can help you create an entire portfolio of learning materials with minimal effort and resources. Just be sure that the topics are timely and of interest to your constituents.

When your sponsor posts the video on their website, everyone gets double points. The association maximizes its brand reach, and your partner gains the credibility that only a professional organization can offer.

4. Provide Solutions

“Exhibitor portals at virtual events typically had a poor result,” Stevens observes. “That’s because they were a temporary solution. After the event, finding your way back to that information is a challenge. Also, gatekeeping sponsor exposure based on a company’s level of support isn’t helpful to members who want to educate themselves and shop online. Members are looking for more than a logo.

A Solutions Center, similar to the site that .orgCommunity created, is a strategy that exemplifies both the new sponsorship equation and a digital perspective. Members can filter, find, and search vendor offerings on their own time. And sponsors receive continuous exposure to the largest possible audience.

5. Distribute Broadly

Omnichannel distribution is an idea that WorkerBee.TV is piloting with a new docuseries on the future of work, called “Jobs of Tomorrow.” Dan believes the rate of change in the workplace, compounded by a talent shortage, will be a hot-button issue for associations and their members.

“Each episode is designed to tell the story of a member’s changing career,” Dan explains. “We’ll explore how their profession is being transformed by technology, industry, and culture. There’s the opportunity to feature a member or a student in every segment, and highlight experts and sponsors who are helping make these jobs better, faster, safer, and perhaps, greener.”

The series will be promoted in a multimedia campaign. But WorkerBee is also taking distribution a step further by planning to launch the documentary on OTT (over-the-top, or streaming across different devices) distribution, such as Amazon Prime.

“This more public-facing exposure builds awareness about the profession and is a pipeline into organizational pride for today’s members and perhaps for tomorrows too,” Dan observes. “We sold out season one in the first 10 days.”

Use Data

Successful sponsor relationships depend on proving that you can deliver a return on investment. A significant benefit of being digital is the ability to provide those results. When I interviewed Dan for our book Association 4.0: An Entrepreneurial Approach to Risk, Courage, and Transformation, he made this observation.

“Today, you can measure engagement, satisfaction, and revenue. But many associations are still asking sponsors to support activities where success can’t be evaluated. It’s impossible to count the sales leads you received from having your logo on a lanyard or a sign on the door. When the 60-year-old chief marketing officer retires, the new 35-year-old executive is going to say, ‘I can’t buy it, if I can’t measure it.’ Associations that are empowered to change are seeing incredible gains.”

Whether you try one or all of these ideas, it’s important to remember that in the new member/sponsor equation, digital strategies deliver the value.

Originally posted here

Communicating is the Only Thing

Thu, 18 Nov 2021 19:11:47 GMT

I’LL START WITH the obvious: 2020 and 2021 have brought a new operational mode for associations and for the members you serve. Everyone is operating in crises – and staying relevant is not only a challenge … it is a make-or-break proposition for all associations, industries, organisations and workers.

As we have been isolated from one another, and largely unable to meet in physical spaces in our normal ways, we also find ourselves “out of sight, out of mind” such that communication isn’t another thing. It is the only thing. Communicating with our members and employees effectively impacts everything from membership and retention to worker attrition, productivity, success at the legislature and the success of our programs. And all of that adds up to your members’ sense of value from the dues they pay your association.

The thing about a crisis is that, while disruptive, it can show what your association is made of to your membership, partners and employees. How you behave in those trying times is a glimpse into your worth, your expertise, your temperament and how you serve. Right now is when you can really show why your association is invaluable – and your members won’t understand that unless you are in touch.

As COVID-19 response, social justice and other #TXlege issues continue to eclipse business as usual, you need to know how to get your message through with confidence … even when you don’t know what’s around the corner. Here are some of the best practices we learned and helped support with associations and other sectors throughout the past year and a half:

In a crisis, it comes down to if your people care about you.

This year, we all saw a lot of industries and associations in crisis.

Some failed and some floundered. But the ones that survived and even thrived did so in large part because they had done the work beforehand of learning about their workforce and customers – establishing trust and a sense of mutual respect. This was the glue that kept people loyal and as companies had to pivot. Where people cared about the brand, they were willing to follow.

But of course, just having the appreciation for your membership doesn’t cut it. You need to say it and you need to show it. Reliable communication on platforms your members frequent – with compelling and concise storytelling – is key. You may think your newsletter is great, but if your open and click-through rates aren’t strong, you may need to rethink your efforts. Thought leadership in trade publications, video, podcasts and live streams may be worth exploring IF your stakeholders use those platforms.

Communication is essential.

“Marketing is the first thing to go” people like to quip. But as it turns out, when push comes to shove, communication is a discipline that stands firmly in the middle. In a time when we’re separated physically amid great uncertainty, it is communication that keeps people informed and confident and productive. Think of the industries, colleagues and other brands in your life that took the time to tell you what they knew, what they didn’t and their plan to keep you safe and comfortable throughout the pandemic. That created loyalty and value whether or not you realized it along the way.

When delivering unquestionable value to your members via communication, you must be timely, respective of their time and attention, attuned to their needs and make each transmission a must-view for them. The best messages are always concise, compelling, authentic and thought provoking. Every time you connect with your audience, you want them to remember why they belong to your association – and how they belong within it.

MacGyver had the right idea.

The 1985 series starring Richard Dean Anderson as the guy who could get out of any tricky situation with his ingenuity was fun to watch because it seemed just within the bounds of reason. In 2020, we’ve been reminded of just how cunning people can be. Watching our respective industries and colleagues piece together platforms and new best practices from other fields with their innovative mindset has taught us that the settings and tools are unimportant.

It is not uncommon to have your association’s communication efforts revolve around what you have always done or what leadership likes to see (or even what other associations do). But if you are tired of putting them together, there’s a good chance the recipients are tired of reading them. What matters in terms of getting things done is keeping your members’ interests at heart and to feel empowered to turn over every stone (and, if you have to, blow them up with a battery, some chewing gum and a paperclip).

Most importantly, communication is a two way street.

The turmoil of the ongoing public health crisis, social justice conversations, political unrest, disrupted supply chains and the “great resignation” has unquestionably changed your association and your relationship with your members, who are operating in a whole new world. If you expect to remain among their priorities and to serve them in a robust way, then you need to be asking them regularly what they need, how they want to hear from you, what keeps them up at night and how you can be of service to them.

And then you need to keep that conversation going.

David Wyatt is Senior Vice President at Elizabeth Christian Public Relations (ECPR), a public relations firm specializing in projects involving media relations, video production, legislative and grassroots efforts, social media planning and execution, business development, event planning and crisis communications. He can be reached at dwyatt@echristianpr.com.

Originally posted here

Two Webinars for Association Leaders: Improving Your Member Journey in 2022

Sarah Gamble — Wed, 10 Nov 2021 03:28:41 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, is hosting two live webinars to help Association Executives improve their member journey and set their associations up for a successful 2022.

Is Your Membership Renewal Journey Magical or Miserable?

Date: Tuesday, 16 November 2021
Time: 2pm to 3pm AEDT / 4pm to 5 pm NZDT
Register: https://us06web.zoom.us/webinar/register/8616363644824/WN_gwbw76HKTeapg_uP6jyXdg

During what has been some of the most challenging times for associations, it’s become increasingly important for Association leaders to step into their member’s shoes and see things from their perspective. When you do -- you might just be horrified by your membership renewal process!

In this webcast, learn how to draw insights from your data, use personalisation and automation to create a compelling, cohesive and frictionless member experience through the renewal process -- and unlock a deeper understanding of the journey members go through to engage with your association and renew.

The following steps in the member renewal journey will be reviewed:

Confidence in your data to inform decisions
Driving personalisation
Using automation to direct the next steps
Tracking and measuring the execution

Your members’ journey through membership renewal may just horrify you!

Ensuring Your Member Onboarding Journey Gets Results

Date: Tuesday, 30 November 2021
Time: 2pm to 3pm AEDT / 4pm to 5 pm NZDT
Register: https://us06web.zoom.us/webinar/register/4416363652356/WN_pvJeCNXATaC_lZoNgTlaAg

A clear and engaging member onboarding strategy is your best member retention tool and fundamental to your association’s continued success. In this webcast find out how to ensure your member onboarding journey gets results for your association.

You’ll learn how you can support a defined onboarding journey, align it to your strategy, and deliver a personalised, frictionless experience for the new member.

The webinar will cover:

Aligning your member onboarding journey goals with your strategy
Driving personalisation
Actively adjust journey execution to meet expected outcomes

View full schedule at: www.advsol.com/webcasts

About ASI

Advanced Solutions International (ASI) is a leading global provider of products, programs, and services that help associations and non-profits improve operational and financial performance. Since 1991 we've helped thousands of clients grow revenue and reduce expenses by providing industry expertise, best practice advice, and proven solutions.

ASI is the developer of iMIS EMS, the world’s #1 association and non-profit software solution, and the only Engagement Management System (EMS)™ – fusing database management and web publishing into a single system – leading to operational efficiencies, revenue growth, and continuous performance improvement. Harnessing the power of Microsoft Azure’s cloud platform, iMIS EMS is purpose-built to meet the most important challenge facing associations and non-profits – Engagement. We have a global network of nearly 100 partners to provide you with a full range of services to implement and support your iMIS EMS platform.

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

The 2022 Digital Academy for Associations is Back!

Sarah Gamble — Tue, 09 Nov 2021 00:28:46 GMT

With a very successful 2021, training over 180 associations, we are pleased to announce the return of the Digital Academy in 2022! Due to the positive feedback we received from Associations all over the globe, we’re coming back even stronger. The Digital Academy in 2022 will see double the number of courses and double the value! Register now to secure your spots.

Double the number of courses in 2022!
20 courses to choose from, covering Association Strategy & Engage iMIS.
Brand new passport registration options are available.
2-3 Association Strategy favourites coming back new & improved.
iMIS training courses condensed into 2-hour sessions every fortnight.
Applications are open for the Digital Scholarship program valued at $15,000.

Enrol Now for 2022

Digital Academy Scholarship Program

In 2022, we would also like to give back. We’re offering eligible organisations in the association community within Australia and New Zealand with 10 x Academy Experience Company passports as part of our Digital Scholarship Program valued at $1,500 each. See the eligibility criteria and apply.

Apply for a Scholarship

For more information, visit www.causeis.com.au

Is your Association communicating its true value to members?

Sarah Gamble — Mon, 08 Nov 2021 03:20:59 GMT

We know a common conversation you may have as an Association leader is centred on how to refine and articulate your organisation’s ‘value proposition’ and how to understand your member’s perception of the ‘value’ you give. It is an ever-evolving and important piece of work for all leaders, especially after the tumultuous environment of the past two years.

If you want to rethink or validate your Association’s value, look no further – there’s help at hand.

Our colleagues over at Zadro, a communications agency who work extensively with Association leaders, have launched a White Paper for Associations: Communicating Your Value to Members Year-On-Year.

Get the insights and support you need to understand and communicate your value, to spearhead your membership retention, engagement and growth strategies for 2022 and beyond.

Click here to access Zadro’s White Paper for Associations.

Read the white paper, talk about it with Felicity Zadro at our upcoming AuSAE webinar: How to communicate your Association's value in 2022 and beyond

Join us on 23 November

Wellington wins international sedimentology congress in 2026

Thu, 04 Nov 2021 19:10:45 GMT

New Zealand has built upon its earth science strengths to win the 22nd International Sedimentological Congress (ISC) in 2026.

The ISC is one of the largest international conferences dedicated to the study of sedimentary rocks and the processes by which they are formed. The ISC is rarely held in the Southern Hemisphere but in 2026 it will be hosted by Geoscience Society of New Zealand’s Sedimentology Special Interest Group (SSIG).

The congress is expected to attract up to 1,000 participants to Tākina, Wellington Convention and Exhibition Centre and deliver an estimated $3.4m to the economy.

Lead organiser and Senior Geologist at GNS Science, Dr Mark Lawrence, says: “This congress will be an excellent opportunity to showcase New Zealand sedimentology and for networking with international sedimentologists.”

Tourism New Zealand works with experts across the country and the business events industry to support New Zealand to bid for and win international conferences.

Tourism New Zealand General Manager Domestic & Business Events Bjoern Spreitzer says:“Conferences like this showcase our expertise to the world and help grow our knowledge at home. They also deliver significant economic gains that benefit the New Zealand economy.”

The conference win is testament to both New Zealand’s strengths in earth science and its ability to provide fascinating first-hand experiences in the field, Dr Lawrence adds.

“Geologically New Zealand is very interesting. It has a whole range of geological attributes concentrated in a relatively small geographic area. Then you have the impact of tectonics, and climate change. It’s essentially a neat, small-scale laboratory,” he says.

The theme for the congress will be ‘Sedimentation on active plate margins through time and space’ and will include field trips across the country covering as broad a range of sedimentary systems in Zealandia as possible. Topics relating to Māori and Pacifica views of the sedimentary process will also be included.

Dr Lawrence says the congress is an excellent opportunity to engage the next generation of sedimentologists, who will be able to attend with fewer costs since the event is close to home.

“It will be particularly good for students who may otherwise be unlikely to attend such a prestigious event overseas. For those starting out in the field it’s a great opportunity to make these international contacts.”

Plans are also underway to ensure the conference has wider outreach to New Zealanders, through public lectures or learning experiences for school age children.

Wellington will be the host city, providing both a core of knowledge in earth science via Victoria University and geological affiliated research institutes GNS Science and NIWA, and a brand-new conference venue.

WellingtonNZ General Manager David Perks says the capital’s central location makes it the perfect location for this congress.

“Being so central to the rest of New Zealand means all the site visits to be undertaken by delegates are very accessible. And while here they’ll be able to enjoy our great eateries and bars and all Wellington has to offer, learning more about the history of New Zealand right across the road at Te Papa – New Zealand’s national museum, and getting closer to nature at Zealandia.

“While the congress doesn’t happen until 2026, it’s great to see that Tākina is already front of mind for international organisations. It was specifically designed to host international conferences of this size.”

Your Secret Weapon In Protecting Your Members From Burnout

Thu, 04 Nov 2021 18:39:10 GMT

Professional development could be just the thing to help revive members’ sense of joy around their careers—but only if it’s presented and marketed correctly, says learning strategist Tracy King.

With a full 20 months of the pandemic shifting livelihoods and approaches to working, it’s perhaps inevitable that burnout was going to affect how members approach their careers.

Burnout isn’t just about long hours and piles of work, though. It’s also about joy—or rather, lack of it. So how can you help your members rediscover the delight they once took in their fields? Tracy King, CAE, CEO and chief learning strategist of InspirEd, suggests that a fresh approach to professional development might be the path forward—especially given that the conversation has moved past talking through our feelings about the pandemic.

“The question really has shifted to what creates energy for learners and constituents,” she said.

King points to two particular things that can help turn professional development into a redemptive moment: content outcomes, or the benefits that they see from the lessons they’ve learned; and an energizing experience, often built from a strong community element.

Naturally, learners can still feel stress piling on from external sources, including losing the time and energy being diverted to education. But King explained that if the session is worthwhile, it can be a big boost of energy to the overall psyche.

“If I leave that space with human connection and an immediate action I can take, suddenly my attitude shifts completely and I recognize, ‘That was an amazing, well-spent piece of time there,’” she said.

SELL SOLUTIONS, NOT STRESS

Of course, the idea of bringing people into a professional development environment doesn’t work if the people you’re trying to reach are turned off by it. If the idea of even taking part in an educational session stresses them out, you might need to rethink your marketing strategy.

“What is really driving people to professional development, especially now, is solving problems. So they see themselves and their challenge in that program description and marketing copy, you’re gonna pique their interest,” King said. “Because right now it feels like there are so many problems, so if we can solve this little situation over here, our load will feel so much lighter.”

King explained that it’s the content’s job to ease this load, but that the presentation can help as well. She pointed to the original use case for webinars—educational formats, designed for universities, that allowed for interactive learning, rather than as a mere one-to-many presentation format.

“So we’ve got to take it back to its roots and think about how this virtual technology can be used as a forum for utilizing all these interactive capabilities,” she said.

EMPHASIZE COMMUNITY AND FLEXIBILITY

Of course, not everyone needs the same type of education at the same time—and not everyone has the time to attend in-person or online.

So it remains important to offer options in more passive forms, such as podcasts and web content, or formats designed for asynchronous learning. But King said that ultimately, it should build to an interactive setting in the long run.

“You get to a point in that learning journey where you realize, well, there’s a bigger next step I need to take,” she said. “And that’s where that live program comes to play.”

By teaming the more passive and interactive settings together, it creates an opportunity for what King called a “connected constellation” of options that come together to offer a deeper learning experience.

“If we can, at least with some of our high-priority content, create a more networked experience, we’ll develop a relationship with our learner constituents through our content,” she said.

LISTEN CLOSELY TO MEMBER NEEDS

King suggests that associations shouldn’t ask what their members want—as they might suggest more tactical solutions that don’t get at the underlying problems—but that they should listen intently to conversations in the community, in a way that goes beyond surveys.

“Often our constituents don’t know what’s going to relieve this heaviness,” she said.

But by listening in on conversations happening on community engagement platforms and social media, you may be able to uncover threads that can be turned into opportunities for education.

“Really be listening for where the friction is in their work-life balance and in their career,” King added.

Originally posted here

Take 5 with Associations, featuring ASUM

Sarah Gamble — Thu, 04 Nov 2021 01:30:45 GMT

On the Take 5 with Associations show presented by AuSAE and ASI, we chat with Lyndal Macpherson, Chief Executive Officer of the Australasian Society for Ultrasound in Medicine (ASUM), to see how they are keeping their members engaged and how they are embracing technology.

Our host Paul Ramsbottom, Managing Director of ASI, talks with Lyndal about the recent launch of the ASUM Connect online community platform and a successful awareness campaign.

Lyndal says, “Our online community provides 2-way communication which has helped improve member engagement and our work with members.”

“One of the great things with the online community is the single sign-on with our database. Everything is linked together and makes the experience much easier for members,” added Lyndal.

ASUM are also looking at webinars and different educational tools for members. Lyndal says, “But, it’s how we integrate the technology and get the benefits. The technology is almost impossible to keep up with, as things change so much. It’s a never-ending battle to try and understand it and see what is fit for purpose.”

From innovation, collaboration, and learnings, Lyndal’s shares a success story from their Medical Ultrasound Awareness Month to get people to understand what a sonographer is and help raise awareness in the community.

Last month, ASUM received a member request via their online community platform to provide posters for their members to use, put in department or private practice. This resource was a way to help their members spark a conversation or educate the public as they come through the practice.

This initiative enabled ASUM to collaborate with members, test ideas and poster concepts and ensure all specialities were included.

Lyndal says, “It was a fantastic success. We were able to measure downloads and engagement on social – it was a really successful and campaign.”

By embracing digital technology, ASUM can create meaningful connections for members and continuously improve their member experience.

Click the link to give it a watch.

Would you like to participate in the Take 5 with Associations web show? Contact the team at AuSAE via info@ausae.org.au or 1300 764 576.

About The Australasian Society for Ultrasound in Medicine

The Australasian Society for Ultrasound in Medicine (ASUM) is the Peak Body for Medical Ultrasound in Australia and New Zealand. ASUM is promoting ultrasound excellence and ensuring quality health outcomes when using ultrasound.

About ASI

Nominations now open for AuSAE's 2022 Association Influencers Awards

Sarah Gamble — Tue, 02 Nov 2021 22:27:22 GMT

After almost two years that have been like no other, it is now more important than ever to recognise individuals making extraordinary contributions to their Associations and the sector more broadly across Australia and New Zealand.

Nominations for the 2022 Association Influencers Awards are now open and will close at midnight on Sunday, 5 December 2021.

Associations are well known for bringing together people and making a positive impact through their value across society, the economy, and the environment. In it’s second year, the Australasian Society of Association Executive’s (AuSAE) Association Influencers Awards provide an excellent opportunity to recognise people who make significant contributions to the lives of the people they represent and serve.

The awards were established in 2020 to recognise association leaders for their outstanding contribution of the sector in Australia and New Zealand. In the inaugural year, AuSAE recognised 13 Association Influencers.

Toni Brearley, Chief Executive Office of AuSAE says, "It’s our privilege to recognise outstanding individuals making a significant and lasting impact within our tribe and setting the benchmark for association professionals into the future".

Countless people play a vital role in creating a stronger association sector and making their community a better place to live, work and play.

A panel judges the awards, including representatives from a group of prominent leaders in Australia and New Zealand with knowledge, experience, and passion for the association sector.

Associations have gone above and beyond to help their members and community during the COVID-19 pandemic, drought, bushfires, and floods. Now, it's time to recognise individuals for their outstanding contributions to the association sector.

Nominating is simple and can be done online. More details on how to nominate and eligibility information can be found here.

Take the first step and register your interest to nominate here.

TUANZ Webinar “Greatest (Cyber) hits of 2021”

Thu, 28 Oct 2021 21:17:53 GMT

Over the last year we’ve seen the insidious rise of ransomware and other common attack vectors attacks across the globe and even here in Aotearoa New Zealand - with one of the most recent high profile ones taking down the networks at the Waikato District Health Board.

In a time where we are constantly being disrupted, this upswing in attacks reminds us that we need to be ever vigilant of this type of activity. In this session we’ll be looking back over 2021 at all the highlights of the year, the learnings we’re gathering and also share latest news on how we can be prepared for any attack.

Our speakers will be:

Peter Bailey, the Executive General Manager at Aura.

As Executive General Manager of Aura Information Security, Peter’s role comprises of two key functions: delivering high quality customer service and solutions; and helping businesses of all shapes and sizes understand the need for robust security practices. He is part of the Kordia executive team headed by Group CEO Shaun Rendell.

Hilary Walton, CISO Kordia Group

Hilary Walton is the Chief Information Security Office of the Kordia Group Limited, responsible for the overall security position of Kordia in both Australia and New Zealand. She is an Information and Technology and digital business transformation leader, and hosts a diverse background in organisational psychology and risk management. She also has significant experience from offshore roles, having worked for Mi5 in London, and the London 2012 Olympics and Paralympic Games leading the Information Security programme.

This is a free online event thanks to the support of Kordia. The second event in this series is planned to be in person in February 2022.

Register here

Train Brains to Produce Many Good Ideas

Thu, 28 Oct 2021 21:09:17 GMT

Someone recently asked me, “your blog posts keep coming and coming. Where do you find all these ideas?”

Ideas are a renewable resource in the best sense of the phrase. Thoughts spawn more thoughts. We all have access to more idea opportunities at our disposal than we could ever possibly do.

So what do you do when good ideas seem scarce?

Train your brain and the minds of your staff.

Commit to a deadline: I’ve committed to publishing a post every Tuesday and Thursday, and so my mind works away in the background identifying and sorting through publishable ideas.
Create space: Usually, an epiphany strikes during a quiet time like walking, and I’ll voice record a few notes, so I don’t forget the idea.
Remind yourself of the objective: When I first set out on my morning walk, I usually think, “it’s time to come up with this week’s post idea.”

A New Metric for Associations

Start coming up with ideas, and you might find that more and more great ideas keep coming your way.

You are never going to please everyone” is one of the truest statements in association management. Members have different lived experiences, so each one perceives things differently. Some members may LOVE your keynote, while others won’t. Some people flock to the reception while many others stay in their room. Some use the research, while others can’t be bothered, but they’ll read the short articles.

It is emotionally difficult to pour your heart and soul into an event, or report, or any other member-facing endeavor and get a more tepid response than you hoped for, or worse criticism. The natural impulse to these reactions is to pull back, make your output so generic, no one can criticize it. But when no one can criticize, no one can fully engage either.

Having a few haters (and lots of lovers) might be a good metric of success for associations.

By Amanda Kaiser

Two Critical Steps to Drive Member Engagement

Thu, 28 Oct 2021 20:53:54 GMT

Asking members what they want isn’t enough if you’re not listening to what they say and are disconnected from who they are. Find out two ways to really connect with them to boost engagement and build a meaningful relationship.

You already know member engagement matters. Everyone touts it as the silver bullet to save associations. But time and again, it is frustrating to see members lapsing or leaving because of a lack of engagement. Here’s the thing: Member engagement has less to do with getting your members to do something; it’s more about creating a feeling of connection.

There are two critical steps for driving outstanding levels of engagement with your members and getting them to stay.

Develop a Member-First Focus

The critical first step to help drive member engagement is focusing on your members and what they need. To drive outstanding levels of engagement, shift your focus from what your organization wants to what your members need. The best way to make that shift is to listen and pay attention to what your members are saying.

Be fully present with your members because they will know if you are not listening to them. Act on what you learn about what your members are saying. Members will tell you what they want if you ask, listen, and respond. One way to start a member-first focus is to have board members, leaders, and staff, roleplay a day in the life of a member.

To drive outstanding levels of engagement, shift your focus from what your organization wants to what your members need.

Step into their shoes and experience what it feels like to engage with your association. This will help you gain a better understanding of your member value proposition. Your member-first culture is foundational for positioning yourself to better drive outstanding member engagement.

Tip: Member engagement is not an activity—it’s a connection.

Create a Genuine Rapport

The second step to engage your members is creating a “genuine rapport,” which is a sympathetic and empathetic connection with another person. Accomplishing this requires showing concern for your members by putting yourself in their shoes.

A good way to start? Identify something you have in common with them rather than inviting them to your next conference or asking them to sign up for your newsletter. For example, one way you can identify something in common with your members is to ask them. Relationships don’t happen without conversations. The moment your members reach out either in your online community, social media networks, or when they complete their online profile, they are looking for you to have a conservation. Reach out and send them a private message with a nice welcome. Start by sharing a few things about yourself such as, “I like Italian food, taking photos of wildlife, and exercising. How about you?”

This one small step will open the door for your members find common ground with you and to get comfortable with your organization. Moving forward, they will be more willing to share what they need and how your organisation can provide the solution. Before you know it, you will move from a conversation to a relationship and your members will feel like they belong.

While encouraging your members to use their benefits is essential, building a relationship with them is just as important. Relationship-building will provide you with the insights you need to ensure that your benefits and offers are relevant to each specific member.

Tip: Personal connections build member engagement—not products.

Next Steps for Outstanding Engagement

Armed with a member-first focus and a genuine rapport, you are ready to open the door to drive massive engagement. Imagine having your members feel so connected to you they always want to be a part of your community. Then, think about them raising their hands to volunteer and serve your organisation’s cause—not because you asked them to, but because you now have a strong connection with them.

Now picture your members renewing, again and again, because they can’t even imagine not being a part of your organisation. If you engage them well, you will not only have members who feel like they belong, you will have members who believe.

September 3, 2021By: Velma Knowles

originally posted here

7 Work-Life Balance Strategies for Association Professionals

Thu, 21 Oct 2021 19:03:08 GMT

You work hard to deliver for your members. But the pandemic has disrupted your professional life and increased demands on your home life. Even with all the talk about things opening up (or not), your workload has increased and you’re spending more time than ever in meetings. You know there must be a better way to balance work, life and distractions that seem to be getting in your way more often than they help you focus on mission-critical activities.

I know because I used to be like you. For many years, I worked at a public health association focused on ending HIV and hepatitis. I know first-hand no matter how long, hard or smart you work, it seems there will never be enough time or resources to get it all done.

Your day-to-day challenges have been complicated by the fact you’re a year and a half into a challenge you initially thought would be resolved in two weeks. Although vaccines offer some hope, the challenge of how to find work-life balance and maximize your time in a post-pandemic workplace remains.

The Challenge

You’re not alone and you’re not imagining things. COVID-19 has caused a number of stressors that have made finding balance and get things done more challenging:

Uncertainty: With no clear end in sight, the pandemic has created prolonged uncertainty and disruption, which make planning difficult. The problem is too many unknowns for too long creates stress and anxiety that eventually takes a mental, emotional and physical toll on you.
Social Isolation: Physical distancing has prevented you from having the type of human-to-human connections that help you thrive. Working in the post-pandemic workplace can feel lonely.
Work-Life Balance: Boundaries between work, life and even the days of the week have been blurred beyond recognition. And it’s become increasingly harder to manage expectations from a distance.
Technology Burnout: The onslaught of using video conference platforms and other virtual tools for everything in our lives from work meetings to family holiday celebrations has resulted in overload, burnout and screen exhaustion.

7 Work-Life Strategies to Reclaim Time in the Post-Pandemic Workplace

So what do you do?

Unfortunately, you can’t wave a magic wand and have things go back to “normal.” But here are a few things you can do right now to be more productive and find more balance in today’s changing world.

1. Make a plan for your day and week

Survey data show one of the biggest distractions in the workplace is a lack of clarity about what’s important to focus on in a particular moment. Consequently, when we are distracted, we may find it difficult to get back on track because we’re not clear about what’s important.

You can correct this by controlling what you can control by taking a few moments at the beginning or end of your days and weeks to map out your vision for success and the priorities that will help you get there. You can think of this process as setting the address for your intended destination in your GPS. Without a destination, you drive around for hours and end up in no place in particular. This is like being busy without making a real impact.

Research shows that when you do this process by hand, you are more likely to remember AND follow through on the intention and priorities you set.

2. Know your Zoom number

You've probably seen advertisements for the Sleep Number bed. You know the one where you change how firm or soft you want your bed to feel by adjusting the Sleep Number setting? What if you could do the same with the volume and length of Zoom meetings you participate in?

In other words:

How many meetings should you have in a day?
How long should they be?
Do you really need to meet at all?

The volume of virtual meetings has increased alongside our reliance on tools like Zoom to sustain collaboration and connection in a remote-first world. But the truth is our time, energy and attention spans are limited in comparison.

3. Have intentional meetings

The increase in remote work has been accompanied by an increase in meetings, but it doesn't have to be this way. Before scheduling a meeting, pause to consider:

Is this meeting really necessary?
What challenge am I trying to solve or what question am I trying to answer?

Consider meetings as a last resort. If you determine a meeting is absolutely necessary, have speedier meetings by changing your calendar settings to shorten the default length of your meetings by 5-10 minutes.

So if you have 30-minute meetings as your default, your calendar would block 20 minutes or 25 minutes instead.

This gives you and your team a buffer so you're not rushing directly from one thing to the next.

4. Practice being socially distant from your devices

When working, eating and sleeping, we have a perfect opportunity to be socially distant from our devices. These breaks allow our brains and bodies to recover from the stress of being constantly connected.

Start by charging your devices outside of your workspace and adding tech breaks to your calendar to check in throughout the day on any important calls or messages.
Turn off notifications for non-mission-critical apps.
Put away your devices during meals.
Buy a real alarm clock and charge your devices outside your bedroom so you can get uninterrupted rest at night.

5. Establish your rules of engagement

One of the biggest challenges we face with our increased workload is unwritten assumptions about when we need to be available for work. We can address this and begin establishing work-life balance by having explicit conversations with our teams to address key questions such as:

Which hours will you be available for work each day?
Which hours will you be available for life outside of work?
Which tools should colleagues use to reach you for urgent matters? What about non-urgent issues?
What’s an urgent matter?
How soon should someone expect a response from you depending on the level of urgency?

Establishing and communicating these boundaries removes the guesswork around when and how you are available for your work and personal life and reduces any anxiety you may feel about needing to be on and available 24/7.

6. Create a start and stop routine and add it to your calendar

Too many of us are up checking emails, responding to text messages, scrolling through social media, and going through our mental checklists before even rolling out of bed.

We spend our days in back-to-back meetings and sitting behind a screen all day.

You can break this pattern by identifying a start and stop ritual for your day. This is something you do for yourself (like having a cup of tea, walking the dog or doing yoga) before jumping into your day. Similarly, having a stop ritual (like putting away your work computer or starting dinner) helps to bookend your days.

If your time is limited, consider starting with just five minutes for yourself at the start and end of the day.

7. Be gentle with yourself

Creating the right balance between work, life and tech is about being at peace with the natural ebbs and flows of life.

Life doesn't stand still. So it stands to reason balance isn't a destination you arrive at; it's an ongoing practice that shifts with the seasons of your life and work.

It's also not one-size-fits-all. What works for you may not work for someone else.

Creating work-life balance is an ongoing process of aligning (and re-aligning) our time, talent, energy and resources vs. a one-time flip of the switch.

If you're struggling with juggling ALL the things on your plate, take a moment to pause and know there's nothing wrong with you.

Celebrate you're doing the best you can with what you have right where you are. And that's all anyone can ask of you.

Your Homework

So, your mission, should you choose to accept it, is to put away your devices and make an appointment with yourself within the next seven days to do one of the things on the list above.

These small changes won’t make things go back to “normal,” but they will set you up for a more mindful approach to your work, life and technology in a post-pandemic world.

Five ways to rethink 'professionalism'

Thu, 21 Oct 2021 19:00:06 GMT

Professionalism isn’t just about choice of attire—it encompasses diversity and personal discussions too. As people return to the office, the topic promises to get complicated. Here are some tips on how to navigate.

After a year and a half of people regularly wearing dress shirts with sweatpants, you weren’t expecting everything to go back to the way it was in the office before the pandemic, were you?

The pandemic and other major events over the past year shifted expectations for what professionalism means. As offices reopen—and as some workers stay remote—this multidimensional issue gives leaders a lot to think about. Here are some considerations for organizations trying to discover what “professional” means to them now:

See professionalism through the lens of DEI. Being professional in a work environment might be seen as a basic requirement, but the guidelines of what exactly constitutes professionalism have traditionally forced people to behave in a way that caters to the dominant culture. In recent years, however, some cultural observers, such as Stanford Social Innovation Review contributor Aysa Gray, have questioned professionalism as forcing a culture that “explicitly and implicitly privileges whiteness and discriminates against non-Western and non-white professionalism.” With that in mind, now might be a good time to consider whether professional standards are serving all of your workforce.

Make room for discussions of family and personal challenges. Millions of people contracted COVID-19, and there’s a good chance that the virus directly affected some in your office. But even if they remained physically healthy, your employees may have suffered in other ways—mental health and substance abuse issues were heightened during this period, and those concerns don’t necessarily vanish with a vaccine. Traditionally, “professionalism” has discouraged these discussions, based on a theory called Protestant Relational Ideology, which sets aside personal concerns to focus on the work at hand. But after a tough year where many families had to manage Zoom calls around children stuck at home, there may need to be more room for personal discussions when they emerge in the workplace.

Accept that difficult discussions might happen. Perhaps it was inevitable that a company like Basecamp would run into a conflict over political discourse in the workplace (ironically, this unfolded on the platform the company developed to boost productivity). But the conflict resulted in something that was not inevitable: mass resignations. Perhaps the key for associations hoping to avoid this is to build a culture that can handle those discussions in meaningful ways—and to avoid banning political discussions.

Let your employees get a little more casual. Businesswear often took a back seat over Zoom (sweatpants and button-down combos aside). As people head back to the office, they may buck against a return to business attire. This might be even more of an issue for offices operating in a hybrid model: With recent studies finding that most people working remotely don’t adhere to a dress code, enforcing a strict dress code for in-office workers sets an inconsistent standard. (Luckily, clothing makers are adapting, according to The Wall Street Journal [subscription], with some retailers offering “hybrid dressing” that combines professional with casual.)

Embrace a diversity of emotions. Diversity isn’t limited to demographics. It can also be about how employees feel and react to things, and that not everyone sees eye to eye on everything. As Associations Now blogger Mark Athitakis wrote in January, the pandemic offered us a reset on emotional diversity, allowing leaders to shift away from attempting to emotionally align teams. “Perhaps a better place to start is to double-check that you know where your people are emotionally in the first place,” he wrote. “And if there’s a silver lining in 2020 when it comes to management, we’re doing a better job at prioritizing that.”

Originally posted here

One Approach to Speaking With Sponsors During Uncertain Times

Thu, 21 Oct 2021 18:47:26 GMT

The pandemic created much economic uncertainty for associations. With some sponsorship programs not providing the return on investment that partners sought, associations should take a measured approach when addressing partner concerns.

If your sponsorship program suffered over the last year, you are not alone. Association leaders are asking what to say to their sponsors because of the uncertainties regarding COVID-19. They know that remaining silent is not the answer. Yet, they struggle with the best approach.

A major mistake when communicating with sponsors is to focus on your own organization and what you have to offer. However, if you change your approach and instead focus on the needs, desires, and motivations of your sponsors, you’re more likely to secure funding from them. This means asking your top sponsors questions. I recommend the S.C.O.R.E approach, the acronym I use when coaching association staff on sponsorship outreach. We’ll go through it here.

Find out how sponsors work with others by saying, “Please tell me about your most rewarding partnership.” Their response will provide a roadmap of what benefits your association can offer.

Situation

No matter how well you know your sponsor, now is a time to check in on their current situation and show that you’re interested. Ask your contact at the company the following questions: Tell me about your role with the company? What are you trying to accomplish now? How does your department interact with other areas at your company?

Changes

While COVID-19 has changed for everyone, people are sometimes reluctant to share challenges. Find out how the company changed during this time. Ask how interactions with prospects and customers have changed. Learn how this has affected the sponsor on a business and personal level. This is an opportunity to discuss business and personal experiences. Briefly sharing challenges and issues you have dealt with is likely to strengthen the relationship.

Objectives and Obstacles

A natural next step is to focus in on the sponsor’s objectives, goals, and future ambitions. These include plans for this year and next, how they are targeting and reaching prospects, and what marketing channels they are using.

Once they have shared their objectives, it is far easier to ask about problems or obstacles. Consider these questions:

In trying to reach your target audience, what are the biggest hurdles? (Yes, lack of live events will be the first one. Probe to find out how they are adapting.)
What is the impact?
What is getting in the way?
How have you responded?
What happens to you and the company if you are unable to solve them?

When asking these questions, showing curiosity and concern builds trust. The responses can reveal information about the company’s budgeting, staffing, and decision-making process, along with obstacles they are facing. This sets you up to offer relevant sponsorship solutions.

Relationships

Find out how they work with others by saying, “Please tell me about your most rewarding partnership.” Their response will provide a roadmap of what benefits your association can offer. Questions to consider:

What stands out about this relationship?
Why is this relationship valuable?
What do you view as the key benefit?
Why did your company establish this partnership?
Who within your company was involved in the partnership?

If the answers to these questions are unclear, it means that your contact may not be the decision-maker or that the company lacks sponsorship experience and is not a strong prospect. Determine which situation you’re in and then either work toward finding the right person or presenting an introductory offer that’s more in line with this organization’s capability.

Envision

In wrapping up your questions, you want to understand what success looks like. How would your contact envision a successful relationship a year or two down the line? Let them describe success and explain how they think, feel, and act.

As your contact is describing success, they will subconsciously or consciously view you and your association as helping them reach their goals. This is exactly where you want to be. At this point, you should have enough information to either present benefits and ask for support or defer the actual request to a second meeting when you’ve had time to create a package that will meet or exceed their needs.

By following this model, you’ll create stronger and deeper bonds with your contact, which will ultimately build additional sponsorship support for your association.

Originally posted here

October 20, 2021By: Lewis Flax

ASI’s Latest Membership Benchmark Survey Now Open; Responses Due 5 November

Sarah Gamble — Mon, 11 Oct 2021 02:22:56 GMT

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 that its 2022 Global Membership Performance Benchmark Survey is now open, and responses will be accepted through Friday, 5 November 2021. Take the survey here.

This is ASI’s 7^th annual survey of association and membership organisation executives from the United States, Asia-Pacific, Canada, and Europe/Middle East/India/Africa (EMEIA). It explores how association executives are managing member engagement and retention, achieving operational goals, crafting digital transformation strategies, and coping with the ongoing effects of the COVID-19 global pandemic.

Since 2015, ASI has received nearly 3,000 survey responses from membership professionals. This year’s survey takes just 5-10 minutes to complete, and all responses are confidential. Survey participants will receive an advance copy of the findings before they are made public in the highly anticipated annual benchmark report that will be published in the first quarter of 2022.

About ASI
ASI is a leading global provider of cloud software and services for associations and non-profits. We help clients digitally transform, streamline operations, and grow revenue through industry expertise, best-practice advice, and high-quality SaaS solutions. Our portfolio of solutions includes iMIS — the only engagement management system (EMS) purpose-built for associations and non-profits — and TopClass LMS by WBT Systems — the #1 association and continuing education learning management system.

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

How To Use Membership Trials To Grow Your Organisation

Fri, 08 Oct 2021 00:31:15 GMT

Associations offering trial memberships need to make sure the trial is appealing enough for people to see value in upgrading, says membership expert Joy Duling.

Bringing in new members via a discount or a free trial can be a real kick in the pants for your engagement—but it needs considerable thought before it launches if you want temporary members to stick around.

Joy Duling, CEO of The Joy of Membership, says that associations often set up free or trial memberships that can bring in new potential members and boost advocacy engagement.

Duling says that strategies like this can be effective if associations know what their goals are for offering a trial, with a keen eye on how it will convert trial members to long-term ones.

“If an organisation is looking at free memberships, it all goes back to thinking about why,” Duling says. “Why do we need free? Is it so that we can give a little tease, or is there another way to do that?”

A few insights on the matter when structuring your own offering:

Target specific groups. Whether it’s students, those new to the industry, or retirees, putting a narrow scope on who you’re targeting with trial memberships can help you round out your base or boost participation for specific initiatives. Duling says that this kind of membership structure may be useful if, for example, you’re looking to increase your advocacy efforts or build a talent pipeline in your field.

Consider charging a nominal fee. Just because it’s a trial doesn’t mean it has to be free. In 2019, the International Public Safety Association offered the opportunity to test out its membership for just $5, giving trial members access to publications and webinars, and timing it to the group’s fifth anniversary that year.

Don’t give away the whole thing. Duling warns that giving trial members access to your entire slate of member benefits may create challenges in trying to further incentivize them to stay with the organization. “I think that it is better to carve out a piece for the free members to have access to,” she says. “You really want to show three things: You want to show that you understand the problems that the target audience is facing, you want to show that you understand them and how they need to solve problems, and you want to show that you understand the path forward for them.” She says the goal is to show them value “while still encouraging them to take the next step.” One successful example: The Healthcare Financial Management Association offered a month-long trial that offered all membership benefits except access to the association’s print magazine, and found that nearly half of all trial members signed up for full membership.

Build with an end date in mind. Whether the free or trial membership ends because, say, a student graduates from college, a startup reaches a certain level of revenue, or a promotional period has simply ended, it needs to end, Duling says. She compares the strategy to what Baskin-Robbins does with its little pink spoon, allowing customers a taste of the full offering. “I think the little pink spoon model works really well for free memberships,” she says. “The intent is not that you stand there all day and eat ice cream with your little pink spoon. You’re given a taste of what you actually like, and then you’re invited to eat the big bowl after you’ve had the little spoonful.”

Analyze what’s working and what’s not. For organizations that already have a trial membership option but find the approach to be ineffective in converting members to full status, Duling suggests analyzing the process from the trial members’ perspective in an effort to understand what is most likely to lead them to take the next step. “I really find that a lot of organizations that haven’t been necessarily strategic in creating a free membership, they just lack that next step,” she says.

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun

originally posted here

The Building Blocks for a Successful Scholarship Program

Thu, 30 Sep 2021 02:55:53 GMT

If your association has an existing scholarship program for students in your industry or is considering starting one, here are a few ideas that can help ensure its beneficial to your organization and scholarship recipients.

Does your organization have a scholarship program for students in your industry, or are you interested in launching one?

“Scholarships are a powerful way to help attract, empower, and advance the future of our industry,” said Matthew Rosales, senior manager, scholarships and grants, at the National Restaurant Association Education Foundation.

But thoughtful administration is necessary to ensure a return on your investment and impart positive change in alignment with your mission. Since the National Scholarship Providers Association (NSPA) is an expert in scholarship administration, we wanted to share tips for developing a successful program, along with some ideas from a few of our members.

Scholarship Program Intent

When developing a scholarship program, consider what your association hopes to accomplish. That will determine which students to support and how best to support them. It will also help define program specifics, such as the resources required, activities to pursue, and potential benefits to recipients.

For example, the Association of International Certified Professional Accountants was looking to increase the number of future accountants in the pipeline, boost diversity in the accounting profession, and establish relationships with students.

“We accomplish this by exposing high school students to the field and providing them with scholarships, supporting Black/African American and Hispanic accounting students, and giving students free memberships, with the hopes that those students become dues-paying members later in their careers,” said Edwin Gonzalez, scholarship program manager at the Association of International Certified Professional Accountants.

Scholarship Program Administration

Associations offering scholarships focus most of their administrative efforts on four key phases of the scholarship lifecycle: recruitment, application, selection, and awarding.

Recruitment. Strategic recruitment efforts can yield a robust pool of qualified applicants. When messaging and marketing, consider ideal candidates and tailor content and communications (including images) to target populations. Share information about your program with groups or organizations that serve the types of students you’re looking to support.

Application. Include application questions that collect must-have demographic and educational data, as well as those that generate information that help determine the strength of an applicant’s fit with the scholarship opportunity. Through written or video essay prompts, for instance, applicants can share about their interests in the industry or their involvement in the field to date.

Selection. This should reflect program intent. Selection criteria and tools such as rubrics or scorecards should allow evaluators to assess how applicants compare to ideal recipients. Build and steward relationships with members by inviting them to participate in the selection process, and feature award winners in your member communications.

“We highlight scholars in our member communications and issue press releases on each cohort, showcasing them in national accounting and business publications,” Gonzalez said.

Awarding. The size and scope of awards depend in part on what the association hopes to accomplish. Consider the intended impact, then define which expenses the scholarship will cover to determine a meaningful award amount. An association can disburse award payments directly or outsource that aspect of scholarship administration to another organization.

Accountability in Scholarship Program Administration

Scholarship providers must abide by relevant federal, state, and local laws governing scholarship provision. Such regulations include student records release and retention, IRS reporting, and more. NSPA recommends that associations consult their legal counsel and tax attorneys for advice specific to their organizations and activities.

Associations that offer scholarships should also adhere to the highest ethical standards. In particular, ensure ethical conduct in the areas of student information collection and protection, conflict of interest, bias, equity, and selection. Also document policies, procedures, and examples of exceptions to such rules.

Program evaluation can provide further accountability. Develop a framework for collecting and analyzing information about program activities and outcomes; then use that information to track progress towards identified goals (and pivot as needed).

“Make sure to routinely compare your scholarship recipients’ demographics against your industry’s demographics to see how your breakdowns compare against the industry at large. This act of benchmarking will give your organization a better perspective of what segments of the population are underrepresented in either the industry or within your own scholarship constituency,” said Rosales. “It is good practice to regularly review your application and selection processes to identify ways to help support more students from underrepresented communities within your industry. Additionally, this may also help show where your industry may be lacking in terms of specific demographic representation.”

By taking these steps, your association is sure to get a strong start to its scholarship program or improve its current one.

Originally posted here

Adopt the CEO Lens

Thu, 23 Sep 2021 19:18:42 GMT

Thinking like a chief executive and other C-suite staff isn’t only for CEO and CAE aspirants. Applying an expansive view to the work you do now is a great way to add value and realize professional fulfillment.

The helicopter view, cultural cultivation, and digital-inclusive decision making are three key threads among the many woven through the newest edition of ASAE Professional Practices in Association Management, a handbook for the field and critical CAE candidate reading. The book’s narrative assumes an executive lens, which isn’t a bad way to think about the work you do now and could be critically important to the roles you want in the future.

As in other fields, the association management body of knowledge is codified through a regularly recurring job task analysis, which underpins the CAE content outline, updated literature, learning programs, and other resources. Professional Practices in Association Management is a key installment in the field’s literature. ASAE published the fourth edition in February 2021.

Edited by Susan S. Radwan, CAE, Professional Practices covers topics ranging from boards and governance to digital communication strategy to membership and engagement. All the while, the 65 contributing authors reinforce executive responsibilities as mission stewards, risk managers, idea brokers, and myriad other roles. Here are three executive-mindset messages from the book, among many.

Take the Helicopter View

A systems-thinking perspective is necessary both for successfully navigating the CAE exam and for executive management. As Radwan writes early in the book, “systems thinking can be likened to holding a ‘helicopter view’ of a situation or decision”—that is, high enough to comprehend what is at ground level, understand interrelationships, and see the destination, but not so high as to lose touch with reality. Chief staff executives ask questions such as these:

How does this moment affect our strategic positioning, our branding, our alignment with mission, and our alignment with the strategic plan?
How does our response to this moment align with the desired culture of the organization?
What unintended consequences will occur in reaction to this decision?

Likewise, taking a helicopter view encompasses foresight, or the discipline of learning about and preparing for alternative futures and their implications. Writes Jeff De Cagna, FRSA, FASAE, “By building future literacy through the duty of foresight (and the intentional learning it requires), [chief staff executives] can minimize the fear of the future that might otherwise leave their boards in paralysis.”

The 'helicopter view' is high enough to comprehend what is at ground level, understand interrelationships, and see the destination, but not so high as to lose touch with reality.

Cultivate Healthy Culture

Winning culture starts at the top, because good governance is crucial to organizational health and performance, as documented in ASAE Research Foundation studies. As Beth Gazley, Ph.D., a principal researcher on those studies, writes, “Good board structure supports good board culture, but only with a healthy culture does the right structure emerge.”

Similarly, a clearly envisioned and embraced culture is vital at every level. Authors encourage zeroing in on the cultural elements that drive desired performance. As Trevor Mitchell, MBA, CDP, CAE, writes, “Culture and performance need one another to be successful. You could have the best vision and strategy for the organization, along with clearly articulated milestones and measurements. Yet if you don’t have the culture to support this direction and demand the desired performance, you will most likely stall out. At best, you will have incremental success.”

As other authors emphasize, organizational culture must be strategically aligned and pivot-ready, and the talent you hire also must be culturally aligned. Further, in 2021, organizations cannot be their best if they do not embrace and engage diverse perspectives and inclusivity—not merely as tasks but as part of their very fabric.

Make Digital-Inclusive Decisions

“Digital first” is hardly a foreign concept today, but it bears emphasis, because technology, digital approaches, and business strategy and decisions are inseparable. Writes Prabhash Shrestha, MS, PMP, CAE, “The association’s long-term sustainable value to customers, members, and nonmembers alike will be created only by unifying business, operation, and technology strategies to cocreate exponential value. As such, technology must be part of every association’s business strategy.”

Originally posted here

Help Exhibitors Close The Deal At Virtual Tradeshows.

Thu, 23 Sep 2021 19:12:05 GMT

All associations want exhibitors to have a good experience and generate leads at their virtual events. So what can organizers do to help? After reviewing 461 virtual conferences, virtual and hybrid events platform Swapcard offered 10 data-backed recommendations in “The Business of Virtual Events: How to Close Business Deals at a Virtual Event, According to Data.” Here’s a look at five of them.

Encourage interactions before the event. Swapcard data reveals that in the days leading up to a virtual tradeshow, up to 28 percent of the time attendees spend exploring the platform is devoted to browsing exhibitors. That means exhibitors can capitalize on attendee interest before the show opens. Because of this, organizers should open the platform ahead of time and implement an effective communication strategy that urges exhibitors and attendees to use the platform in advance of an event.

Extend the event lifecycle. Inbound messages and requests from attendees to exhibitors peak after a tradeshow, meaning crucial business opportunities fall into their laps once the event is over. Organizers should consider creating year-round communities where networking opportunities remain available outside the confines of the live event.

Offer sponsored session opportunities to exhibitors. During a one-day virtual conference, more than 40 percent of exhibitor leads came from attendees who watched a sponsored session; for a two-day conference, it was 50 percent, according to the report. Associations should review their sponsorship packages and offer exhibitors the option to sponsor sessions. “Speaking at a sponsored session will position exhibitors as experts on a particular topic, making them more credible to attendees,” the report states.

Emphasize the power of virtual booths. The research shows that, of all business closed during virtual tradeshows, 30 to 45 percent happens at the virtual booth. Exhibitors should make their virtual booths immersive and interactive, while organizers should provide tips on creating virtual booths that are appealing and customized.

Promote subtle networking. Although there are many different sales styles, exhibitor messages in virtual platforms that are too pushy or “sales-y” don’t work. For example, according to the report, 64.8 percent of meeting requests that were accompanied by generic sales messages were not accepted. Organizers should stress to exhibitors the importance of subtle outreach and make them aware of the features on the event platform that will help them connect with attendees in this way.

Originally posted here

Talk To Members Like Humans, Not Widgets

Thu, 23 Sep 2021 19:06:22 GMT

Sparking better member engagement is all about talking like real people do in everyday life. Conversations are not one-sided—they are a give and take—a concept that is often absent in member communications. Here’s how to do better.

Communicating with members like we do with people in the real world sounds easy. But something gets lost in translation when we write emails, even when we try to make them more personal by using a person’s first name in the salutation.

You can personalize emails in any system, but “it’s not personal, it’s a mail merge,” says Dave Will, cofounder and CEO of PropFuel, a conversational engagement platform. “The way you make something personal is by creating a way for somebody to interact with you.”

HOW DOES IT WORK?

When you ask a question, listen to what the person says, and then take action. You won’t know what kind of action to take unless you hear what they have to say. “That’s how humans interact,” he says. “But we don’t treat our members like that.” The idea is to spark a conversation.

The way to engage members is to start with a question—not a rhetorical question—but something like: “Your membership expired 30 days ago. Are you planning to renew?” If the answer is no, find out why not. If the answer is yes, then find out why they haven’t renewed yet and give them the link to renew.

WHY IS IT EFFECTIVE?

“You’re talking to members with a human approach to conversation and engagement, you’re not using a digital approach,” Will says. It’s replicating the way people talk to each other rather than having a more transactional correspondence. “If you make it more like what you would say to someone in everyday conversation, then you’re more likely to get a response,” he says. “Stop thinking like a broadcast system and start thinking like a human.”

WHAT’S THE BENEFIT?

Members are getting an individualized experience with the association. If you ask them a dozen questions over the course of a year, every member will take their own journey through their member experience based on how they answered questions about what’s important to them. Some might be focused on getting professional certification, while others might want to get a better job.

Associations will double the level of engagement because members will engage more. “They’re going to sign up for more things, renew faster, and take more action because they’re actually engaged in a conversation as opposed to deleting an email,” Will says.

Article originally posted here

Help us shape the future of events

Sarah Gamble — Wed, 22 Sep 2021 00:42:49 GMT

The event industry has changed rapidly over the last 18 months as a result of Covid-19. Disruption has impacted event organisers, venues, and suppliers alike.

We are seeking to better understand the event landscape over the next two years; what is on the horizon, and what do those organising events, big or small, need or want that might be different to that past?

Participate in our survey for a chance to win one of five $200 pre-paid VISA cards.

CLICK HERE to participate

We would greatly appreciate your involvement in this important research project which will help shape the future of MCEC, providing the best possible experience to organisers and attendees.

Research is being run on our behalf by TKP, an independent research agency. For more information, please contact Samantha Bell from TKP at samantha@tkp.com.au, or Florence Aimonetti from MCEC at faimonetti@mcec.com.au

Answers will be confidential. You can find TKP’s Privacy Policy here.

We thank you and look forward to your participation!

Build A Better Pricing Strategy Around Your Webinar Offerings

Thu, 16 Sep 2021 19:25:06 GMT

Many associations spent 2020 giving their webinars away for a free. However, a new report suggests organisations should offer a mix of both paid and free webinars to help boost nondues revenue.

With many associations looking for additional ways to generate revenue as they try to recover from the economic turmoil of COVID-19, some are turning their attention to monetizing webinars. Tagoras, an educational consultancy that produces the Leading Learning podcast, recently surveyed associations and nonprofits about how they price webinars and the revenue they generate. The research sheds some light on what practices are working and where organizations might want to concentrate moving forward.

“A lot of organizations worry that you can’t charge for webinars at this point,” said Jeff Cobb, Tagoras managing director and cohost of the Leading Learning Podcast. “But it’s clear that organizations are able to charge at a pretty reasonable rate, and that they can both charge for webinars and get sponsorship for webinars.”

The survey data showed many organizations have hosted free webinars, while others charge regularly for them. The good news is that an association’s webinar pricing strategy doesn’t have to be either free or paid. They can do a mix.

“You’re able to do the combination of charging fees for some webinars, getting sponsorship for other webinars, and having a strong portfolio of some free, more content-marketing webinars,” he said. “The key there is managing those strategically, as differently positioned offerings. You don’t want there to be confusion between your free webinars and your paid webinars.”

So, how does an organization clearly distinguish between something members need to pay for versus something they should expect for free? Cobb says it comes down to two areas: content and branding.

“If it’s primarily informational, it may also be primarily a form of content marketing, or a touchpoint with your audience that you get a lot more mileage out of not charging for it,” Cobb said. “You’re putting it out there as a free resource from your organization.”

However, Cobb said when the content is something “more unique to your organization or to the subject matter experts that you have access to” or something “that really is going to give people very applicable knowledge or help them learn a new skill, that is when you start thinking, ‘Yes, we need to be charging for this.’”

In terms of branding, anything an organization is charging for shouldn’t be called a webinar.

“Webinar itself, at this point, is a highly generic term, and in people’s minds, they expect something called a webinar to be free,” he said. “Take those things that you might have called webinars—things that offer a higher value and you really have a strong case for charging for them—and consider calling them something else, even something as simple as an online workshop or training.”

PRICING AND GROUP SALES

According to the study, webinar pricing varied based on length and type of organization offering it. When Tagoras averaged it out, a one-hour webinar fell in the $40-$75 price range for participants. On the sponsorship side, pricing ranged from $2,400 to $11,000. However, Cobb said associations shouldn’t use this data as starting point for their pricing.

“You have to consider: How does the webinar compare to other education content or events that you’re offering?” Cobb said. “Where do webinars fit into your overall portfolio? And you have to make sure that what you are charging for that webinar aligns with what you’re charging in other places for other ways that you’re delivering value to your members.”

In terms of sponsor benefits, most were allowed to include their logo and linked text, were given an opportunity to present, and provided with a list of registrants. Cobb added that with registration lists, organizations should consider how to manage the process so they feel comfortable and participants do as well.

One area that was surprising in the research was the practice of group registration—where businesses registered several employees for webinars. “If you don’t have a group registration strategy, I would definitely look at that,” Cobb said.

Organizations who are doing group registration often provide conversation guides for the participants to use after the webinar. “It doesn’t have to be complicated. It can just be: Here are three points to discuss after the webinar together,” Cobb said. “It helps people remember what happened in the webinar a lot better. It helps people get more value out of it, and it helps them bond with each other and bond more as an organization.”

Content Is King When Competing For Sponsors

Thu, 16 Sep 2021 19:20:53 GMT

The pandemic’s impact on businesses has led to higher competition for sponsorship money. Being able to offer sponsors content placement and provide performance data can help associations win coveted sponsorship dollars, experts say.

The pandemic’s lingering economic effects continue to have associations looking for nondues revenue in every spot possible. One area that organizations look to is sponsorship. While event sponsorship was always big, the pandemic has left that more nebulous. In order to stand out in today’s environment, two experts suggest looking at ways to provide sponsors a platform for their content and then showing them how much members engage with that content to stand out.

Bruce Rosenthal, a corporate partnership strategic advisor, said competition for sponsor dollars is fierce in today’s environment.

“When we look at any trade or profession, there are numerous associations in that space, so companies have numerous choices—both national and the state affiliates,” Rosenthal said. “There are so many associations competing for the same sponsorship dollars.”

Rosenthal noted that sponsors also are using social media and their own webinars to reach potential customers, meaning associations are competing with internal marketing for dollars as well. Rosenthal and Jeff Schottland, CEO of digital content solutions firm Lead Marvels, contend that associations can stand out as good sponsorship candidates by highlighting sponsor-written content and thought leadership.

“One way the association can rise above is to think more about how to offer digital content marketing and thought leadership strategies that corporate sponsors and advertisers are demanding,” Schottland said. “[Sponsors and advertisers] want to be the thought leader, and they want to receive leads. It would benefit associations to think: How can we develop these solutions to remain competitive?”

KNOWLEDGE HUB CAN SHARE CONTENT

Rosenthal and Schottland point to the launch of the American Public Transportation Association’s Knowledge Hub, as an example of a way a site can feature sponsored content on a variety of topics.

When it comes to allowing sponsors to include content, associations sometimes worry the content won’t be appropriate for their members or will be useless sales pitches. While that is a valid concern, Schottland and Rosenthal note that there should be multiple layers and filters to make sure content is vetted. When that’s the case, sponsored content can provide valuable insight for members that they wouldn’t otherwise get.

“There is so much going on now with COVID, with globalization, with diversity and equity issues, it is difficult for associations to provide all the content,” Rosenthal said. “A lot of what we’re talking about is not just to meet the needs of sponsor companies, but to meet the needs of members. [Associations] need more information on more topics, and [they] often don’t have the bandwidth, the staff, or the money to produce all that content.”

Schottland notes that including a content hub on an association’s website not only has an advantage for the sponsor but also for the organization. “[Members] are not going to another website to find that information they need,” he said. “They are turning to the association as the one-stop shop.”

If an organization isn’t keen on content from sponsors, Schottland said corporate partners can also sponsor research or other thought leadership produced by association staff.

“Do it in a collaborative approach,” he said. “Here is the association white paper, e-book, report, or survey results in partnership or sponsored by ABC vendor. They can position themselves, the association, as the thought leader but also generate some sponsorship dollars.”

DATA MATTERS

In addition to allowing partners to sponsor content, it is key to provide metrics about how that content is performing. Schottland said metrics to include are time spent on site, page views, leads, and conversion rate. The conversion rate is how many people who visit the page where the content is download the content. So, if a 100 people visit the page and 50 download the content, that’s a 50 percent conversion rate.

Data helps the sponsor know if their content is connecting well with members or if they need to do something different. The overall picture of content performance is useful to the association. “They are seeing what content is resonating, what the topic of that content is, and can use that market intelligence to shape their next event or next product,” Schottland said.

Rosenthal noted these metrics are what companies typically get when they sponsor for-profit endeavors, and associations can compete better if they offer that same info. “If the association provided all the metrics as well as for-profits, I think these companies would go to the association,” Rosenthal said. “They really value the affinity with the association.”

Let's imagine it is 31 December, 2029.

Thu, 16 Sep 2021 05:25:56 GMT

Let's imagine it is December 31, 2029. What did your association do throughout the rest of this decade to shape a different and better future for stakeholders and successors?

Last month, I posted the backcasting prompt pictured above to LinkedIn following my late June session at the Virginia Society of Association Executives Annual Conference in Virginia Beach. My sincere thanks to everyone who liked the original post. What I noticed, however, is that no one accepted my invitation to offer a response to the prompt.

To assist association boards and staff with sparking new conversations through this thought experiment, I have created four example responses to this prompt based on the four major forces of turbulence I see shaping this decade. After the four responses, I share some questions you can use to frame a conversation inside your association.

Four example prompt responses to spark new thinking

Addressing AI/automation

"In the early years of the 2020s, our association's concerns about the detrimental impact of AI and automation technologies on our profession led us to refocus our education. Instead of concentrating entirely on developing our learners' technical skills, i.e., what they need to know to work in our field, we created new professional credentials that helped build their digital and human skills as well. By the end of the decade, research showed that our credential holders were in demand, especially among employers who initially implemented AI and automation technologies to handle routine tasks and activities. Those companies now needed human workers who could effectively collaborate with machine intelligence and other human workers to facilitate the work of innovation."

Addressing the climate crisis

"To be completely honest, we struggled with shifting our association's thinking and action toward the future. Our board initially resisted even having the conversation, but once they did, it didn't take long for them to see the COVID-19 pandemic as a fast-moving version of the global climate crisis. Working with that shared understanding, our board refocused its stewardship on a foundational question: how can the association work to reduce our field's carbon impact by 50% or more within ten years? We reached out to other organizations in our space, and everyone agreed to put everything on the table. The group identified specific outcomes we would strive to achieve together, and while we are not yet where we want to be, but we are making consistent positive progress."

Addressing human inequality

"The COVID-19 pandemic revealed (and exacerbated) a depth of human inequality in the United States that was intolerable to our association, our people, and our industry. We knew we couldn't simply 'return to normal' because what we thought of as normal was grounded in the discrimination, exclusion, and exploitation of millions of people over decades and centuries. Our board took a strong stance by committing the association to a newly-created ethical purpose of prioritizing the wellbeing of people over profits. As a result, the association shifted its advocacy work away from protecting the industry's traditional interests and toward creating a more equitable economy and inclusive society for all Americans. It was a huge and difficult shift, and it was the right thing to do."

Addressing ideological extremism

"The Capitol insurrection on 1/6/21 was horrifying, but it wasn't until we heard the same voices of ideological extremism during a board meeting the following week that we understood the threat was inside our association. It was a painful realization, and yet one we could not ignore. Ideological extremism was an existential threat to our association's commitments to expertise, diversity, equity, and inclusion, and attracting young people to work in our field. It was clear that simply "agreeing to disagree" and being civil would not be enough. We implemented an entirely new process for identifying, recruiting, and seating board members, developed a fact-based, data-infused, and learning-oriented approach to board decision-making, and said goodbye to those who would not adapt."

Having a conversation on these prompt responses

To be clear, I do not offer these responses because they are the only ideas worth pursuing or because they are somehow "correct." Their sole purpose is to challenge association orthodoxies and convey a sense of both possibility and urgency for new thinking and action.

With that intention in mind, here are some questions you can use with your association's board to frame a conversation around the backcasting prompt and the example responses I have provided:

What is your reaction to the prompt and the four responses? Which response most challenges you? Which response most inspires you? What questions does each response raise for you?
What is the highest ambition we can pursue as an association before the end of this decade? How do the example responses challenge us to be bolder in our thinking?
If the stakeholders and successors who will be most affected by our decisions were listening to our conversation, how well would it honor their highest expectations of us? What sacrifices are we prepared to make to meet their expectations and fulfill our responsibility to them?

MY CHALLENGE TO YOU: We need to accelerate our decision-making, so I challenge you to complete your association's thought experiment process around the backcasting prompt, i.e., from first conversation to crafting your response, in 60 days or less.

Jeff De Cagna

Executive Advisor, Foresight First LLC

Looking back from the last day of the decade: a thought experiment for association decision-makers - Jeff De Cagna (authory.com)

Six Steps for Creating a Virtual or Hybrid Sponsorship Prospectus

Thu, 16 Sep 2021 05:18:30 GMT

Tactics for wooing sponsors for virtual and hybrid events can be very different than the techniques used for in-person meetings. Here are six steps to take to better explain the benefits of virtual and hybrid to potential sponsors.

Creating an exhibitor and sponsorship prospectus for your virtual or hybrid meeting doesn’t have to be complicated. As a seasoned professional, you possess the tools necessary to produce a prospectus that allows your association to achieve its goals while delivering ROI to exhibitors and sponsors.

Over the past 16 months, my staff successfully sold and managed exhibits and sponsorships for 20 virtual association expos. Each began with a thoughtfully crafted prospectus that precisely highlighted the benefits of participation to exhibitors and sponsors while reflecting the association’s culture and mission.

As our industry transitions back to in-person meetings, including virtual elements in your prospectus will widen the size and scope of revenue opportunities. While creating the prospectus may seem daunting, this six-step plan will guide you through the process.

Step 1: Create a New Financial Model

Traditionally, a significant amount of the revenue from in-person events results from the sale of exhibits, with a minority from the sale of sponsorships. These budgetary assumptions are entirely different for virtual events, where sponsorships produce the majority of the revenue. You must change accordingly and plan for many more sponsorship opportunities.

Be realistic about the exposure and revenue virtual exhibits generate. Promote the virtual booth as an online resource center rather than a significant lead-generation opportunity.

As the industry turns to a hybrid format, you have the opportunity to use virtual opportunities to your advantage, supplementing your in-person offerings. If your exhibitors have a strong in-person presence, you might be inclined to offer them complimentary virtual booths. Conversely, if sponsored content holds the most attraction for participating companies, make it available virtually to increase their ROI.

Step 2: Compile Marketing Language for ROI

Clearly communicate the components of the virtual/hybrid opportunities in your prospectus. In addition, spell out any benefits of the format. These could include:

Increased attendance, especially international attendees
Useful analytics from detailed session and booth tracking
Ability to engage potential customers during COVID restrictions
Enduring exposure by making the virtual platform available for months, not days

Be specific in explaining what your virtual or hybrid meeting looks like. Explain the schedule: live versus recorded content, engagement opportunities, and how long content will be available post-event.

Step 3: Match Virtual Sponsorships with Typical In-Person Sponsorships

Sponsoring companies return year after year because they value the opportunity to communicate with your attendees. However, remember that sponsors aren’t technical experts. Make them comfortable by identifying virtual sponsorships that are similar to those available at your in-person event. Make a list of each in-person sponsorship at your past events and write a closely matching virtual sponsorship next to each item. To complete this step, you must thoroughly understand your virtual platform’s capabilities and know how to use its features to your advantage.

Step 4: Classify and Match Sponsorship Categories

Companies recognize event ROI in four main categories of sponsorships: brand awareness, product or service promotion, access, and thought leadership.

Categorize each in-person sponsorship into one of these categories and offer similar virtual sponsorships for each category. For instance, program guide advertisements at your in-person event belong in the product or service promotion category. The corresponding virtual sponsorship might be for advertisements on your virtual platform. Sponsorship of an invitation-only president’s reception may be a combination of brand awareness and access at your in-person meeting. Perhaps create a virtual reception the night before your event and invite your board of directors, CEO, and valued members, as well as the sponsor. The sponsor stills get exclusive access to this selective group. Also consider adding their logo to the invitation and virtual platform.

Step 5: Create Unique Options in All Categories

Brainstorm new ideas to fill gaps you see in each category. Rely on your association’s familiarity with attendees and participating companies to create unique sponsorships that companies will be excited to purchase, and attendees will appreciate. Examples include:

Brand awareness. General session speaker introductions, poster gallery, or sponsored ribbons.
Thought leadership. Sponsored content in different timeslots during your event, such as symposia, theatre, lightning rounds, and so forth.
Access. First-time virtual attendee orientation or collaborative rooms.
Product or service promotion. Commercials, virtual platform ads, or a “Know Before You Go” email banner.

Step 6: Create the Structure of the Virtual Exhibit Booths

Be realistic about the exposure and revenue virtual exhibits generate. Promote the virtual booth as an online resource center rather than a significant lead-generation opportunity. Exhibitors will appreciate the chance to share their promotional materials with attendees. Consider these tips:

Offer two price points—standard and premium—to allow companies who are hesitant to pay for virtual exhibit space a chance to say yes.
Connect the virtual booths with any sponsored educational session descriptions. Attendees can easily click from the session to the virtual booth for additional information.
Don’t offer additional graphics or content at a la carte prices. While tempting, this becomes unnecessarily complicated. Keep it simple, and your staff and exhibitors will thank you.\
Schedule time for visiting booths. Allow 30 minutes each day for exhibit hall hours. Offer incentives such as gamification to entice attendees to visit virtual booths.

In a hybrid model, virtual booths become an online buyer’s guide. Exhibitors can have information posted online in addition to their in-person booth for maximum exposure to attendees.

Originally posted here

What happens when your office has changed for the worse?

Thu, 16 Sep 2021 05:09:29 GMT

Some people have been eagerly anticipating the return to the office. Except the office doesn't feel the same as it did before.

Like most people, Scottie Lantgen thought he’d be away from the office for just a couple of weeks when the pandemic began in early 2020.

A year on, the 36-year-old, a senior copywriter at an advertising agency in Kansas City, Missouri, US, was finding home working tough. “Every day was the same,” he says. “I’d wake up, work five feet from where I slept, and work out at home. I just wouldn’t leave my house. It was so draining, and the ability to have a difference between a work life and a home life was something I desperately wanted again.”

So, in June, when his firm announced fully vaccinated employees could return to the office, Lantgen “jumped on it”. But after the initial excitement, he says, being back became underwhelming. “There were a lot of people who were really excited to come in, everyone was hugging and talking. But things petered off pretty quickly. Within two to three weeks we definitely learned who actually wanted to be in the office – and a lot of people really didn’t.”

Of course, going back to the office has its perks. Chief among them is the ability to interact, in person, with colleagues and managers whom we haven’t seen face-to-face for more than a year and a half. Being back in a physical work environment could make some people more productive, and allow for creative conversations and more efficient communication. For these reasons, among others, plenty of workers are actually excited to go back.

Yet, like it or not, the office won’t feel quite the same as when we left it. The ongoing pandemic means many workers may be uncomfortable being physically close to others, or even reluctant to return. The water-cooler conversations we’ve been missing still aren’t happening, because there are fewer people in the office, and because a shared water cooler suddenly seems unsanitary. Meetings may feel forced or uncomfortable, colleagues may avoid communal spaces and activities, and even beloved lunch spots may not have survived the pandemic.

In short, it’s possible the office you’re returning to isn’t the place you remember. And for those who have been waiting eagerly to go back – and experience the elements that made work more enjoyable for them – adjusting to this ‘new’ office could be a stressful process.

Once-familiar environments feel foreign

After so long away, the office is now an unfamiliar environment. First, says Juliet Hassard, an associate professor of occupational health psychology at the UK’s University of Nottingham, there are likely to be far fewer people there, as plenty may not be ready to come back.

“A lot of them want to encourage people to come back, but people are going to have very varied feelings and experiences about that, ranging from ‘Oh, I’m so desperate to get back and see people and go for coffee’, to the other end where you have people who are actually really scared about it,” she says. “Workers will fall on a spectrum from ‘can’t wait’ to deeply anxious.”

That means that those who are eager to return are likely to find themselves disappointed when the things they miss most – quick chats with colleagues, big brainstorming sessions, team solidarity and socialising – are still not happening.

This has been Langten’s experience; key elements of the workplace experience that he enjoyed have disappeared. “The client meetings in the office, the leftover BBQ – the beautiful thing about working at an ad agency is there’s beer fridges and stuff. On Friday afternoons it’d always be, ‘let’s have a few beers, maybe go out’. Now there’s only a handful of people there, and it’s just not the same.”

On Friday afternoons it’d always be, ‘let’s have a few beers, maybe go out’. Now there’s only a handful of people there, and it’s just not the same – Scottie Langten

That change may be more difficult for certain personality types – the same people, namely extroverts, who draw their energy from the buzz of being around other people. Research shows extroverts are less affected by dopamine, so they need more stimulation to feel 'on' or be productive. The major benefits those people, like Lantgen, get from being in the office are a big part of what’s driving them back, even if there’s not as much stimulation as there once was.

Social connections – and the boost some workers derive from them – are not the only reasons people might be anticipating returning to the office, however. Some people may be looking forward to the comparative quiet of their desk; parents seeking a kind of peace they haven’t been able to get at home, for example. Young workers, meanwhile, may be missing valuable learning time with mentors and older colleagues.

Unfortunately, some of these people won’t find what they’re looking for either. It could be hard for young workers to access those learning experiences if more senior workers chose to work from home. And people who are in the office to work quietly could find that peaceful spots are few and far between, if companies decide to pivot their space to include different meeting spaces more suited to facilitating social interactions in the hybrid era.

Anne-Laure Fayard, a professor of Innovation, Design and Organizational Studies at New York University, returned to her office and classroom on the NYU campus in September 2020, because she wanted to be there. But she admits that it feels different now. “It’s the same old office, but it’s not the same at all, and it’s hard for people to imagine,” she says.

Managing expectations and waiting to adapt

It’s perfectly normal to feel a bit unmoored if you’re returning to an office that feels like it’s changed for the worse. “For most people, the constant uncertainty and adaptation [of the pandemic] has been exhausting, and we’re not out of that yet,” says Hassard.

Fayard says the biggest thing workers can do is temper their expectations. Even if it’s physically the same place, almost every office has undergone a major shift. Expecting it to be exactly the same as it was pre-pandemic, she says, is a recipe for disappointment.

“It’s more stressful if you’re always comparing and spending time trying to replicate, instead of thinking, ‘OK, it’s going to be something different’,” she says. I think that will help people with managing stress and expectations. It’s really a deeper thing about embracing ambiguity, and I think that’s what’s hardest for everyone.”

Being able to talk about what’s changed and how workers feel about those changes is important, she adds, and bosses should be facilitating those conversations with their employees. “I think we start talking,” she says, “because that’s a big piece of people being able to maybe become more comfortable. That conversation might be more open, or it might be more anonymous, depending on the culture of the organisation, but I think it cannot be ignored.”

It’s the same old office, but it’s not the same at all, and it’s hard for people to imagine – Anne-Laure Fayard

Lantgen says he began to feel less disappointed once he reflected a little on the new reality.

“There are these expectations you build up for yourself like, ‘It’s going to be everything I want it to be, everything I missed and it’s going to make everything better’,” he says. “But we’re all coming out of a collective trauma and maybe going back to an office won’t change that. You’re just not going to have the same experience in the office you did in 2019. You just realise, OK, of course it’ll be different. And you just get used to it.”

Lantgen says it’s also helpful to remind himself that all the things he’s still missing won’t necessarily be gone forever. “It’s a bummer, but it will all happen again eventually. I’m keeping that hope up. I try to remain optimistic.” And for him, ultimately, even a changed office is better than none at all. “It makes me feel better,” he says, “knowing that I can get up and have a place to go, as opposed to working at my kitchen table.”

Originally posted by the BBC

AuSAE Learning Launches

Sarah Gamble — Wed, 15 Sep 2021 23:37:01 GMT

The Australasian Society of Association Executives (AuSAE), the peak professional body for individuals working in associations, is excited to announce the launch of the AuSAE Learning Hub and new course, “Association Essentials". The Learning Hub ensures association professionals can access continuing education opportunities for career advancement and manage the ability to learn without boundaries.

Together with our partners, Pointsbuild, the AuSAE Learning platform has been designed to deliver diverse learning opportunities and innovative formats responsive to member needs and industry trends. The AuSAE Learning Hub provides an easy-to-use online learning platform that is an interactive learning experience and enables self-paced learning from anywhere, at any time.

Toni Brearley, AuSAE CEO, says, “We’ve always given our community ways to learn and grow – both personally and professionally through our webinars, events, research and guidelines. It’s great to introduce our Learning Hub and new course so that we can create engaging learning experiences and professional opportunities for our members and community,” adds Brearley.

AuSAE have developed the new course, “Association Essentials”, to provide association executives with some background and foundational knowledge as they start their journey in association management. The course provides practical examples of the support and activities associations provide to their members and their collective contribution to society.

Michael Tomlinson, Pointsbuild CEO, says, “We’re delighted to be working with AuSAE to deliver a unique learning environment for association professionals. The online CPD course “Association Essentials” delivers a mixture of text, video, audio with knowledge checks throughout. The dynamic format ensures that the content suits the learning styles for a wide range of learners.”

AuSAE will expand the development of a range of new courses through 2022. Attendees will earn Certified Professional Development (CPD) points and a certificate.

At the heart of the AuSAE mission, the Learning Hub supports and empowers association professionals to strive for excellence and leadership. “I know the professional development of staff is important to association executives in the AuSAE community. Through improving the quality of association management practice and online learning, we can make an impact,” concludes Brearley.

Learn more about AuSAE on our website, register for our new course “Association Essentials”, and sign up for the AuSAE’s newsletter to stay up to date with AuSAE activities and events. To find out more about Pointsbuild’s online learning platform for Associations, send an enquiry here

Thailand pushes for more association partnerships

Sarah Gamble — Tue, 14 Sep 2021 03:44:05 GMT

The Thailand Convention & Exhibition Bureau (TCEB) has unveiled a three-year roadmap for the country’s business events sector with a strong focus on supporting international associations.

The roadmap includes greater lead generation and industry consultation, new development programs for local business event practitioners and stronger promotion of Thailand on the international stage.

To achieve this TCEB has devised three key strategies: “upgrading” Thailand’s conventions ecosystem through active lead generation and industry consultation; “upskilling” the industry with targeted development programs; and “upstaging” Thailand on the world stage through international partnerships and hosting key meetings of global significance.

TCEB Senior Vice President, Nichapa Yoswee, said the 2021-23 pathway reflects the shift in TCEB’s role from one of industry support to that of driving growth, and has the full support of the Thailand Incentive and Convention Association (TICA).

It is promising news for the local and international association sector with greater support and encouragement to host conventions in Thailand.

The roadmap also sees creation of a conventions task force to explore innovative ways to reengineer Thailand’s conventions industry. The task force, structured as a think tank that meets quarterly, comprises representatives from academia as well as TICA’s convention experts including venue operators, destination management companies, and professional congress organisers.

To complement the conceptual work undertaken by the task force, TCEB and TICA have also established teams of “Convention Connecters” to respond to market trends with greater agility.

Each team is made up of two people whose expertise in lead generation, bidding, and convention management will help associations build a strong case for organising a convention. The most immediate targets for these “Convention Connecters” are associations related to the so-called “Thailand 4.0” industries – the ones that will power Thailand’s economic transformation such as robotics, medical, agriculture and biotech, food and legal and professional services.

Internationally, TCEB is looking at enhancing relationships with industry associations through a series of partnership programs, and is working towards hosting meetings of international significance such as the Annual Meeting of the World Bank Group and the International Monetary Fund, hosted in Thailand in 1991.

“With upgrading, upskilling and upstaging at the core of its three-year roadmap for conventions, TCEB is confident that Thailand will soon reap the benefits of a new pool of highly skilled conventions professionals and a highly connected ecosystem of associations and suppliers,” Mrs Nichapa said.

For further information about hosting meetings in Thailand contact TCEB Australia representative, Nicole Tingey on nicole@clockwiseconsulting.com.au

Why media interviews are like no other conversation

Wed, 08 Sep 2021 20:18:36 GMT

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.

Yes, Your Hybrid Board Meetings Can Work

Wed, 08 Sep 2021 20:17:24 GMT

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

Where Did Everyone Go? Revitalizing Dormant Communities

Wed, 08 Sep 2021 20:13:04 GMT

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

Why associations should pay attention to DAOs

Wed, 08 Sep 2021 20:06:17 GMT

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

Risky Business: Navigating the risks of business events in the post-COVID era

Sarah Gamble — Wed, 08 Sep 2021 06:32:03 GMT

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

WHAT “DIGITAL FIRST” MEANS TODAY

Sarah Gamble — Wed, 08 Sep 2021 02:22:45 GMT

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.

What are the ongoing effects of COVID-19 having on your association?

Sarah Gamble — Wed, 08 Sep 2021 02:18:51 GMT

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.

CIOReview Names ASI One of 2021’s Most Promising Microsoft Solution Providers

Sarah Gamble — Fri, 03 Sep 2021 03:49:42 GMT

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

How One Association Offset a Dues Revenue Loss With a Sponsored Social Media Program

Thu, 02 Sep 2021 20:09:26 GMT

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

#ASAE21: Five Ways To Keep Your Board Strategic

Thu, 02 Sep 2021 20:06:23 GMT

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

Best(and worst) email sign offs during Covid-19

Thu, 02 Sep 2021 19:58:22 GMT

How To Tell Whether You’re Building Community—Or Just Doing A Transaction

Thu, 02 Sep 2021 19:51:08 GMT

Incentives and services can bring people in the door, but they can threaten the long-term stability of the community you’ve built. Here’s what the head of a for-profit community platform suggests for striking a balance.

Associations hope to grow their membership and strengthen their bottom line. But that’s not all they exist to do.

As nonprofits, their missions are intended to serve a broader group of people. Financial success can help serve that mission, making it a key performance indicator worthy of focus. But if the transactional nature of an association’s business endeavors takes precedence over building a strong community, it can threaten both.

For-profit communities, which face more direct ROI requirements, also have to deal with these issues—so associations can learn by watching how they balance community and commerce. David Spinks, the founder of CMX, an online platform for community managers owned by the virtual event platform Bevy, says that for-profit communities often lean toward transactional interactions just by nature of needing to support themselves.

“I think that all communities ultimately have to figure out how to become financially sustainable,” he says.

Spinks, the author of the book The Business of Belonging, adds that communities of all kinds need to be built with a return on investment in mind—even within associations.

“The key learning that community teams at for-profit organizations can teach us is that there are countless ways to build community,” says Spinks, who also serves as Bevy’s vice president of community. “But if it doesn’t ultimately drive a return for the organization, then it’s going to struggle to justify getting more buy-in and budget.”

As a result, he says, building community around revenue growth can strengthen a community over time. But just because community and revenue can directly influence one another doesn’t mean you should simply prioritize making money, he adds.

“It’s not about choosing profit over people,” he says. “It’s about finding the right balance.”

TAKE CARE WITH INCENTIVES

It’s often said that the difference between subscription services and membership-based services is the approach to incentives and discounts. For example, think of how services such as Netflix and Disney+ handle subscriber acquisition, and the churn challenges they face when those offerings don’t look so hot anymore.

This issue applies to communities as well. Community organizers might try to push potential members through the door by offering a one-off incentive in exchange for joining the organization. This can set up incentives—rather than the rewards of being part of the community—as the main benefit.

Spinks suggests that how an association frames incentives is important.

“It’s a subtle but important difference between saying, ‘If you do this, you’ll get that’ and ‘As a thank you for doing this, we’re giving you that,’” he says. “Use incentives as a form of gratitude rather than the core motivation that moves people to participate.”

CONSIDER THE VALUE PROPOSITION

When people come to your community, do they get value from it? Or are they likelier to feel like it’s extracting value from them?

Without a clear value proposition, it can turn even the most community-minded endeavor into work. For example, volunteer opportunities can be a handy melange of skill development, goodwill, and community-building—or they can simply be uncompensated labor.

“There’s a fine line between empowering volunteers and taking advantage of someone’s time,” Spinks says.

That might mean focusing on mutually beneficial approaches to community, such as mentoring programs. A one-sided transaction, however, isn’t always antithetical to community-building. Spinks cites the example of tech support forums, which are not intended to actively build togetherness but provide community support in another way.

“The significant majority of people are just there to get answers to their questions, not to form relationships,” he says. “So in that case, it’s about getting them the right answer to their question as efficiently as possible, rather than driving more social interaction.”

It’s about knowing how people get their value from a given community, and what the purpose of that community is.

FIND YOUR HEROES

Of course, an incentive too many can eventually dampen engagement within any community, as people choose not to stick around because they already received their incentive—and don’t see enough value in the community surrounding it.

If that seems like a problem for your organization, Spinks says, it’s important to take a back-to-basics approach, led by your strongest community members.

“Identify the people in the community who are interested in something more than the transactional value of the community and focus on building community amongst them,” he says. “It might be a small group of people who are the most engaged in the community. Organize special events for them. Bring them together in intimate groups. Deepen the sense of community at the core of your community, and that culture and tone will spread throughout the rest of the network.”

With the right touch, this micro-community might just push you out of the trap of transactional relationships.

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun.

Originally posted here

WHY UPDATED MEMBERSHIP MODELS ARE KEY TO ONGOING SUCCESS

Thu, 26 Aug 2021 20:20:00 GMT

Member engagement weathered the storm of the pandemic, but retention did not fare as well. Revamping stagnant membership models that are more responsive to the changing needs of your members should be a priority, according to an association expert.

Member engagement is up, which should be good news, right? After all, 45 percent of associations showed an increase in membership and 71 percent said the level of member engagement increased this year, according to Marketing General Incorporated’s latest Membership Marketing Benchmarking Report.

The flip side is, 47 percent of associations reported a decline in membership and 45 percent saw a renewal rate drop, compared to only a 24 percent drop last year. Members turned to their associations during the pandemic to get immediate help and information to navigate the crisis, which was a main factor in increased engagement. But the situation is more complicated: Engagement isn’t enough, and there has to be a focus on retention and renewal.

“The pandemic was globally disruptive across sectors, relationships, organizations, and professions, and any business assumptions you had prior to the pandemic have to be reinvestigated and revalidated,” said Dean West, FASAE, president and founder of Association Laboratory.

He goes further: “I call it the end of history,” West said.

TIME TO REVAMP MEMBERSHIP MODELS

It sounds ominous, but maybe not. West sees it as a “tremendous opportunity” because now that traditional boundaries and relationships have been disrupted, associations have the freedom to reinvent themselves in ways no one could have imagined. First up? Membership models.

Associations Laboratory’s latest study, Looking Forward Solutions 2021 [registration required], shows that membership is the most serious area of concern for the global association leaders who participated in the report.

Before the pandemic, 81 percent of CEOs said that younger members were not interested in traditional membership models, according to the group’s Looking Forward 2020 report. Between 2019 and 2021, most associations did not substantively change their membership models, West said.

That means the membership model that was a problem before the pandemic hasn’t changed, but members’ needs are changing. That’s why, when they came back to their associations after the pandemic subsided, West said they found an old model that was not relevant to their needs, which is why retention is going down.

UNDERSTAND YOUR MEMBERS

“Most membership models are designed around an offer that doesn’t take the pandemic into account,” he said. One of the most important themes that emerged from Looking Forward Solutions 2021 is that associations are going to have to invest in understanding—or re-understanding—their members and other stakeholders.

“Associations have to invest time, money, and energy on understanding how members’ lives are different and what the implications of those differences are on their relationship with the association,” West said.

And how do you do that? “Simply by putting a group of diverse people around a coffee table and asking them how their world is different,” he said. Or you can go a more sophisticated route through integrated qualitative and quantitative research.

“But at the end of the day, it’s a market-facing strategy,” he said, which should be designed to discover how the personal and professional lives of members have changed. Members want benefits and services that are directly relevant to them based on their changing needs.

“Membership as an offer is suffering because, overwhelmingly, most associations don’t have a different model now than they had a year ago, but their members’ needs are different,” West said.

Key work-from-home statistics — and what you should do about them

Thu, 26 Aug 2021 20:12:22 GMT

Over the last year and a half, remote working has been the buzzword for organisations and government agencies worldwide. What was initially an unwanted change for many has become something requested and even negotiated for. As more and more professionals attempt to make their work-from-home status permanent, we need to take a look at the lessons learned from our abrupt shift to a remote workspace.

In June of 2021, CraftJack.com set out to understand the experiences, attitudes and consequences of this shift. What they found is that many workers are still getting set up, learning how to function from home and are overall not having the greatest experience.

While that may seem crazy, it’s more common than you think. In fact, as I write this article, I am sitting in my brand new home office — the first of my work-from-home career.

Throughout this survey, respondent data contributed to the following statistics:

71% of remote workers are still “improvising” a workspace at home

When the world was thrust into working remotely, only a handful of individuals were prepared for working from home. Apartment rentals or home purchases were made without an office in mind, and up until the pandemic this was never an issue. Without a spare bedroom or quiet nook in the house, many workers were left scrambling to accommodate a houseful of people working on top of each other.

This is the biggest reason many people have made-do by working from their beds (65%), couches (68%), kitchens (51%) and even their closets (19%).

What you can do about it: Make sure you’ve asked your team what additional materials they need to make their work-from-home situation smooth. Maybe they could use a second monitor, or they need a stipend to cover increased Internet usage.

37% of people who work from home with another remote worker work in the same room as the other person

With children in online school and significant others also working from home, it's no wonder that 37% of respondents shared that they work in the same room as another person. In fact, ”69% say they are regularly disrupted by the other person’s noise.”

In addition, over two-thirds of people have had their pets (43%), children (37%) and partners (34%) interrupt their video calls during work hours. As CraftJack.com found out, many respondents tried to combat this issue by finding quieter, more isolating places to take calls — like their bedrooms and closets.

What you can do about it: Make sure you promote a culture of acceptance in work-from-home life. “While some of your team members might have thrived by moving their office space into their homes, others may have had a more difficult time adapting to the change,” wrote Willow Becker. Things happen — and that’s ok.

The bedroom is the most popular place for remote workers to take video calls

Through the quick paced change to remote work came the need for a way to collaborate with your colleagues in a safe and easy manner. Enter video calls — Skype, Zoom, Google Meet, etc. But with thousands of workers improvising their workspaces at home while sharing the space with family and pets, finding a quiet and non-distracting location to take calls became difficult.

What you can do about it: Give your team the opportunity to choose which time of the day works best for them for video calls. Many workers have difficulty keeping up once children or spouses come home from work and school.

58% said their employer has contributed either money or supplies to support the development of their home workspace

With the average amount spent on home workspace upgrades during the pandemic coming in at $282, It’s no wonder many workers are negotiating the ability to work from home full or part of the time. Some employers and organizations have tried to combat this by offering home office stipends to workers during the pandemic.

What you can do: If your organisation is mandating work-from-home, consider offering a small stipend or providing office supplies to help cover workspace costs. If your organization has decided to stay virtual full-time, maybe dispersing supplies from the office could help.

As more and more employees begin negotiating the ability to work from home or on a hybrid basis, the likelihood that these statistics remain is low. As we move forward, be prepared for a new, hybrid approach to work, where your staff might spend some time at home during the week and some time in the office.

Ashley Neal

Ashley joined the Sidecar team as Community Coordinator in 2020 and spends her working hours focused on providing value to our members. In her free time, Ashley enjoys DIY crafts and playing with her puppy, Scooby.

Originally posted here

Making the Most of Your ‘Captive’ Lockdown Audience

Thu, 19 Aug 2021 19:50:25 GMT

Here are some practical tools to assist you both during, and post lockdown. Please feel free to pass on these tips to your members.

1. Wellbeing

It is a ‘buzzword’ synonymous with Covid19, however it is beneficial to your association for you, your staff and members to be as happy as possible! The Mental Health Foundation lists 5 Ways to Wellbeing: Connect . Give . Take notice . Keep learning . Be active.

You can go to www.smallsteps.co.nz for more practical tools to improve your wellbeing.
Watch the AuSAE Wellbeing webinar here with Dr Angela Lim and Andy Ellis.

2. Digital – Use Images and Video

Think about your digital strategy. There are some great, free tools to help you! If you’re making posts and need images sized to different social media platforms, www.canva.com is a good tool. Likewise, consider doing a live Q&A with your members. Keep them engaged.

3. Content

New Zealand has been impacted by dramatic change due to social distancing, and the best thing you can do right now is to be a resource to help people cope and navigate these times. Creating content that is not only relevant to the specific impact COVID-19 has had on your industry will help increase the chances of boosting engagement. Things to consider when creating good content:

Address a specific issue, relevant to a segment of your wider community
Provide valuable information that answers a relevant question for that segment
Many businesses and organisations have gone the “easy” route with broad sweeping content during this time. Stand out.
Unsure what questions and concerns your members have? Take a leaf from Brett and pick up the phone. Nothing is more powerful than a one on one conversation.

4. Authenticity

In the midst of this lockdown, remember above all else, be yourself. Authenticity and genuine care are crucial to online engagement. Putting a human behind the keyboard helps personalise your message. Consider content that covers:

Personal Life Lessons
Appreciation for others
Encouragement
Kindness

Currently, online activity is ramping up, company brand, professional brand, and your personal brand blur into one when everyone is working from home. Understanding this concept is key to engaging your community during this lockdown and beyond.

5. Learn, Breathe, Grow
This is the perfect time to learn a new skill, host a webinar or do research that will benefit your association and its members. It is also a time to slow down, take a breath and relax. Catch up on the jobs you’ve put off. We can all grow from this experience, be it personally or professionally. With a positive mindset we can make the most of the opportunities Lockdown provides. You have a ‘captive’ audience – make the most of it!

By Miriam Dawson, Head of Communications and Engagement NZ - AuSAE

Engaging Communication

Thu, 19 Aug 2021 04:42:55 GMT

Following this week’s government’s announcement of level 4 lockdown in New Zealand, AuSAE will continue to support you as a member and as part of the association community. We are all about ensuring that the association community is valued, recognised and influential.

As membership organisations, our members need our support, hence we need to consider the following points. I hope you find value in these engagement ideas that are easily implemented.

1. Communicate, communicate, communicate

Your members may be feeling isolated, ensure there is clear awareness and a collective voice delivering positive messaging and opportunities.

2. Address members immediate concerns

Directly aim to address your members concerns. Consider what is ‘keeping your members up at night‘ and aim to effectively deliver practical benefits that will help getting back to norm.

3. Make an impact

Acknowledge the current situation and actively outline how your Association is making a real impact to contribute to the stabilisation of your members own organisations.

4. Continue to be kind

Continue to be seen as ‘kind’. Our members will continue to judge us as we go through this period. If you are able to help vulnerable members during this time then there is a strong likelihood of future advocates (and increased membership).

5. Project a positive future
As bad as things may seem right now, we will come through this challenge and it’s important to stay focused on the light at the end of the tunnel.

6. Ensuring accessibility

This has always been central to all engagements, and nothing should change. AuSAE prides itself on its willingness to assist and about how to best integrate accessibility and make the experience engaging for members. This is important - what does it look like for you?

7. Don’t forget the phone

With all the focus on the new technologies and platforms, we sometimes forget the basics that can help us in a remote engagement process. Sometimes an conversation via phone will make people who are less used to using video more comfortable, and it can be easier for people in rural and remote areas.

Brett Jeffrey, General Manager New Zealand 19 August 2021

Why your membership organisation needs super users

Thu, 19 Aug 2021 04:37:16 GMT

Every membership organisation has members who go above and beyond.

They’re the people who show up early to every panel, share every social media post and bring something extra to the table. They’re your biggest fans, advocates, and ambassadors.

But as much as you might appreciate your organisation’s super users, it’s not always clear how to bring them into your overall strategy.

Here are four ways your organis I trust your judgement until the time of sugar change show you show you change your mind but anyway spine ation can tap the power of super users — and a closer look at the value they can add along the way.

Support super users who host special events

Most organizations host several tentpole events each year. This can take the form of an annual fund drive, a conference with big speakers or even a 5K. Tentpole events are an important way to promote your organisation’s visibility within the community and rally members around your cause.

Because they’re elaborate, tentpole events don’t happen often. In between, your organization can lean on super users to foster community through local events and casual meetups.

Take stock of where your super users live and who might be part of their networks. Create a few templates for easy events — a happy hour, or a hike — and share these resources with your super users.

With a little effort and a small budget for refreshments or flyers, your super users can quickly cement local community ties.

Seek feedback about your onboarding process

Super users are notable for their generosity and genuine care for your organization. Because they’re deeply invested, they’re often willing to offer critical feedback: The hard truths that, when confronted, can help your organisation improve.

If you’re going to choose one area to start with, onboarding is especially critical. Once new members have committed and invested in your organisation, onboarding makes a lasting first impression.

Super users often organically engage in the onboarding process, making themselves available to answer questions or locate resources. They have unique insights into how your organization can better set new members up for success.

Even better — many super users would enthusiastically join a program that welcomes new members and helps them obtain value as soon as possible. Along with asking for feedback, your organization can further support super users by turning their ad hoc engagement into a more coordinated effort.

Invite super users to participate in forums

Super users often believe so whole-heartedly in your organisation that they’re willing to invest their own time and resources into making things better for everyone.

Hosting forums, focus groups and even webforms soliciting feedback are excellent ways to make sure super users’ voices are heard. While you shouldn’t expect exclusively positive feedback, you can rely on them for necessary and constructive criticism.

Understanding when and why super users invest their personal resources can help you identify areas for growth. If members widely embrace unofficial traditions or programs, there may be ways to officially adopt and fund them.

Tap super users to moderate online communities

Online communities hosted on Facebook, Slack and other platforms can provide immense value to members. These spaces can provide a place to pose questions, pool resources and signal boost relevant initiatives to many members at once.

Moderating these online spaces can be time consuming and challenging. A poorly moderated community can quickly be abandoned, or even toxic.

That’s where super users come in. They’re already highly engaged in your organisation and deeply familiar with your values and community management. Many would welcome the opportunity to assume a leadership position by voluntarily moderating an online community.

Whether you tap super users to gain valuable insights into areas for improvement, or to organize online and in person community events, they’re a powerful asset to any membership organisation.

Heather Nolan

Heather Nolan is a marketing specialist at Sidecar. A former journalist and social media manager, Heather lives in New Orleans with her husband, son, and grumpy rescue dog.

Originally posted here

How To Assess Emerging Risks—And How To Respond

Thu, 19 Aug 2021 04:30:02 GMT

Integrating risk management into your association’s culture will help you work smarter as your drive toward your mission.

Accomplishing bigger goals with increased efficiency often means taking a risk on new technology, processes or people. It would be great if your association could know the result of every strategic choice in advance. But your association’s strategic documents aren’t a choose-your-own-adventure book you can replay a dozen ways. Assessing your association’s risk tolerance as business and social risks evolve is essential.

First, you must understand your industry’s regulatory and operational landscape. Some industries can tolerate more experimentation. Others, such as healthcare or finance, cannot. Know how innovatively and quickly you can ethically respond as you assess your risk tolerance.

Next, examine the complexity of your organizational structure. How many divergent teams or systems does your association have? The more interconnected your departments or networks, the more likely an adverse event—even a small one—will affect some or all of your association’s operations. Your association’s risk threshold decreases as your departments’ and initiatives’ dependencies increase.

Closely examine how your teams operate. Emerging risks magnify weak or corrupt roles and processes in your organization, in addition to causing other issues. Correct any off-brand practices according to your strategic plan. Your association will tolerate disruptive change better if there are no unacceptable association practices covertly happening.

Observe who makes decisions about risk and reaction. Many organizations have a risk assessment board that regularly meets to review risk factors and plans. Empower everyone in your association—from volunteers to board members—to raise potential risk issues and be taken seriously. The more agile your association is about risk, the more effectively you can respond.

Resolver suggests a few tools for assessing your association’s risk appetite:

Know which risk categories would impact your association the most. Prioritize your planned response(s) to them.
Set Key Risk Indicators (KRIs) specific to your industry and goals.
Create and follow a risk management framework. This document lays out your risk appetite statement, plus who is tasked with responding and how.
Integrate risk management into every strategic or operational discussion. Make risk management part of your association’s culture and internal education.

“We all want to work smarter and drive toward our mission,” says Annette Homan, COO for RIMS. “Defining your risk appetite and tolerance—how much adversity your organization can concede—will prepare your teams to quickly adapt to changes.” Associations can choose their adventures just once, but if those choices are made in a risk-tolerant, innovation-minded way, once is enough.

Originally posted here

New Employer Guide: COVID-19 Vaccinations and the Workplace

Sarah Gamble — Tue, 17 Aug 2021 02:28:02 GMT

ACCI's Workplace Relations and WH&S team have been hard at work preparing a comprehensive guide for employers on COVID-19 Vaccinations and the Workplace.

This is in direct response to the queries we have been receiving from members around the vaccine rollout and in particular, mandating the vaccine in the workplace.

Click here to download Guide

ACCI's new guide,COVID-19 Vaccinations and the Workplace - Edition 1 sets out how employers can play their part in the vaccine roll out and how to navigate issues related to vaccinations that may arise in the workplace, including the mandating of vaccines.

In particular the Guide covers the following topics in detail:

Communicating with employees about the COVID-19 vaccine, including tips and tricks and downloadable employer resources;
Assisting employees to get vaccinated, including guidance around promotions and giveaways as well as details around any potential liabilities employers may be exposed to when encouraging, promoting or mandating the vaccine in the workplace;
Employment and work health and safety law vaccine workplace considerations, including details around implementing a COVID-19 vaccination policy, general workplace relations issues that may arise in relation to COVID-19 vaccinations, the COVID-19 vaccinations in the workplace and dealing with workplace disputes regarding COVID-19 vaccinations;
Vaccines and privacy law, including how employers can sight, collect, use and disclose information about an employee vaccination status in line with Privacy Act obligations; and
Work health and safety, including ongoing obligations and steps employers can take to reduce the risks related to COVID-19 in the workplace.

The COVID-19 Vaccinations and the Workplace Guide is a working document and will be updated, with new editions, as any new information comes to light and any legal determinations are made.

Written and Published by the Australian Chamber of Commerce and Industry.

Young people don’t trust institutions. Here’s how your association can break through the trust barrier.

Sarah Gamble — Tue, 17 Aug 2021 00:41:32 GMT

Generation Z is wary of “fake news,” misinformation, and false advertising. Associations must demonstrate honesty and authenticity to connect with young members.

Between public health missteps, the visibility of police brutality, and the events surrounding January 6, Generation Z is entering the workforce at a time when our nation has suffered from institutional breaches of trust.

Their attitudes reflect this: Gen Z’s average trust rating for major institutions fell 10 percentage points across the board in just two months of 2020, and even in 2019, 24 percent of Generation Z said they had 0 percent trust in business leaders. For associations, this is a concern when it comes to attracting young members.

“When engaging with organizations and institutions, Gen Z leads with skepticism. They operate on the belief that trust should be earned, not assured,” says Phoebe Murray, director of strategic insights and communication at BridgeWorks, a talent firm with a generational focus.

Associations can connect with young members by demonstrating the kind of transparency and authenticity that rebuilds trust. Use these tips from Murray to develop trust with your Gen Z members.

It’s clear that Gen Zers are strong advocates for corporate social responsibility. In your communications to members, you’ve probably made commitments to bolster DEI efforts, enact positive social change, and do work in the community. While it helps to get the word out, your young members will probably respond more to action and real-world examples of these efforts.

Has your organization recently implemented successful internal DEI efforts? Is your association holding charitable events and fundraisers in the near future? Let members know of these initiatives.

“Gen Z reserves their trust for organizations that share their values and illustrate those values through their actions,” Murray says. “They have a strong sense of social responsibility and expect organizations to demonstrate the same commitment to effect positive societal change.”

While you’re at it, you can ask some young members to lead or be a part of these initiatives, as Murray says Gen Zers are more trusting of their peers than of institutions.

Members of Gen Z focus on honesty and transparency, but the majority of them don’t believe brands deliver. And with such an awareness of “fake news,” they’re wary of misinformation and don’t buy into hype.

Instead of dressing up or sugar-coating something about your organization, be open and honest with members. This approach should start from the top: Give members ample opportunity to reach out to senior leaders in your organization. That way, the inner workings of your association don’t seem opaque and members get a sense for how decisions are made. Creating a member forum could provide Gen Zers with the platform they need to get involved.

“Gen Z doesn’t just want to see behind the curtain, they want to be backstage. Give Gen Z access,“ Murray says. “Provide a platform for them to ask questions, share their perspectives, and make their voices heard. Listen to their ideas, and let them be a part of the solution.”

“Don’t talk at Gen Z; talk with them,” Murray says. “Ensure that your communication takes into consideration Gen Z members’ perspectives and invites their feedback so they feel a part of the conversation.”

Gen Z looks for organizations to value their opinion, and they expect two-way dialogue. When communicating as an organization, seek out your members’ thoughts and invite them to provide feedback. Gen Z also has an expectation of inclusivity, so be sure to use inclusive language whenever communicating with members.

“Effectively communicating with Gen Z requires two-way dialogue,” Murray says. “Social media has given Gen Z a voice with brands, businesses, leaders, and society at large, and they expect organizations they engage with to extend the same invitation to join the conversation and share their perspectives.”

Published by Associations Now

How do I assure my members their data is safe?

Thu, 12 Aug 2021 19:36:52 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, is hosting a live webinar exclusively for Association & Non-Profit Executives on Tuesday, 17 August 2021 at 11am to 12noon AEST/1pm to 2pm NZST on the topic “How do I assure my members their data is safe in the cloud?”.

The complimentary webinar will offer valuable insights for keeping your member data safe and secure – specifically when you’re working with cloud-based systems - and share advice for ensuring your business practices and processes mitigate risks and provide assurance to your members.

The webinar will cover:

How to undertake a data audit
Standards to give your organisation assurances on achieving best-practice with member data security
Meeting privacy and other legislative requirements with data in the cloud
Data breach risks
What you should tell members about their data

ASI Asia-Pacific Managing Director, Paul Ramsbottom, will explain why your data is safer in the cloud and the steps you can take right away to protect your most valuable association asset – your data!

Registration at https://us06web.zoom.us/webinar/register/3816262216137/WN_i9wdjtKERhWN-V-zNf1y4g

ASI’s full schedule of webinars is at www.advsol.com/webcasts.

Association Executive Webinar
with AuSAE Premium Alliance Partner, Advanced Solutions International

Topic: How do I assure my members their data is safe in the cloud?

Date: Tuesday, 17 August 2021

Time: 11am to 12noon AEST / 1pm to 2pm NZST

Register: https://us06web.zoom.us/webinar/register/3816262216137/WN_i9wdjtKERhWN-V-zNf1y4g

There is no cost to attend.

About ASI

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

Question of the Week: What gives you energy and how do you energize other people?

Thu, 12 Aug 2021 18:50:05 GMT

This question can give you hints to your purpose or remind you, in times of confusion, of one way to prioritize your next steps.

My take:

I’ve thought a lot about the activities, behaviors, and people who give me energy. But I haven’t thought as much about how I energize other people.

I’m not sure how to answer this part of the question.

Do I energize other people? I’ll be thinking about that for a bit.

How would you answer this question?

by KiKi L’Italien

Can You Be Too Flexible In Today’s Workplace?

Thu, 12 Aug 2021 18:42:51 GMT

The pandemic has ushered in more freedom in the workplace for many employees. Will leaders need to rein that in? An organisational psychologist offers her insights.

In an era when employees have more leeway than they might have had in the past—and as public health recommendations continue to fluctuate—leaders may be wondering: How much is too much?

Nicole Lipkin, an organizational psychologist and founder of Equilibria Leadership Consulting, has written about the unintended consequences that can emerge when employees are given too much flexibility in their daily routines. Some of those consequences haven’t changed, such as muddy expectations and unclear communication. That doesn’t mean the rules from before still apply. “[The pandemic has] definitely forced companies and leaders to look at how we treat people—what are people’s needs?” she says. “I also think it’s been a real eye-opener.”

But the pandemic won’t last forever. So should flexibility be reined in eventually? Ultimately, the issue might not be about flexibility at all. Instead, it could be a matter of setting proper expectations and having a strong understanding of your team.

“I think understanding that people have different needs, different values, and are motivated by different things—we’ve always known that; I just think it’s become so clear now. That has to be acknowledged,” she says.

SET EXPECTATIONS

Employees’ varying needs don’t necessarily change the needs of the organization, and the work still needs to get done. This push might lead to some difficult conversations in the coming months. The possibility of returning to the office could also raise questions about how flexible leaders should remain once conditions look more like 2019 than 2020.

Handling the return too prescriptively could cause problems. In the case of Apple, for example, employees have raised concerns about its strict approach. Lipkin says leaders are in a sensitive place at this time as they try to reset parameters.

“One of the most important things for leaders to do is have very clear conversations around expectations, like what is expected of this time period versus the future,” she says.

COMMUNICATE CLEARLY

Lipkin says many issues that surface around flexibility are the result of unclear or incomplete communication between staff and supervisors. It’s something she says she struggles with herself.

“We as a society tend to suck at communicating and do a lot of mind reading or expect a lot of mind reading to happen,” she says.

For example, if expectations weren’t properly set and clearly communicated in the first place, employees have to guess what their managers want. She adds that it can be harder than it sounds to set expectations.

“Collaboration on expectations—of work product, what it’s like, deadlines, all of that—is imperative,” she says. “We’re just so busy and so rushed that we often leave that part out.”

REMEMBER THAT FLEXIBILITY GOES BOTH WAYS

Of course, given what we’ve learned during the COVID-19 pandemic, expectations and communication need to be mutual, especially as the delta variant creates more ambiguity.

That conversation will require a lot of clear expectation-setting on both sides, Lipkin says. For one thing, leaders will need to set a path forward—and it won’t look like the path that existed before the pandemic.

“It’s important for leaders to understand this is not the time to be stuck in the same old ways,” she says. “This is the time to be agile. This is the time to think differently and to gather perspective and to co-create what the future looks like with employees to let them be part of it. And that’s a much longer conversation.”

Showing flexibility can help workplaces support their teams. But communication around flexibility is more about developing a mutual understanding of what each side needs to get things done. Employees and leaders alike will face challenges with stress and tough decisions in the months to come. By accommodating employees while being clear about what has to change, organizations face a better chance of making sense of this unusual time.

“We need to give each other a little grace and room,” Lipkin says. “It’s OK not to be at 100 percent.”

Originally posted here

Generation Z Wants To Know Your Mission—Are You Doing Enough To Highlight It

Thu, 12 Aug 2021 18:37:19 GMT

A communications strategy that clearly defines your organization’s values and how you bring them to life can help young members connect with your association.

Even as members of Generation Z have little trust in institutions, they’re also optimistic about their ability to shape a better future. Sixty-two percent of Gen Z-ers say they have the potential to change the world, a figure that rose even amid the chaos of 2020.

Yet only 27 percent of employees strongly believe in their company’s values, and less than half strongly agree that they know what their organization stands for. One way associations can let Gen Z know that they have a partner in positive change is to highlight their missions and core values in their communications.

“You have to build a creative strategy on intention, purpose, and authenticity,” says Ellen Kim, founder and creative director of Graphek, an agency that works with associations and nonprofits to generate purpose-driven work. “We’ve asked ourselves, ‘What’s in it for me?’ as we think about what members want, but that question has shifted through the lens of Gen Z. Now the question we must ask ourselves is, ‘How does this impact everyone for the greater good?’”

Consider these tips from Kim to help your organization find opportunities to leverage its purpose using strong branding and communications.

DEFINE YOUR PURPOSE AND INVOLVE YOUR MEMBERS

Before communicating your organization’s purpose, define and articulate your values so you can clearly communicate them to members. One way to broadcast your mission effectively is to show how members are a part of it.

Successful purpose-driven companies such as Lululemon see customers as more than buyers, said Bill Theofilou, senior managing director for Accenture Strategy, in a Forbes interview. They treat customers as stakeholders, take time to develop relationships with them, and involve them in future decisions.

In the same vein, associations should see members as more than people who pay dues. They’re also individuals who are important to the association and its values. Once Gen Z-ers see that their voices are heard, they’ll probably feel more connected to your organization’s mission.

“Invite them to be stakeholders and be part of the decision making,” Kim says.

TELL MEMBER STORIES

Communicating your organization’s mission or core values may seem inauthentic without tangible examples. And your values probably won’t mean much if they’re just sitting on your association’s website in a bulleted list. Instead, demonstrate how you’re implementing those values. Showing real-world instances of your association benefiting members and helping them enact positive change can prove to Gen Z that there’s meaning behind your maxims.

“[Gen Z] responds to branding and communication that leave an emotional imprint. Without the emotional imprint, your call to action is useless,” Kim says. “Actions speak louder than words. Use your digital platforms to get the word out.”

MEET GEN Z MEMBERS WHERE THEY ARE

How you share those stories and messages is just as important as the messages themselves. If you want to show Gen Z what kind of organization you are, then you need to communicate in a way that engages them. Kim recommends social campaigns with targeted messaging, eye-catching visuals, and snackable content on platforms that are most popular among Gen Z, such as Instagram, Snapchat, YouTube, Twitter, and TikTok.

“Be bold in your messaging. Get your communications team to understand the latest digital trends,” Kim says. “It’s refreshing to see more associations revisiting their social media outlets and being more intentional in building a social media strategy.”

Originally posted here

Association Communications - and Concerns - On the Incline

Thu, 12 Aug 2021 18:30:52 GMT

A Screenshot from Naylor's 2021 Association Communications Benchmarking Report

Naylor's new report on association communications confirms that associations' communication frequency reached a record level in 2021. However, the report also highlights the significant pain points related to those communications, which may be a portent of things to come.

Communication Frequency

The frequency of communication increased across all channels. If you're wondering how your association measures up, associations averaged 16.4 social media touches per month and 12.3 digital touches. The average number of touches via print publications was 1.7, and video was up to 2.2. These across-the-board increases seemed to have surfaced significant issues.

Staffing & Challenges

Survey data illustrates increased concerns about staffing and core communication challenges. The top five communication challenges were:

Combating information overload/cutting through the clutter (72%)
Communicating member benefits effectively (68%)
Customizing for member segments (59%)
Engaging young professionals (51%)
Overcoming technical barriers (e.g., spam filters) (48%)

These challenges take on greater significance when we consider that nearly half of the 400+ respondents (49%) reported feeling understaffed.

Nondues Revenue

Last - and perhaps most concerning - the majority of respondents expressed grave concerns about nondues revenue. 3 in 5 expect non-dues revenue to decline post COVID-19, and half expect advertising, sponsorship, and exhibit sales to continue to decline post-COVID.

These findings reinforce the need for associations to explore new revenue opportunities and apply a strategic approach to staffing and organizational capacity issues.

The 2021 Association Communications Benchmarking Report can be downloaded here.

Originally posted here

New Zealand expertise serves up new Oceania agri-food-tech event

Sarah Gamble — Thu, 12 Aug 2021 04:28:06 GMT

The 2035 Oceania Summit in Auckland 2022 aims to showcase local solutions for global climate impact.

New Zealand is embracing its role as a world leader in agri-food-tech with the launch of a new event, the 2035 Oceania Summit in Auckland.

The regional follow-up summit will draw on the experience of New Zealand-based global agri-food-tech consultancy Wharf42, which will co-host the AgriFoodTech Climate Summit at COP26 in Glasgow in November.

Wharf42 founder and Summit organiser Peter Wren-Hilton says: “New Zealand is seen as a key global agri-food-tech hub. One of the reasons we’ve been contracted to help other nations in this area is because the New Zealand model is seen as being the gold standard.

“New Zealand is so strong in agrifood because our agriculture and horticulture sector is the backbone of our economy. In addition, the government in New Zealand is very committed to effecting resolution in climate change. The combination of these factors makes New Zealand the perfect destination for an event of this sort. “

The event has the support of the Australian AgriTech Association, alongside AgriTech New Zealand, Tourism New Zealand’s Business Events team, and Auckland Unlimited. Wren-Hilton is currently securing the involvement of other key players in the region’s agrifood ecosystem.

He adds: “There is great science being done by our universities and Crown Research Institutes. The objective is to provide farmers and growers with the tools they need to clean up the environment, address climate issues and reach net zero emissions targets.

“By bringing together the region’s scientific and research community, agritech companies, farmers and growers, investors and policymakers, the 2035 Oceania Summit has been designed to showcase local solutions for global climate impact.”

The 2035 Oceania Summit event was launched during Fieldays 2021 in New Zealand, the Southern Hemisphere’s largest agricultural event.

Within 48 hours of the announcement, more than 250 people had registered their interest on the Summit’s landing page, a very positive indicator, Wren-Hilton says.

Tourism New Zealand General Manager Domestic & Business Events, Bjoern Spreitzer says: “Hosting this event not only positions New Zealand as a global leader in agritech and agrifood expertise; it opens opportunities for further research and investment that will benefit our local farmers, local economy, and local environment in the longer term.”

Wren-Hilton hopes to attract 1000 local and international delegates to the two-day Oceania Summit, which will take place in Auckland in April 2022. It will feature regional and international keynote speakers, breakout panels, an exhibition showcasing current research being undertaken across the region, a startup hub with a pitch event to global investors, as well as extensive networking opportunities.

He says: “If the borders are open, we’re hoping to attract delegates from around the world to come and share what is happening in this important space.”

To learn more about the Summit visit: www.2035.ag

For further media comment please contact:
Peter Wren-Hilton
peter@wharf42.co.nz

11 Things you can do for your marketing right now

Sarah Gamble — Tue, 10 Aug 2021 23:53:40 GMT

The repeated lockdowns across Australia are having an immense impact on business; all reports indicate that for now, snap lockdowns will be a part of life and business for the meantime.

If you find yourself with some time on your hands (not for those home schooling!) what about getting to your marketing to-do list? There are plenty of things you could do for your own marketing right now.

Here’s a list of ideas from the Zadro team to keep you and your team motivated, productive and give your marketing channels a polish.

Review and revise your marketing strategy. Marketing and communications strategies should be reviewed annually. When was the last time you looked at yours to check what’s working, what’s not, and set new goals? Now is also a great time to clear the decks and get creative.
Audit and activate your social media. Ensure your company and key staff member’s LinkedIn profiles are current and ask your contacts and clients (past and present) for recommendations. If you have other social media channels, check they are up to date including your About Us and Rules of Engagement sections, cover images and you’ve responded to messages. Now is a good time to write some posts for the next few weeks which you can schedule using the Business Suite.
Update your website. Review your website with fresh eyes and ask, is the content up to date, are the images current, does it reflect your changed focus, and are there any broken links? Now is a great time to learn how to update your website and do an audit of all your web pages.
Write blogs, case studies and content. You may not publish them all now, however, it is a good idea to work out what case studies you want and get to work! Write blogs based on the questions you get asked from clients, and compile lists of advice for articles!
Refresh your marketing materials. Do you need to update your collateral, or create some new documentation? Are your brochures, leave-behinds, info sheets, pitch documents, etc. communicating your key messages and giving prospective clients great reasons to choose you? Print them all and lay them out on a table – you’ll quickly see the inconsistencies and what your prospects are seeing.
Review, update and consolidate your templates. Templates tend to morph over time! Now is the time to reset your templates and ensure everyone is using the same and most up to date versions.
Learn a new marketing skill. There are plenty of online courses and webinars to choose from. Learn new marketing skills, explore different channels and the best ways to use them, or take the time to learn how to use various marketing tools such as your email marketing software.
Continue to communicate with your customers and clients. Use your regular channels – website, social media, enewsletters – or jump on the phone (a communication tool making a strong comeback!) and check-in directly with them. Take the time and the opportunity to continue building your relationships.
Connect and collaborate. Get in touch with your industry media and seek out opportunities to collaborate or raise the profile of your business or key personnel.
Be part of the solution. If your industry is doing it tough, it is easy to criticise from the sidelines about what is happening. (re)Connect with your industry association, and get involved, be a part of the discussions, solutions and the future!
Update your database. OK no one likes this job, but it is the blood supply of your marketing. Break up your database or commit to doing one letter a day (we’re up to M) and review your contacts.

The Zadro team are always here if you want to bounce ideas or have questions. Check out our other blogs for more strategic marketing and communications ideas. We also love a good chat! Please don’t hesitate to reach out to us via advice@zadroagency.com.au or call us on 02 8003 6819.

Published by Zadro.

How do I assure my members their data is safe?

Sarah Gamble — Tue, 10 Aug 2021 22:34:18 GMT

How to undertake a data audit
Standards to give your organisation assurances on achieving best-practice with member data security
Meeting privacy and other legislative requirements with data in the cloud
Data breach risks
What you should tell members about their data

Registration at https://us06web.zoom.us/webinar/register/3816262216137/WN_i9wdjtKERhWN-V-zNf1y4g

ASI’s full schedule of webinars is at www.advsol.com/webcasts.

Association Executive Webinar
with AuSAE Premium Alliance Partner, Advanced Solutions International

Topic: How do I assure my members their data is safe in the cloud?
Date: Tuesday, 17 August 2021
Time: 11am to 12noon AEST / 1pm to 2pm NZST
Register: https://us06web.zoom.us/webinar/register/3816262216137/WN_i9wdjtKERhWN-V-zNf1y4g

There is no cost to attend.

About ASI

Three keys to building a more skilled postpandemic workforce

Sarah Gamble — Mon, 09 Aug 2021 00:06:42 GMT

Many companies face large, and growing, skills deficits. A few companies approach skill building in a more integrated way—and are quietly gaining an edge on rivals.

The COVID-19 crisis and subsequent move to hybrid working models have accelerated the need for new workforce skills. Fifty-eight percent of respondents to our recent global survey said that closing skills gaps has become a higher priority since the pandemic began, and 69 percent said their companies engage in more skill building than they did before the crisis.

Intriguingly, the skills companies prioritize most are leadership and managing others, critical thinking and decision making, and project management (Exhibit 1). This suggests that in addition to wanting to be more employee centric, organizations are still coming to grips with the new ways of working forced on them by the virus.

Exhibit 1

A software company gets emotional

The challenges will only grow. For example, we estimate that demand for social and emotional skills (ones that machines can’t master) will increase 25 percent in the United States alone over the next decade, compared with a previously expected rise of 18 percent (see sidebar, “A software company gets emotional”). And research from the McKinsey Global Institute finds that 107 million workers may need to switch occupations by 2030—up 12 million from a prepandemic estimate.

Companies need to prepare their people for a future where new and evolving skills and ways of working are a given and where an embrace of continuous learning is the key to relevancy in the workplace. And leaders must do this while embarking on the broader organizational experiment of determining what the workplace even looks like in a post-COVID-19 world.

To help, senior executives can study the practices of organizations that already take workplace skilling seriously. In this article, we highlight three nascent principles drawn from best practices. While relatively few companies have fully mastered the challenges, their examples can serve as useful touchpoints for any organization aspiring to start building its own more resilient, future-ready workforce.

1. Find your true starting point

MOST POPULAR INSIGHTS

Leaders at a large insurance company knew they faced a skills deficit. Prior to the pandemic the company was losing top recruits to sexier high-tech firms. Now, with AI and data analytics skills becoming even more important to the industry, company leaders suspected their current workforce was falling behind. But where, how far, and how fast? “We have more than a hundred job families and two thousand-plus different types of roles,” noted one executive. “Where do we start?”

In response, the company took a comprehensive inventory of skills across the organization. The inventory was validated by a combination of human managers and AI, which allowed for an apples-to-apples comparison of people’s résumé inputs, as well as their professional experience and accomplishments.

Importantly, the exercise wasn’t treated as a cataloguing of roles. Collecting job titles is a waste of time when what’s changing are the underlying skills. Similarly, the insurance company didn’t approach the effort as a one-off project but as part of a commitment to a new approach—one grounded in the principle of linking talent to a clearly defined value agenda. The inventory was to be part of the fact base supporting an enterprise-wide supply-and-demand model for current and future roles.

The first test of the database came when the insurer used it to zero in on 15 job families whose skills would be most vital for the company’s long-term success. In parallel, the company used it to pinpoint areas of immediate concern. For example, the company saw it would face big head-count shortfalls for data analysts, systems developers, and IT-infrastructure experts—all roles in which the underlying skills were themselves changing the fastest.

2. Make skill building a way of life

As the insurance company’s talent aspirations took shape, the organization created a “skills hub” to manage, operationalize, and scale them.

The hub, a permanent business unit led by the company’s head of talent, became responsible for balancing the supply and demand of skills—for instance by creating foundational learning programs for everyone, as well as customized programs for reskilling people in particular roles.

As a pilot exercise, the hub started with the company’s finance and call-center units—two important groups in which technology already threatened to make many skills (and roles) redundant. In areas where roles needed to change, the hub offered learning modules to help employees gain necessary skills; when roles were being eliminated, the hub provided upskilling to help people qualify for a different role or to find adjacent roles where possible. Senior executives had feared they would have to resort to widespread layoffs or severance offers, but the hub ultimately redeployed or reskilled nearly everyone in the pilot units.

Similarly, a large telecom company had a high success rate using its skills hub to reskill and redeploy employees whose roles were being affected by technology. The company’s rationale helped. By making clear to everyone that the reskilling was an investment in talent, and in direct support of the company’s regional growth plans, employees were more energized (and reassured the program wasn’t simply a cost-cutting move). Nonetheless, the company’s efforts made financial sense as well. In our experience, hiring new workers can be more than twice as expensive as upskilling and reskilling existing employees.

To be most effective, skills hubs should have a clear remit. This should include candidate assessment, the future allocation of roles, the implementation of the program itself, and the measurement of impact (Exhibit 2).

Exhibit 2

3. Take an ecosystem view

During the chaotic early days of the COVID-19 crisis, some companies, out of necessity, adopted an ecosystem mindset. In just two days, for example, Dubai-based Majid Al Futtaim reskilled one thousand employees from its cinema business to work in its grocery business. Similarly, HR technology company Eightfold.ai, together with the US-based Food Industry Association (FMI), created a talent exchange to help furloughed and laid-off workers find open jobs in other member companies.1 The exchange ultimately amassed more than one million job openings, while providing workers access to 700 free courses to help them upskill.

More recently, the European Round Table for Industry launched a pan-European training initiative to help unemployed and at-risk workers. Dubbed Reskilling 4 Employment, the effort aims to reskill one million workers by 2025, and up to five million by 2030. Initial pilot projects are planned in Portugal, Spain, and Sweden, and corporate supporters include AstraZeneca, Iberdrola, Nestlé, SAP, Sonae, and Volvo Group.2

As these examples suggest, integrating skill building with the whole ecosystem in mind can help companies as well as communities and other stakeholders. Cisco’s Networking Academy offers a good example of just such a win–win approach. The company partners with educators and instructors around the world to offer students IT training in a range of areas such as big data, cloud, cybersecurity, and machine learning. The effort connects students to jobs inside Cisco and with its external partners, while creating a much larger pool of skills the company prioritizes.

Companies are more likely to gain an edge in skill building when their leaders are willing to question old assumptions. Legacy approaches are likely to be too slow, too incremental, or too difficult to scale given the challenges ahead.

Organizations must also be willing to question their legacy mindsets, including presumptions of what employees want and what they’re capable of. Employees are often more energized by skills development than senior executives give them credit for. This was true at a midsize European bank, where leaders worried that tellers would be unmotivated by the company’s reskilling program, or even resent it. But rather than balk at the changes, the tellers embraced them, and the bank ultimately created three distinct career paths for the tellers as part of its successful pilot program—one that is now being scaled across the entire organization.

Published by McKinsey & Company

Five Ways To Rethink “Professionalism”

Thu, 05 Aug 2021 19:51:46 GMT

Professionalism isn’t just about choice of attire—it encompasses diversity and personal discussions too. As people return to the office, the topic promises to get complicated. Here are some tips on how to navigate.

After a year and a half of people regularly wearing dress shirts with sweatpants, you weren’t expecting everything to go back to the way it was in the office before the pandemic, were you?

See professionalism through the lens of DEI. Being professional in a work environment might be seen as a basic requirement, but the guidelines of what exactly constitutes professionalism have traditionally forced people to behave in a way that caters to the dominant culture. In recent years, however, some cultural observers, such as Stanford Social Innovation Review contributor Aysa Gray, have questioned professionalism as forcing a culture that “explicitly and implicitly privileges whiteness and discriminates against non-Western and non-white professionalism.” With that in mind, now might be a good time to consider whether professional standards are serving all of your workforce.

Make room for discussions of family and personal challenges. Millions of people contracted COVID-19, and there’s a good chance that the virus directly affected some in your office. But even if they remained physically healthy, your employees may have suffered in other ways—mental health and substance abuse issues were heightened during this period, and those concerns don’t necessarily vanish with a vaccine. Traditionally, “professionalism” has discouraged these discussions, based on a theory called Protestant Relational Ideology, which sets aside personal concerns to focus on the work at hand. But after a tough year where many families had to manage Zoom calls around children stuck at home, there may need to be more room for personal discussions when they emerge in the workplace.

Accept that difficult discussions might happen. Perhaps it was inevitable that a company like Basecamp would run into a conflict over political discourse in the workplace (ironically, this unfolded on the platform the company developed to boost productivity). But the conflict resulted in something that was not inevitable: mass resignations. Perhaps the key for associations hoping to avoid this is to build a culture that can handle those discussions in meaningful ways—and to avoid banning political discussions.

Let your employees get a little more casual. Businesswear often took a back seat over Zoom (sweatpants and button-down combos aside). As people head back to the office, they may buck against a return to business attire. This might be even more of an issue for offices operating in a hybrid model: With recent studies finding that most people working remotely don’t adhere to a dress code, enforcing a strict dress code for in-office workers sets an inconsistent standard. (Luckily, clothing makers are adapting, according to The Wall Street Journal [subscription], with some retailers offering “hybrid dressing” that combines professional with casual.)

Embrace a diversity of emotions. Diversity isn’t limited to demographics. It can also be about how employees feel and react to things, and that not everyone sees eye to eye on everything. As Associations Now blogger Mark Athitakis wrote in January, the pandemic offered us a reset on emotional diversity, allowing leaders to shift away from attempting to emotionally align teams. “Perhaps a better place to start is to double-check that you know where your people are emotionally in the first place,” he wrote. “And if there’s a silver lining in 2020 when it comes to management, we’re doing a better job at prioritizing that.”

ERNIE SMITH

originally posted here

Small Changes Can Make A Big Impact

Thu, 05 Aug 2021 19:48:20 GMT

Making improvements to your association’s programs, products and services might feel like too much to take on. After all, you’ve got an organisation to run. But there are small things you can start doing right away that have the potential to make a big (and positive) impact on your organisation and your members. Here are three of them.

START REFRESHING CONTENT.

Continually developing new content for your members—from articles and papers to presentations—can be overwhelming. So, before you start developing content from scratch, look at what you already have. You likely have more than you think—content that can be reused, repurposed, and used as a launching point for new content. Also, consider asking if you can reshare or repost your members’ content in your own online community and on your social media channels. You can also ask your volunteers and more involved members to help you produce content.

ENGAGE MEMBERS MORE WITH YOUR EVENTS.

Whether your member events are virtual, in-person or hybrid, there are a few simple things you can do to take member engagement to the next level. For example:

Send members a short series of emails to get them excited about your event and let them know what to expect. For instance, in one email you might include event highlights. In another, include top tips for getting the most out of the event.
Send attendees an email on each day of the event. Focus on updates and key events for the day. Include links so attendees can easily access sessions and other event features.
Engage attendees outside of the event. For example, post highlights of the event each day on your social media accounts. Also, start discussion groups about topics from your event in your online member community.

ASK FOR FEEDBACK.

You probably send attendee surveys after your organization’s meetings and events. But do you get member feedback in other areas? Start reaching out to members to learn what they think about your products and services. For example, send a periodic survey to gather members’ thoughts and ideas about your organization’s programs and benefits. Also, gain insights by spending a few minutes each day reading what members are saying in your online community and participating in conversations to spark more feedback. You’ll likely uncover some simple tweaks you can make to provide even greater value to your members.

Originally posted here

That's a wrap for the ACE 2021 Reimagined Virtual Conference

Sarah Gamble — Thu, 05 Aug 2021 19:45:35 GMT

While the 2021 ACE Conference and Exhibition did not travel to Melbourne this winter due to the COVID-19 pandemic, we reimagined and transformed the event into a 100% live and truly immersive 3D virtual experience on 2-3 August 2021.

AuSAE's ACE 2021 Reimagined Virtual Conference saw over 350 associations professionals tune in to watch 23 speakers gather for 16 sessions to discuss the theme 'Advance, Connect and Engage'. The conference offered 2 days of inspiring and educational content designed so that delegates could learn and network virtually with their peers and industry leaders.

Day one started with Andrew Klein, our master of ceremonies opening the ACE 2021 Virtual Conference, calling it the 'Association Olympics 2021', and ACE is the place to watch and participate, virtually and without barriers.

Shadé Zahrai, an Award-Winning Leadership Strategist, presented the opening keynote on Embracing an Opportunity Mindset and shared her insights and science-backed strategies to thrive during change. She showed us how to choose what we see, take time to name our state and just remember to keep things 'CHILL'.

We then took a deep dive into thought leader sessions. We explored the evolution of membership models with Belinda Moore and skilled-up on organisational culture with Michelle Stanton. Followed by express learnings on metrics your association must measure with Michelle Lelempsis, increasing engagement with data with Marcus Duhon, and the value in virtual with Banu Kannu.

One of the conference highlights was the incredible panel discussion with association leaders Charles Cameron, Lyn McMorran, Merlin Kong, Tom Dunsmore, Toni Brearley, Chris Roberts, Amy Flint, Andrew Hiebl and moderated by Paul Ramsbottom. Delegates could ‘Ask Them Anything’, and our association influences shared their insights and ideas on driving member engagement, new business models to replace lost event revenue, and technology updates and investments to consider for their association. Day one wrapped up with a networking session where delegates connected and shared experiences with their colleagues and peers.

Day two kicked off with networking sessions in the Virtual Tradeshow, showcasing the latest solutions reshaping the association sector offered by our sponsors and exhibitors. Delegates met with 30+ exhibitors in their virtual booths via live video and message chats to answer their questions and help their associations thrive.

Gihan Perera, a futurist and author, gave us a glimpse into what’s ahead with his opening keynote address on Disruption: Future of Leadership in a Fast-Changing World. He showed us how to become fit for the future, lead in uncertainty, share some great ideas - to expect the unexpected, start before you're ready and always remember to ooch!

Next up, thought-leaders sessions featured the science of community management with Venessa Paech and communicating a message that counts in moments that matter with Shane Hatton. Followed by express learning sessions on navigating virtual AGMs with Vera Visevic, who’s sponsoring who with Julian Moore, and strengthening member value with advisory services with Alistair McDonald.

Over the two days, delegates were connecting via the meeting hub and social media and sharing photos of how their viewing, where they are. We saw dogs, cats and two horses, lockdown beards, crazy hats and breath-taking settings.

In the final session, Antarctic Expedition Leader and Adventurer, David Knoff presented Leadership Through Adversity, sharing his story of leadership, motivation, inspiration, and endurance. He spoke about his year-long Antarctic Expedition in 2019, being away from Australia for an epic 537 days, and missing the entirety of 2020 and the pandemic response. His adventure, leadership lessons and mental health resilience lessons was a great way to close the conference.

Toni Brearley, CEO of AuSAE, said, "With lockdowns being enacted in our major cities we had to quickly and decisively move the ACE 2021 Conference to the online world during the pandemic and reimagine learning and development value for our members. We realised the importance of keeping our association community connected no matter what the barriers."

Brearley added, “The camaraderie and learning from a supportive association community are always important. Still, in a year filled with so many challenges – a strong community is essential.”

"The ACE Reimagined Virtual Conference provided an interactive platform for association professionals to stay connected, be supported and inspired, wherever they may be located.” This has demonstrated the vital role AuSAE plays in providing professional development opportunities, support and networking opportunities for existing and emerging association leaders in Australia and New Zealand.

We hope to see you either in person or digital (depending on COVID-19 regulations) at our upcoming pop-up networking events, webinars, and ACE Conference & Exhibition in July 2022.

We'd like to thank our amazing event partners, speakers, sponsors and exhibitors for their continued support and making the ACE 2021 Reimagined Virtual Conference possible.

Tourism New Zealand Business Events, Advanced Solutions International, Pullman Melbourne on the Park, Adelaide Convention Centre, Higher Logic, EventsAIR, Outstanding Displays, uncommon conferences, ICMS, Saxton Speakers, Adelaide Expo Hire, APT Solutions Ltd, FineHaus, Beaumont People, Destination Gold Coast Business Events, Canberra Convention Bureau, Causeis, FCB Group, Guild Insurance, hmh Advisory, Mills Oakley, NT Business Events, Pointsbuild Pty Ltd, Professional Advantage,Prosple, Strategic Membership Solutions, Survey Matters, Melbourne Showgrounds (Victoria Pavilion)

Are You At Risk Of A Ransomware Attack?

Thu, 05 Aug 2021 19:40:59 GMT

The stakes are high for associations in regards to ransomware attacks—which have been rising in notoriety this year.

It’s hard to get away from ransomware these days—in no small part because of the outsize impact it can have on large organizations.

"This will be a topic at the AuSAE LINC conference in September"

Beyond the direct repercussions for individual organisations, ransomware is an issue of diplomacy and has even affected the supply chain on more than one occasion.

Given the data that associations have about their members and the stored data that’s vital to their continuity, associations need to pay attention to ransomware, even if it seems like something that happens to other organizations.

It’s a question of risk. Derek Symer, a partner at AHT Insurance and director of its nonprofit practice, says that in addition to presenting a financial problem (experts recently estimated that the worldwide cost of ransomware will top $265 billion by 2031, from about $20 billion this year), ransomware could be a significant deterrent for members concerned about protecting their sensitive data.

“Think of your membership,” he says. “These folks may not want their individual or corporate names associated with an association. Associations could have proprietary information about their members, competitors, an industry, or trade secrets that are sensitive. All of these risks are on the table in a ransomware attack.”

And the best way to handle risk is to mitigate it.

THE PROBLEM WITH SIMPLY REACTING

One thing you should not do when mitigating risk: wait.

Some people may have an instinct to tackle ransomware issues as they occur, but Symer stresses that the scope of ransomware’s potential toll can’t be underplayed. Victims face significant costs that are both tangible—the literal cost of additional security, data restoration, and infrastructure upgrades—and intangible.

“People may need to work around-the-clock without sleep, which can exact a significant emotional toll,” Symer warns. “Strategic initiatives may be put on hold, and overall a ransomware attack will be a huge time drain. If this comes at membership renewal time or heading into a virtual conference, it could be costly, time-consuming, or worse.”

The recommended course of action is straightforward: plan ahead and budget for an attack. With that in mind, Symer says budgetary concerns must also be front of mind when discussing ransomware. He recommends that associations “be very thoughtful and analytical” about managing cybersecurity risks. That might mean more frequent backups or infrastructure upgrades.

“This can include the costs and benefits of things like cyberinsurance premiums and deductibles, as well as the spend on self-insurance and IT security costs,” Symer says. “The budget is the budget, but how these various factors impact the budget will be carefully weighed.”

SMALL TEAM CONSIDERATIONS

Of course, not every association is large enough to have a technology team to manage its infrastructure in a way that can help avoid ransomware issues. Associations in that position can lean on an outside vendor to help manage their technology needs.

Symer notes, however, that even security vendors are having ransomware issues at this time, so it’s important that executives understand the issues at play.

“There’s no magic wand,” he says. ”Any executive or board member today, even without a formal IT background, should be able to understand IT fundamentals, ask questions, and get answers. How are we protected? Is our cyber coverage adequate? How does our security posture compare to our peers’? Senior leadership and the board must be engaged on this.”

PREPARE YOUR TEAMS

Nobody wants to have to resolve a ransomware attack, but developing a strategy in advance will save time and money down the line. Consider going through an exercise to figure out how your organization would respond to an attack—including whether your organization would be willing or able to pay a ransom.

“A tabletop ‘war room’ exercise with a ransomware scenario is a great mechanism to give you the proactive chance to think through exactly how you would respond if the worst case presents itself,” Symer says.

He also recommends that associations review their insurance policies, which probably already offer access to information on phishing, security awareness, and password education.

“Many folks need to better understand what free resources are available, tucked into insurance policies they are already paying for,” he says.

Symer emphasizes the importance of employees sounding the alarm on issues that could lead to a ransomware attack—and says that training people to spot the signs of an invasion is critical.

“Employees are truly the last line of defense,” he says. “Like in soccer, a strong back line will keep the ball safely away from the goal. If employees are educated and trained in common phishing attack vectors, basic security awareness trends, your whole organization will be safer and better off.”

Originally posted here

Answer the Question!

Thu, 05 Aug 2021 19:31:20 GMT

What’s the first thing you typed into Google today? Was it a question? What kind of question was it?

Questions are a phenomenal place to start if you ever want to get closer to understanding something – whatever that thing happens to be. And that’s what I’m thinking about today when it comes to business and how we can better show up for ourselves and the people we serve.

Earlier this week, I was listening to a webinar hosted by AnswerThePublic about how non-profits should be using search data to truly understand the public and the gold from the session really arrived toward the end when one of the panelists talked about how disappointing it was when the search results for a common question related to COVID-19 started with media companies and news agencies and not governmental organizations.

Whether or not you give two figs for understanding or talking about SEO or search engine optimization – which is an ever-changing art and science at the same time – understanding how to provide answers to the people you want to reach by answering their questions proactively is providing a service. It is teaching humans and search engines what you do now and whether you have the answers they are looking for today.

Thinking this way should make you ask the question, “Is my organization doing a good job answering the most relevant pressing questions?” and also, “am I doing a good job of answering the questions I can help with the most?”

Following the webinar, I immediately went to my colleagues at Tecker International, the consulting firm I partner with, and asked for all of the members on the team to send me the top five questions that their ideal client would type into Google when they were needing help in an area we serve.

What would these clients be looking for help with? What would their symptoms be? What would the pain be that they are trying to alleviate?

Once we arrive at the questions our clients likely have, then we must work to be helping answer those questions through resources like articles, blog posts, webinars, and more.

Lest you think you’ve already done the work, let me warn you that this kind of work is never really done.

It’s easy for us to congratulate ourselves too early on this front. We might look at the content collecting dust on our website and say, “Why, we’ve already done the work…see! Look at all this content!”

But unless your content is coming up in the first few answers on Google when the question is asked, most of the people you want to serve likely aren’t seeing it.

So, for your businesses, blogs, associations, not-for-profits of all stripes, you can do better. I can do better. Almost everyone I know can do better.

But it all comes back to questions.

And right now, for many of our clients and members, some of the questions have changed.

For example, with the pandemic making in-person conferences a struggle for the past year and with a questionable immediate future, how quickly has a change in the business model for organizations relying on large in-person trade shows become a high-priority question? What about figuring out how to best communicate about risk-factors related to attending in-person conferences? What about how to better build camaraderie with employees who are experiencing more flexible schedules or working remotely permanently now?

The questions change as the world changes. As culture changes.

The onus is on us to show we can help. We can give. We can serve.

So…let’s explore the questions and see where that leads us and who knows? Maybe we’ll find we understand how to connect with our clients and members and partners better.

by KiKi L’Italien

Originally posted here

Covid 19 vaccination conferencing requirements in 2022

Thu, 05 Aug 2021 19:24:21 GMT

The other day I read an article where some venues overseas are requiring delegates and staff working to have a Covid-19 vaccine before they attend a conference. One conference had also decided to reduce the attendance to 1,300 delegates, to ensure that they created a more comfortable experience for not only the audience but for the supplying companies of the conference.

As the Business Events sector being a vital part of the Association community in New Zealand. Should we also adopt this policy in 2022, when our vaccine levels exceed over 75% of the population. Yes, there absolutely needs to be exceptions as living in an equitable and diverse society we never want to restrict people due to that are prevented from getting the vaccine, such as religious beliefs and health conditions and other conditions under the Bill of Rights act in New Zealand. But to keep our respective Association community is safe, in addition to the people that are at the venue, should this be a part of the terms and conditions that conferencing associations have as part of their conference registration package.

Reading overseas literature, it seems to be more the corporate companies holding a firm position on requiring staff to be vaccinated to hold their positions in the company. And that central and local government organisations seem to be putting messaging out there that it’s a good idea but tend not to have the foresight to mandate this.

As we want to open up our borders, so we can continue strengthening New Zealand as a conference destination in the Australasian, International markets, Should associations and corporate conferencing companies lead by example and ensure that we are safe to conference. With this we are also ensuring that when people are travelling into and around New Zealand, that we are being responsible and ensuring that not only the venue was safe, but the hotels, the conference services staff and the city that is holding the event.

I believe strong and messaging such as “working with the venue we believe the quickest way to return to normal is through Covid 19 vaccination. To stress the importance of getting the public vaccinated, and ensuring the health and safety of the conference participants and the venue and city residents and workers, the associations will require a full Covid 19 vaccination for all conference participants.” This should come from both Association and corporate leaders in consultation with the business events sector.

Like always, happy for your feedback at brett@ausae.org.au

Brett Jeffery, General Manager New Zealand, Australasian Society of Association Executives (AuSAE) July 2021

Board Diversity Index 2021 released

Sarah Gamble — Wed, 04 Aug 2021 03:33:07 GMT

The number of ASX 300 companies with one or no female directors has halved since 2016, as the number of women on boards surged by 60%, a national report measuring five types of diversity has found.

The Board Diversity Index, released today by Watermark Search International and Governance Institute of Australia, put five types of diversity under the microscope, examining gender, cultural background, skills, age, and tenure and independence.

The national report examined 300 organisations and more than 2000 board seats.

As well as an almost 60% increase in the number of board seats occupied by women in the last five years (633 in 2021, up from 399 in 2016), the report also found the number of boards with at least 30% women has tripled, up to 161 in 2021 from 54 in 2016.

Boards with no women have decreased from 59 in 2016 to 14 in 2021.

Governance Institute CEO Megan Motto said the rate of change on gender diversity uncovered in the Board Diversity Index is significant for Australia’s boardrooms.

“On this current trajectory there will be no ASX 300 companies without a female director by 2026, and gender parity achieved in the boardroom by 2030,” Ms Motto said. “These milestones, while well-overdue, will be truly momentous and we urge companies to ensure they keep up the positive action and strategies.”

Watermark Search International’s Managing Partner David Evans said while the trends on gender diversity are positive, cultural change in the boardroom is moving at a much slower pace with 90% of directors of Anglo-Celtic or European background.

“The report highlights that Australian boardrooms remain dominated by those of Anglo-Celtic and European ethnicity. Based on current trends, it will take 18 years for the boardroom to be reflective of Australia’s cultural diversity,” Mr Evans said.

Other key findings include:

Education: The report found that women are studying harder to reach the boardroom, outstripping men in virtually every category of qualifications. It found 8.4% of female board members having a PhD compared to 5% of males. And 22.1% females have an MBA, compared to 16.9% of males.
Skills: Those with technology, healthcare and property experience are starting to entrench themselves at board level, and while accounting and financial skills are still the most prevalent, they have decreased from 39% to 34.4% among board members.
Age: A male director on average continues to be slightly older than his female counterpart. The average age of directors is about 60 years, and there is a much higher proportion of women directors under 50 than men. The average age range for an ASX 300 board is around 19 years. The youngest director is 27 and the oldest is 89.
Tenure: Around 65% of directors and 72.5% of chairs have tenures less than 10 years. It has become quite rare (2.9%) for a director to serve more than 14 years on the same board. Longevity on boards is more closely correlated with men than women.
Independence: Listed boards are substantially independent — at the very most, one in five directors are regarded as non-independent.

Mr Evans said the breadth of the data in the report provides meaningful analysis of where corporate Australia currently stands on diversity, the direction it is heading in — and what else needs to be done.

“The Board Diversity Index offers organisations valuable insights into trends in Australian boardrooms — but it also delivers a roadmap for continued improvement. Organisations can use this report to drill down into these key issues and see where further work may be needed.”

Ms Motto said greater diversity is not just reflective of broader society, but it is also better for business — and organisations need to pay close attention as pressure continues to build.

“We are seeing investors and other stakeholders increasing pressure on companies to be more reflective of the community within which they operate. Consumers are increasing the pressure, choosing to spend their dollars with diverse organisations which can demonstrate strong ethics and good culture.

“Internationally, we are seeing countries list diversity as a reportable benchmark for companies and firms are starting to link executive remuneration to diversity targets. Momentum is gathering and organisations really need to be on the ball.”

Download the Board Diversity Index Report

Article written and published by the Governance Institute of Australia, www.governanceinstitute.com.au

Podiatry New Zealand - Governance and Management Support

Thu, 29 Jul 2021 20:56:02 GMT

We are a small but passionate representative organisation of Allied Health Care Professionals, with the vision of advancing quality and access to our members services. Our current Executive Officer will be retiring early next year after 10 years in the role and we are keen to continue to grow the organisation with a new team. We have a diverse number of workstreams within the profession ranging from sports and injury management, to aged care and critical care. The variety offers plenty of diversity and challenges.

Your role with us

Reporting the Board, you and your team will need to deliver dynamic and evolving solutions for our strategies. You will oversee membership management, marketing and communications, public relations, advocacy, stakeholder and community engagement, governance support and administrative functions.

Primary functions will include:

· Maintaining a close working relationship with the Board
· Developing and maintaining relationships with key stakeholders including the Ministry of Health, MIBE and ACC.
· Advocating for our profession to key stakeholders
· Developing membership experience and engagement programmes
· Providing advice on association management around governance, membership engagement strategies and value proposition
· Financial monitoring, and developing and managing budgets in line with strategic objectives

Additional skills will include:

· Delivery of events and professional development opportunities ranging from small scale in person or online meetings to large scale conferences.
· Oversight of special interest groups, both functioning and in development, and advocacy for those special interest groups to be recognized as key contributors to the profession within their fields

What we need from you

Someone with a passion for people, and a proven ability to build relationships will be integral to your success. Core strengths should include thinking outside of the box, developing and communicating the value proposition, the ability to be proactive, resourceful, and highly self-motivated to achieve outcomes for the profession. You will be detail oriented and strive for quality in all aspects of your work. Previous experience working at an executive or governance level is essential, and a degree in business management would be ideal.

Applications for this job close 20 Aug. We will be screening applications as they arrive to move swiftly to the interviews once the application process closes. Please forward all applications to sarah@healthandsportcentral.co.nz

Creating an Association Business Model for High-Value Corporate Sponsorships

Thu, 29 Jul 2021 19:58:45 GMT

If we were going to open a new restaurant, we would develop a business model before we create the menu. Similarly, if we’re going to develop an improved corporate sponsorship program, we should develop a business model before we create the list of sponsor benefits.

Why a Business Model for Sponsorship Programs?

When I worked at an association, a Vice President on staff said our not-for-profit association should not engage in business relationships – like sponsorships – with companies. I disagreed; “not-for-profit” is a tax status, not a business model. There is nothing inconsistent or inappropriate about a not-for-profit association having a robust sponsorship program.

From the vantage point of companies, sponsorship fees are almost always a marketing expense …. a business expense. Corporate expenditures for sponsorships are seldom philanthropy.

Therefore, from the perspective of the association and its prospective sponsors, a sponsorship program is a business endeavor.

What is the Sponsorship Business Case for Associations?

Associations need more revenue and members need more services. According to “Association Economic Outlook Report” from Marketing General Incorporated, half of associations surveyed lack the revenue and personnel to develop programs for members.
Associations face competition. According to “Looking Forward 2021” from Association Laboratory, 4 in 10 associations said other national associations are their competition; one-quarter said for-profit organizations are their competition.

What is the Sponsorship Business Case for Companies?

Since sponsorships fees are a marketing expense, companies consider the wide range of ways they can accomplish their marketing goals.
Association sponsorship is no longer an automatic commitment for companies that sell products or services to an association’s members. Many companies review sponsorship options based on the return on investment (ROI).
When I’ve interviewed corporate sponsors on behalf of client associations, marketing executives explain they are seeking value beyond the several days of a conference sponsorship. Comments include “The conference is 3 days; we market 365 days a year” and “only 9% of conference attendees are of interest to our company.”
Corporate sponsors also report that they want a partnership that is beneficial to the company and the association; “we won’t just cut a check.”

What are Associations Selling? What are Companies Buying?

Association members have four perceptions of companies:

Visibility: they recognize the company’s name
Awareness: they have some knowledge about the company’s product or service
Attitude: they have a positive or negative perception about the company
Behavior: they access information from the company, attend a company event, or purchase something from the company

The problem is that many associations are offering sponsorships that provide visibility – logo placements, recognition, and banner ads. At the other end of the spectrum, companies are buying behavioral change.

A successful business model is predicated on offering what customers are buying.

Can Associations Perform Like Marketing Agencies?

Associations can benefit by performing like marketing agencies because associations have many similarities to marketing agencies:

Audiences: Members, non-members, and other stakeholders; associations can segment those audiences
Communications channels: E-newsletters; magazines; website; social media; listservs
Communications forums: Board meetings; committees and task forces; focus groups; conferences; webinars

Marketing agencies don’t sell their services in Platinum/Gold/Silver/Bronze levels; they offer customized services to meet the needs of each client. Associations can do the same.

How Can Associations Implement a Sponsorship Business Model?

Here are six steps:

Ask prospective sponsors about their goals and objectives; ask follow-up questions. Don’t give companies a prospectus or a list of “sponsor benefits” or levels.
Develop a proposal brief for a year-long sponsorship that is (a) based on what you learned from the company and (b) in alignment with your association’s mission and member needs.
Review the proposal brief with the company; ask if the document accurately reflects the company’s goals and objectives; ask if the sponsor benefits align with the company’s needs.
Develop a full sponsorship proposal incorporating changes discussed in the meeting about the proposal brief.
Present the full proposal; discuss; close the deal.
Fulfill sponsorship benefits like a marketing agency by having a staff person serve as “account executive”.

A sponsorship business model is a way for associations to increase sponsorship revenue and member value.

Bruce Rosenthal is a strategic advisor, consultant, and educator; he creates corporate partnership programs for associations that increase revenue and add member/stakeholder value. Bruce is also Convener of the Partnership Professionals Network.

by Bruce Rosenthal

How To Negotiate Sponsorship Packages

Thu, 29 Jul 2021 19:56:11 GMT

I want to share my absolute favorite tip to give associations on negotiating with sponsors.

“Yes, if.”

When a sponsor asks if they can get a lower price, don’t say no. That can come across as confrontational, although I do recommend clear boundaries of the price that matches the value you provide.

Don’t say yes – then you’re diminishing your value.

Instead, say, “Yes, if.”

“Can we have a $700 price on this package of 3 webinars that is normally $1,000?”

“Yes, we can do $700 if we lower the value to 2 webinars.”

Do you see what we did there?

We created an environment of agreement while holding firm to the price matching the value we deliver. It builds trust with your sponsors to know that you know your value – they’re trusting you to deliver on it.

Will they always like the answer? No. But will they respect you for it? Yes, if you follow through on it.

by Dr. Michael Tatonetti

Question: What gives you energy and how do you energise other people?

Thu, 29 Jul 2021 19:49:46 GMT

This question can give you hints to your purpose or remind you, in times of confusion, of one way to prioritise your next steps.

My take:

I’ve thought a lot about the activities, behaviors, and people who give me energy. But I haven’t thought as much about how I energise other people.

I’m not sure how to answer this part of the question.

Do I energise other people? I’ll be thinking about that for a bit.

How would you answer this question?

Five Things That Just Aren’t True About SEO Anymore

Thu, 29 Jul 2021 19:40:02 GMT

Search engine optimization changes with the times just like everything else, and what might have been true years ago isn’t necessarily still true. Here’s where SEO stands today.

Search engine optimization can seem scary, thanks in part to the fact that it’s a moving target.

What SEO looked like five or 10 years ago doesn’t necessarily fly today. That doesn’t stop some of the truisms of the past from sticking around years after the march of time has made them obsolete, turning best practices into hazy myths.

With that in mind, here’s a little myth-busting to get you up to date on your SEO knowledge.

MYTH #1: KEYWORDS MATTER MOST

Keywords are naturally a major focus for many SEO efforts. After all, they’re what people use to search. But after years of keyword-packed content filling search engines, there’s been a push to create less keyword-dense content that’s more useful to users.

That doesn’t mean you can’t or shouldn’t strategically use keywords, of course. It just means to be thoughtful about how you use them. For one thing, you need to be careful that you aren’t just building content around industry-specific jargon.

Emily Patterson of the digital outreach firm Bee Measure notes that there can be a disconnect between terminology used within your organization and the ways your members actually look for information they care about.

“[Associations] tend to use jargon, keywords, and things that are internal to their organization rather than thinking, ‘How do the people that we serve and the people in this field actually talk about things and search for things?’” she said in an interview earlier this year.

Instead, the content should be driven by what the audience is likely to read and engage with in their own jobs. Understand the difference—and put the end user first.

MYTH #2: USERS FAVOR THE DESKTOP

You’re building your platform on a laptop or desktop machine—clearly your users are primarily using a desktop too, right?

Well, you’d be incorrect on that front. According to recent statistics from Statcounter, Windows and MacOS together make up about 37 percent of internet users—while Android by itself makes up 41 percent of users, and iOS adds another 16.07 percent. In other words, people are more likely to find your content on mobile than desktop devices, and as a result, you have to build for both.

MYTH #3: MORE CONTENT IS ALWAYS BETTER

Associations famously have a lot of content spanning the entire spectrum of topics that might be relevant, and a desire to not get rid of any of it. After all, what if someone is looking for that random story of yours that you published six years ago?

But the truth is, most websites get a large portion of their traffic from a small number of articles, and some of those less-visited assets can duplicate or harm the potential of what you already have by competing against your better-performing content. For that reason, an occasional content audit is worth doing, with an eye toward pruning.

MYTH #4: DUPLICATE CONTENT DOESN’T MATTER

You might recognize this content strategy situation: You have multiple domains, and you’ve decided to publish the same thing in multiple spots to align with your mission. Or perhaps you’ve decided to syndicate a piece of content on an external site with a broader reach. Or you’re running a press release that lives on multiple pages online.

Whatever the case, duplicative content can complicate your search traffic by making it so you’re competing against yourself for relevant search terms. Google directly says that this is a bad idea.

“Deceptive practices like this can result in a poor user experience, when a visitor sees substantially the same content repeated within a set of search results,” the company states on its website.

One way to manage this: If possible, have any sites linking to your content use a canonical tag, so it’s clear to search engines where the original source is.

Myth #5: Your Site’s Speed Doesn’t Impact Its Ranking

Does your site load so slowly sometimes that you feel like you’re still on dial-up? That’s a telltale sign that you’re not offering a great experience for your members—and search engines are noticing.

Google is taking site speed seriously. It launched an initiative last year around what it calls “core web vitals,” which the company has recently started taking into account when ranking its search results, especially on mobile.

For that reason, a major component of search engine optimization in 2021 involves optimizing the speed of your site, which can be bogged down by external scripts, poorly optimized servers, and a lack of caching. So good SEO might mean focusing on things you once hadn’t—like fast-loading websites.

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun.

Article originally posted associations now

Why now is the time to change your pricing strategy (and how to do it!)

Thu, 22 Jul 2021 20:45:33 GMT

The past 15 months have put a damper on discussions surrounding pricing strategies. Many associations have chosen the path of social responsibility and dramatically reduced pricing on many of their offerings to keep providing support and services to members who are struggling.

As we ease back into the world, now is the time to change your pricing strategy. Here’s how to do that.

Why change your pricing strategy now?

Many associations tend to look at pricing conversations as greedy. It's good to give value, but it's harder for us to set pricing based on that value. We often think that pricing (especially price increases) goes against being a purpose-based organization that's trying to do good — but that's not the reality.

The reality is that correct pricing is all about financial sustainability. Pricing is the biggest lever to impact your bottom line. Ask yourself these questions:

Can you make it through another crisis like COVID-19?
Do you have a reserve?
Do you have the funding to keep programming going without having to cut anything?

If the answer to these questions is “no,” then now is the time to act. It’s not that your organization should be overpriced. That places a burden on your members and is also unsustainable. But you also can't undersell and be underpriced because then you can't fulfill your mission in the most impactful way possible.

How correct pricing impacts your bottom line

To realize how dramatically pricing affects your bottom line, take a look at these two scenarios. For the sake of simplicity, let’s say that in a $100 program, 70% of the price goes towards costs – admin, tech, events surrounding the program. We will use that as a baseline for both scenarios.

Scenario 1: Offering a discount

Your organization organizes a video conference for $100 and offers a 10% discount (a pretty average discount for many organizations). Most people would look at that discount and say, no big deal, right? We lose about $10 per person, so we need to get one more person for every ten that we sell to make the same amount of money, right? Wrong.

What you are doing is giving away 33% of your profit with no reduction in costs. That means that you need to increase enrollment by 50% just to break even. And it’s optimistic to think that the amount of work needed would stay the same, given the 50% increase in enrollment, so costs may go up (and profit down). Giving a 10% discount right now means you're losing money on this program.

Scenario 2. Implementing a modest price increase

On the flip side, if we look at that from a price increase perspective, imagine you raise that $100 to $105. That's not a big difference – the price of a fancy coffee. If you were paying $100 for something that you felt was valuable, surely you would pay an extra five bucks for, it right?

But consider the impact: a 16% increase in your bottom-line profitability. In this scenario, if you were selling 100 seats, and you're making an extra $500, that's a small scale. But what about a $400 membership every year at 5,000 members?

The scenario you choose has the power to revive or kill your bottom line without much effort.

Four steps to changing your pricing strategy

Changing your pricing strategy – no matter the product or service – follows four steps.

Step 1. Data analysis

Data analysis looks at:

How members/sponsors are engaging with your products
The value-to-effort ratio
Segmentation

Each of these data points can offer insight into what prices you can change. Ideally, you want to see which products and services offer high value to your members with little effort on your part. There might be some offerings that are high-effort, but if they are also high-value, that’s a win.

Step 2. Market research

Market research uses focus groups and one-on-one interviews to determine what members need, what they want, and how valuable it is to them.

This step helps you determine which products/services can be discontinued, and which areas to ramp up.

Step 3. Market testing

This step looks at the following two questions to refine pricing and offerings:

Based on our market testing, will we see an increase in our profits, or a decline?
Based on our market testing, can we provide more meaningful value to our members and our sponsors to best fulfill our mission?

Depending on the answers, you may need to backtrack a bit and refine your strategy.

Step 4. Execute

This step is all about execution. Putting your new pricing strategy in place might not be quick - you might ease into it over a month (or more).

You also need prepare for change management, both internally and externally. Externally, you're communicating an exciting change that’s coming because members asked for it. Internally, you’re building enthusiasm in your organization because nothing kills an initiative faster than a staff that has not bought in.

Pricing strategies are living things – consider how you will evaluate the change and what you might need to refine as stakeholders adjust.

Easing into pricing strategy changes

If your association has traditionally offered a wide variety of products and services, the idea of changing all of your pricing all at once can be daunting. The good news is this: you don’t have to change everything overnight.

Start by asking yourself if there is a pricing strategy in place, and look at the last time you changed your prices. Figure out where you are and what you’ve done in the past, and then pick one thing - a monthly webcast, a membership, an event, a small product - and then take it through the four steps. Do the data analysis, the market research, and the market testing, and then execute the pricing change.

See how it goes, and learn from it. You're going to get some things wrong, but guess what? You're also going to get a lot of things right.

Once you have this test pricing strategy under your belt, create an annual plan of how you're going to do this for all of your products. Commit to raising the price of everything every year. This doesn't mean that you're going to make a drastic value change to everything every year, but it does mean that you are going to strongly consider what that might look like. You’ll create an annual plan, and then every two or three years all pricing will be adjusted.

Normalize implementing the four steps of your pricing strategy on a regular, predictable basis for the benefit of all of your stakeholders.

Originally posted at sidecar, Suzannah Kolbeck

New Report Sheds Realistic—And Promising—Light On Membership

Thu, 22 Jul 2021 20:25:39 GMT

Marketing General Incorporated’s annual report on membership has some predictably dire findings. But there are also lots of positive trends and revelations about how associations weathered a mighty storm and never lost sight of meeting member needs.

It’s probably no surprise that Marketing General Incorporated’s 13th annual Membership Marketing Benchmarking Report has some bad news, but there is also a lot of good—and intriguing—news. Let’s start with the bad news, and then move on quickly to the promising findings.

Here goes: 47 percent of associations reported a decline in membership and 45 percent saw a renewal rate drop, which is pretty dramatic after only a 24 percent drop last year. Eighty percent canceled in-person meetings, which had financially devastating effects. “Far and away, it’s one of the worst years we’ve seen,” said Tony Rossell, senior vice president of MGI and the report’s coauthor.

Ready for the good news?

Overall, the long-term membership trend for associations remains positive. Nearly half of associations—45 percent—still show an increase in membership and 71 percent of associations said the level of member engagement increased this year. “An important point this year was that associations really did step up and meet the needs of members,” Rossell said.

“RETHINK, INNOVATE, AND CHANGE”

And that responsiveness paid off. Eighty-three percent of associations said they saw a significant increase in webinar participation, which is up from 53 percent last year. An impressive 78 percent of associations reported that they developed new products and services to assist members and member companies over the past year.

And don’t ever underestimate the importance of a strong value proposition because it is essential for successful membership recruitment. Associations that reported increases in their new member and overall membership in the past year were significantly more likely to say their association’s value proposition is very compelling.

“Associations really did rethink their value proposition,” Rossell said. “Whenever you have pain and challenging times, it’s a really great opportunity to rethink, innovate, and change.”

There is no doubt it has been an extremely challenging time. There were panic lapsers—members who left because they lost their job, or their company was cutting costs. But Rossell remains optimistic because the people most likely to join an association are lapsed members.

“You have a gold mine sitting in your database, because people have lapsed in the last few years,” he said. “If you go back to them, the likelihood of them joining is much higher than just going to a cold prospect.”

COMMUNITY MATTERS

In a drastically changing world, associations are a constant and still provide all-important professional development through certification programs, webinars, or other training. People want to keep their skill set up, whether they’re looking for a new job or trying to maintain their current position.

The report found that there was a 57 percent increase in members attending professional development programming. And 37 percent of associations said they saw an increase in members accessing career services.

“The best unemployment insurance you can buy is joining your professional association,” Rossell said, “because you have a career center, networks, and you can reach out to people.”

Having a community to turn to in troubled times also mattered a lot, specifically members-only areas. The report showed an uptick in visits to members-only sections of websites—56 percent, up from 44 percent last year. And there has been a 53 percent increase in participation with private social networks, which Rossell said is a “revolution for associations.”

That online accessibility, with people seeking information, community, and interaction, was a big step up in members connecting. “You’re buying into a community that can help you,” Rossell said. “That will be a powerful pull for associations.”

LISA BOYLAN

Lisa Boylan is a senior editor of Associations Now.

Originally published associations now

The Pandemic Is Creating Some Great Leaders. Learn How You Can Be One of Them

Thu, 22 Jul 2021 20:19:10 GMT

Managing through a pandemic has demanded new communication skills and no small amount of empathy. But it's also been a time to innovate, even as day-to-day operations are strained.

Former President Barack Obama reportedly kept a plaque on his desk that stated this short and incontrovertible fact: "Hard things are hard."
In the stark light of the pandemic, episodes of social unrest, and challenging economic conditions in the world, this quote has triggered my thinking around the circumstances that forge great leaders.

In my experience, great leaders are made, not born. The genetic twists of fate that might give one person an accidental edge on an athletics track don't hold the same power for those who would be our greatest business luminaries. To successfully lead any business, to enable it to withstand continuous change while balancing efficiency and innovation, to build diverse, inclusive, and psychologically safe teams and unleash their collective intelligence, all of this requires a very special set of skills.

A leader's innate ability to do their job -- the choices they will make, the perspectives they will work from, the judgments they'll employ -- will be a blend of the multitude of experiences they have had from birth to the boardroom. Some, like Fidelity Investments CEO and president Abigail Johnson (whose father built the company into a multi-billion-dollar behemoth), will have come from extreme wealth, and some, like former Starbucks chairman and CEO Howard Schultz, from a humble, working class background. Some will have had a prestigious education, while others will have dropped out and made their own way from their earliest years. For example, Virgin Group founder Richard Branson started his first business after dropping out of high school at age 15.

Clearly, the set of experiences that forms a leader's most fundamental instincts is as unique to them as their own fingerprints, but formative experiences aren't limited to childhood -- they continue to shape a leader's perspective throughout the entirety of their career. So what are the experiences that matter most? What are the conditions under which great leaders are uniquely forged?

For me, it's relatively simple: What doesn't knock you flat will propel you forward.

Great leaders acknowledge the emotional labor of their positions.

Trying, uncertain times inevitably create change, and leaders need to know how to keep their teams going without inflicting whiplash. To navigate change while at the same time maintaining integrity and effective communication is a talent that's the preserve of a special few. It's not a skill set you can obtain through a master's degree, an MBA program, or any number of inspiring TED Talks -- it needs to be forged in the fire of actually leading teams through these challenging circumstances.

While it has likely been tempting for leaders over the last tumultuous year to look enviously at our most celebrated technology companies, given their deep reserves of capital, resources, and sheer momentum, I will ask you to reframe that perspective.
Not because it isn't an understandable sentiment. In countless areas of global business, leaders have taken a pandemic pummeling -- from travel and tourism to entertainment, dining, retail, and many other sectors, the cataclysmic changes that have occurred as a result of the pandemic have asked things of leaders that the multitude weren't prepared or adequately equipped for. From being confronted with eviscerated customer demand, suddenly unworkable business models, disrupted supply chains, and dispersed, unnerved workforces, the challenges experienced by leaders have been unique, incessant, and unyielding.

The winners in this scenario are not the ones who didn't struggle. The winners are the ones who struggled and triumphed, because they will emerge from this crisis stronger, more adaptable, and more capable than ever before.

The widespread brush fires that were ignited throughout innumerable businesses and threatened to engulf them weren't experienced in anything like the same way within many successful tech companies such as Netflix or Amazon (which experienced a boom as we stayed at home and, well, shopped and watched Netflix). Leaders in this group of companies have generally lived in a world where growth has been up and to the right for the last decade, and crisis fires seldom burn too hot. The downside is that their middle management won't naturally forge the critical leadership skills that come as a result of staring down fires and, one by one, finding ways to put them out.

That's not to say there aren't lessons to learn or inspiration to draw from big tech. You just have to look back a little further. Companies like Netflix, Amazon, and Apple forged new paths and succeeded during times of economic downturn. In the early 1970s, as the U.S. entered a 16-month recession, two college dropouts -- Bill Gates and Paul Allen -- conceptualized home and office computing, catapulting Microsoft on its path to success.

Knowing what those companies have become today, I want you to think: What would have happened had these leaders given into hard times instead of seeing opportunity in adversity? And how many inspiring success stories have you heard that begin with someone working firmly inside their own comfort zone?

Now is the time to innovate.

The needs of the business community, the country, and entire world have shifted drastically, so how can your company pivot to meet new demands? What systems have shown themselves to be antiquated, unsustainable, or unreliable -- and where is your window to disrupt them? These are the questions today's leaders must ask themselves.

Another challenge will lie in finding the balance between innovation and efficiency: One enables us to compete today, the other allows us to keep competing tomorrow. In her pathbreaking book Radical Candor, CEO coach Kim Scott writes about entering the office of a newspaper executive whose industry seemed doomed only to find him staring dreamily out the window. What he was "daydreaming" about turned out to be an idea that would pivot the company for a decade.
Business leaders today must dream big and find the right mix for their unique organization. They need to identify what's not working and burn it down, then replace it with something better. They also need to find what is working and set their minds on how to make it even better. Give your people latitude to make big mistakes, keeping a growth mindset. This is a time for action -- but to know the right action to take, you'll need to listen carefully to your people as well as your own instincts. And while you're at it, show yourself compassion as well.

Working to maintain a high-performing and psychologically safe workforce while laying off 50 percent of the staff takes an extreme amount of empathy. Betting the last capital reserves on taking one path over another to meet a moving target market takes immense courage and fortitude. Pivoting to learn unfamiliar and untested systems when the old ones fail takes remarkable agility.

Each of these experiences, however challenging in the moment, are the building blocks of great leadership and, in the end, will make you better.

As difficult as it can feel to have systems you've relied on crumble around you, try to alter your viewpoint so that you see each new hurdle as a chance to sharpen your crisis management skills, each complication a catalyst, each obstacle an opportunity.
Yes, hard things are hard -- but you can do hard things. The business hellscape many industries have faced down over the past year is the testing ground for the next generation of great leaders. Will you be one of them?

BY JESSICA NORDLANDER, COO, THOUGHTEXCHANGE

Article originally posted here

ACE 2021 moves to Virtual Conference

Sarah Gamble — Mon, 19 Jul 2021 23:00:00 GMT

In light of the current COVID-19 situation and the latest Government health advice, the Australasian Society of Association Executives (AuSAE) today announces that the ACE 2021 in-person conference is transforming into a virtual event. With local pop-up events to follow in the coming months.

"With lockdowns in Greater Sydney, Victoria and South Australia, AuSAE wanted to create a virtual experience for association professionals to reconnect with their peers and gain thought leadership insights to ensure sustainability for the future. ACE 2021 Reimagined is an excellent way for the association community to be supported, stay connected and be inspired, remotely and virtually," said Toni Brearley, CEO at AuSAE.

As ACE 2021 moves entirely virtual on 2-3 August, AuSAE look forward to offering the same vibrant program and opportunities to connect over emerging topics in the sector. The ACE 2021 Virtual Conference is a broadcast style event that will include keynotes, interactive sessions, educational content, a virtual exhibition, and delegate networking opportunities.

AuSAE's ACE 2021 Reimagined Virtual Conference is now more important than ever for the association community to be supported, stay connected and be inspired during extraordinary times.

The ACE 2021 Reimagined Virtual Conference will be FREE and entirely virtual, with two days of engaging and inspiring content and discussions, happening August 2-3, between 1pm and 5pm AEST.

We hope you will join us for this reimagined ACE 2021 Virtual Conference and celebrate our collective resilience and dedication to forge connections without boundaries.

For more information and to register, visit www.ausae.org.au/ace. If you have any questions, then please contact AuSAE at info@ausae.org.au or call 1300 764 576.

We look forward to seeing you at the ACE 2021 Reimagined Virtual Conference.

From the AuSAE Team

How to Implement a New Membership Model

Thu, 15 Jul 2021 20:30:43 GMT

Even before the pandemic, many associations were beginning to realize that adapting to the needs of members meant implementing a new membership model. The pandemic has just accelerated that need for some associations. Developing a new membership model is no easy task, but staying the course has its own risks, especially now. Below are four key recommendations your association should consider when undertaking this endeavor.

In Start with your value proposition: Switching to a new membership model is a great way to improve retention and growth. Still, even a great model alone will not increase the tangible and intangible value your membership provides. Without membership value, a new membership model cannot succeed.

Exploring a new membership model should start with evaluating your value proposition. Does your association’s value proposition need to be updated, expanded, or merely repositioned? There are several signs of a weak value proposition:

Usage of key product lines is decreasing
Engagement is low or declining
Members indicate the value of membership is lower than the cost of dues
Former members cite lack of value as the main reason for not renewing

If a weak value proposition is the starting point, then improving the value of membership becomes a critical component of building a new model.

Alternatively, the value of membership may be strong, but awareness and usage of that value are low. A new membership model can enable your association to reposition its value proposition, emphasizing the value in a way that resonates with former and prospective members, as well as current members.

Focus on retention: While expanding to new markets and maximizing member growth are often the impetus for a new membership model, retention of current members should not take a back seat, particularly in light of COVID-19’s impact on many industries. When you consider the cost to acquire and onboard new members far exceeds the cost of retaining current ones, associations should make retention a priority in a new membership model for the sake of current and future revenue stability.

While expanding to new markets and maximizing member growth are often the impetus for a new membership model, retention of current members should not take a back seat.

Moreover, with companies’ and people’s budgets tightening because of the pandemic, members who drop membership now might be less likely to return. In other words, former members might be less willing to give your association a second chance if membership value doesn’t meet their expectations or needs during this crisis.

Know your total addressable market: If one of your primary goals of a new membership model is growth, then it is crucial to understand your current market share and total addressable market. A common mistake some associations make when creating a membership model is overestimating their market by assuming the entire universe of their profession will want membership when that may not be true.

Related to understanding market size is understanding the competitive landscape. Are many prospective members getting their professional needs met by another association? Does your association have value to meet this audience’s unmet needs? Be ambitious when exploring new audiences but also realistic when measuring your market.

Finally, consider how the size of your market may change in the future. Is the profession your association serves thriving during the pandemic, with plenty of future members coming down the pipeline? Or has the pandemic made things less certain? Both your current and future market potential should factor into the model you choose and the risk your association is willing to undertake.

Don’t let fear of change be debilitating. Every new model has risks, but so does your association’s current membership structure. Sheri Jacobs, FASAE, CAE, CEO & President of Avenue M Group, often shares the following advice when talking to risk-averse associations about their membership models: “Making no change is also a choice, and it’s a risky one.”

Matthew Cavers, Senior Director, Research and Consulting, and Emily Thomas, M.Phil., Senior Research Consultant, are with Avenue M Group, a global, full-service marketing research and consulting organization with in-depth expertise in driving member growth, increasing revenue and building brands. Learn more at www.avenuem.org. This article was originally published in Associations North’s Focus North magazine.

11 Predictions About The Future Of Work

Thu, 15 Jul 2021 20:25:39 GMT

Before the pandemic, when talking about the future of work, remote work might have been a trend to consider. How things have changed. Now, remote work is the present, no longer the future.

What else has changed? What new ideas do you need to include in your future scenarios planning? Granted, nothing is certain, but you can’t go forward without thinking through different outcomes and making sure your association is positioned to take full advantage of opportunities while minimizing risks.

We’ve identified 11 emerging trends that could affect the future of work and create opportunities for your association and its professional development programs.

#1: Accelerated Change Increases the Need for New Competencies

During the pandemic, medical professionals had to ramp up their skills under crisis conditions to deal with a new infectious disease. Restauranteurs had to figure out a new carryout and delivery business model. Event planners shifted gears to become experts on virtual experiences.

Your association’s leadership, professional development, and marketing teams need to respond quickly to changes in your industry. How long would it take to launch a new digital badge program when the next crisis or market shift hits? Think in terms of months, not years.

During the pandemic, companies discovered that their ability to change direction and adapt to new conditions determined their viability. Their employees must have the willingness, capability, and resources to learn new skills quickly. Lifelong learning is now a corporate imperative. Seize new opportunities by continuously marketing the value of your online learning programs to both employers and employees.

#2: Businesses Stuck in Place

Are there companies and business owners in your industry that can’t easily switch from a “bricks and mortar” to an online business model? Will they remain viable? How can your association assist them?

What about the ones who have developed a new online business model? What do they have to teach? What skills do they still need to learn?

#3: New Leadership Skills are in Demand

The pandemic revealed which leaders were equipped to handle change and which weren’t. Some people had the skill set to manage remote teams and some still struggle with that responsibility.

People who are good at managing stable systems and processes aren’t necessarily the ones who can lead a team through times of change. The most successful leaders will be the ones who can manage amidst uncertainty.

Leaders must be able to balance priorities, keeping an eye on both profits and people. They must ramp up their empathy so they stay in tune with the needs of their employees (and customers) during stressful times.

Leadership now requires fumbling forward with grace, staying creative and curious, and taking advantage of emerging opportunities. Leaders must know how to nurture an organizational culture in which agility and innovation are prized, and relationships are built on trust and empathy.

Your association can help your members and staff develop these leadership skills through online courses, discussion groups, masterminds, and book clubs.

#4: Outcomes Matter, Not Hours Worked

Going remote has been tough for managers who are sticklers for hours worked in lieu of results produced – in other words, lousy managers. However, organizations that have knowingly or unknowingly adopted a Results Only Work Environment (ROWE) aren’t experiencing as many challenges.

In a ROWE, results are the focus, not the number of hours worked. ROWE creates “a work culture where there is an equal balance between accountability and autonomy for every person.”

ROWE only works if everyone understands the organization’s goals and how their work fits into the organization’s strategy. It requires a culture built on trust – and that means hiring and promoting the right people.

Would employers in your industry – or managers in your association – benefit from learning how to implement ROWE or adopt similar practices and mindsets?

#5: Millennials Setting the Agenda

Millennials – the 24- to 39-year-old generation – are moving into management and leadership positions. By 2025, they will make up 75% of the workforce. Millennials have always been focused on work-life balance, which is especially challenging now when working from home. Watch for this new generation of leaders to influence organizational culture and workplace norms.

Working conditions have become more flexible because of the pandemic’s unusual demands on employees’ personal lives. But this flexibility is something millennials have always valued – and it’s here to stay.

In survey after survey, millennials have emphasized their interest in professional development. Make sure you have sufficient certificate/digital badge and online learning programs for early- and mid-career professionals.

#6: Here Comes Gen Z

Generation Z – ages 23 and under – are now entering the workforce. Gen Z takes professional development seriously because they know that’s how to get ahead financially and professionally. They understand the need to pivot and adapt to keep moving forward.

Gen Z values early-career resources, such as information about career pathways, networking, interviewing, and navigating your industry, particularly when working remotely. They’re an eager audience for introductory certificate programs and digital badges.

This is a generation that never knew a world without the internet. They grew up learning new skills from watching YouTube on their phone. Are your online education programs compelling enough for them? Can they access everything you offer on their phone? If they can’t do something on their phone – like join, renew, read, network, learn, register, or purchase – they may never do it.

#7: The Rise of HR

The role of the HR department has become more significant as companies adjust to a permanent state of remote work and the need for effective diversity and inclusion initiatives. New training needs are emerging, for example, communicating with a virtual team and cross-departmental collaboration.

Staff hiring, onboarding, and training has moved online. If you don’t have relationships with the HR teams at industry employers, now’s the time to start building them. Talk to them about partnering on corporate training programs.

#8: Scalable Staffing

Many organizations are laying off staff or freezing hiring until they can stabilize their budgets. The outsourcing trend is still going strong since it allows companies to “staff” up without worrying about benefit packages.

Keep an eye on outsourcing trends in your industry. If more professionals are becoming freelancers (independent contractors) or solo practitioners, they will need industry-specific training in business management.

#9: The Urban Exodus

As remote work becomes permanent for some companies, their staff no longer have to pay higher rents or mortgages to live within commuting distance of the office. They can live and work anywhere.

Companies can downsize or give up expensive office leases. As a result, office and apartment rents, as well as housing prices, could fall, as people move out of metropolitan areas. Expensive cities could become more affordable.

What impact could this have on your chapters after the pandemic? For example, they could still have a geographic focus but offer a mix of in-person and virtual activities to a larger audience beyond their metropolitan area. You may need virtual chapters to serve those who’ve moved well away from population centers.

#10: Intensified Challenges for Women

Women are shouldering extra responsibilities during the pandemic, particularly childcare and virtual schooling challenges. For many, this situation is not sustainable. One study found that women are nearly twice as likely as men to report that they will leave their workplace within the next year.

How can your association help women who are experiencing career setbacks? Can you find ways for them to stay involved in their professional community? Consider alleviating leadership burdens for association and chapter volunteers by sharing responsibilities and leveraging technology.

#11: The COVID Divide

Many companies have begun to invite their employees back to the office, but some may choose to continue working from home. They may not be willing to brave public transport or spend hours around other people all day. Will this result in a two-tier culture – those who see each other frequently in the office and those who are out of sight and, perhaps, out of mind?

The same phenomenon could happen when in-person conferences and other on-site training programs return. Will you continue to serve your virtual audience as effectively as you serve your in-person audience? Are all your educational programs available online or will people have to attend in-person programs if they want to earn certificates or CE credits?

The pandemic caused an acceleration of digital transformation for associations. In a matter of weeks, the way we work and deliver value to members changed and may never go back to what it was before. But these changes also bring opportunities as disruptions continue to affect your industry’s workforce and new educational needs emerge.

WBT Systems has been helping Associations, Extended Enterprise and Training Organizations to build and improve education and certification programs since 1995 by offering a world class Learning Management System, TopClass LMS. Learn more at www.wbtsystems.com/learning-hub/blogs.

Why it's time for a fresh look at your value proposition

Thu, 15 Jul 2021 20:21:35 GMT

New research suggests the pandemic changed the needs of association members. Leaders will have to spearhead creative responses.

What do your members and customers value?

That shouldn’t be a scary question: Associations are used to paying close attention to what services people find useful and which benefits people find attractive. But the pandemic has disrupted clarity about that, along with much else.For example, see the latest edition of Marketing General Inc.’s Membership Marketing Benchmark report, which includes some sobering findings. In addition to the familiar news about meetings taking a hit, membership has suffered a blow as well: Nearly half (45 percent) of associations surveyed reported a decline in membership renewals, doubling the rate of the previous year. And a larger proportion of associations say they’ve seen a decline in new member acquisition (37 percent) than those who’ve seen an increase (29 percent).

According to the report, a key factor in getting those first-time members has been its value proposition: “Associations reporting increases in their new members and overall membership in the past year are significantly more likely to say their association’s value proposition is very compelling or compelling.”

Addressing weak membership numbers may demand a more holistic approach—and more ambitious thinking about what members want from you.

Associations say they haven’t been sitting idly by: 78 percent of the survey’s respondents said they’ve developed “new products and services to assist members and member companies.” That’s meaningful, though I do wonder how much of the innovation being trumpeted by respondents involves much beyond launching a virtual conference in 2020. Addressing weak membership numbers may demand a more holistic approach—and more ambitious thinking about what members (and potential members) want from you.

I was thinking about this while reading about a recent effort by the magazine Outside to move away from its familiar subscription model to one that more closely resembles an association membership. As The Washington Post reported last week, Outside is a legacy brand that’s been pummeled by weak ad sales and an internet audience that expects free content. Robin Thurston, who bought the magazine in February, thinks he’s found a fix: Rather than peddling magazine subscriptions, he’s selling memberships around the lifestyle that the Outside audience represents.

That involves a $99 annual fee that includes access to not just the magazine but other publications, books, apps, online courses, and reduced entry fees to athletic events. That doesn’t sound radically different from an association membership’s familiar mix of content-plus-education-plus-events-plus-discounts. But as professor Sharon Bloyd-Peskin told the Post, the heart of Outside’s effort is to put it at the center of member’s everyday lives: “Here’s this brand saying that a magazine or two is part of our value proposition, but what you are really buying is a whole package of things that you’re used to paying for.”

And that’s the challenge that association leaders have to address now: What puts your association front-and-center in members’ professional lives, when so many of them have had their professional lives upended? Thurston’s bet may not pan out—it depends on converting 10 percent of online readers to members, which is a big lift. But it recognizes that standing still will mean falling behind.

In Fast Company, Tadiran Group CEO Elad Peleg points out that legacy companies have a hard time accessing their “inner startup” because they’re used to their tried-and-true processes. To resist that, he proposes a kind of “genetic therapy”: Looking beyond revenue growth and closely studying what products and services people actually use, and whether they sustain their engagement over time. Associations can get caught in similar ruts. Now is a good time to start breaking out of them.

MARK ATHITAKIS

Mark Athitakis, a contributing editor for Associations Now, has written on nonprofits, the arts, and leadership for a variety of publications. He is a coauthor of The Dumbest Moments in Business History and hopes you never qualify for the sequel

this article will was originally posted at associations now

Case Study: Is it the how and not the why that’s holding back your membership renewals?

Thu, 15 Jul 2021 20:05:48 GMT

It was a casual remark by my Society’s treasurer that led me to rethink the final stage of my membership renewal campaign. He recounted a conversation with a colleague who hadn’t renewed his subscription believing it was “just too hard”. Luckily my treasurer, always keen to collect revenue, was happy to demonstrate this wasn’t the case, his colleague even saying as much.

This got me thinking. What if other members were not renewing their subscription for the same reason?

Our members have a generous three month’s grace to pay their renewal subscription. During that time, they’d been sent several reminders, all focussing on membership benefits and why they should renew. With just a week to go before subscriptions would be auto cancelled, I decided to send a final email laying out step by step, with screenshots, how to renew.

The campaign was sent to 231 members. The subject was: GSNZ membership - final reminder, so it was clear what the email was about.

In spite of this, it achieved a 58% open rate and a 25% click rate.

We collected subs from an additional 57 members on the back of this ‘last ditch’ email, which is approximately 8% of our total membership.

We updated our membership database a year ago, so this was the first time we’d used this software for our renewals. This unfamiliarity possibly contributed to some members’ hesitancy to engage.

That of course won’t be known until next year, but I will certainly include at least one ‘how to’ email in my renewal campaign in 2022.

Nicki Sayers, Geoscience Society of New Zealand.

If you have any other good news stories please share with the AuSAE NZ team

ASAE Announces 131 Professionals Earned CAE Credential

Sarah Gamble — Fri, 09 Jul 2021 03:57:59 GMT

One hundred thirty-one association executives recently earned their Certified Association Executive (CAE®) credential from the CAE Commission of ASAE, joining more than 4,600 industry leaders worldwide who hold the distinction.

The Summer 2021 class of CAEs successfully completed the CAE examination administered nationwide May 1-14, 2020. They will be honored, along with the Winter class of CAEs, during the 2021 ASAE Annual Meeting & Exposition on August 13-18, 2021. A full list of the Summer 2021 class can be found at the end of this release.

“Earning the CAE demonstrates deep commitment to the association profession and the communities we serve. The competencies measured and knowledge gained through the certification journey enhances careers, benefits organizations, and ultimately, serves the public at large through the work CAEs do every day,” said DJ Johnson, IOM, CAE, chair of the CAE Commission and VP, Membership and Volunteer Engagement for the Association of Women's Health, Obstetric and Neonatal Nurses.

The CAE Program elevates professional standards, enhances individual performance, and designates those who have acquired and have demonstrated the knowledge essential to the practice of association management. The CAE Program is accredited by the National Commission for Certifying Agencies (NCCA).

For more details about the CAE, visit asaecenter.org/cae.

MEDIA CONTACT: Dani Mackey, 703-283-9698, dani@danimackey.com

Read the full ASAE release here.

CAEs By Country, State Summer 2021 Class

AUSTRALIA

Jon Bisset, CAE
Chief Executive Officer
Community Broadcasting Association of Australia
Enmore, NSW

Lester Lambert, CAE
Chief Executive Officer
Restaurant & Catering Industry Association of Australia
Greenwich, NSW

NEW ZEALAND

Brett Jeffery, CAE
General Manager New Zealand
AuSAE NZ
Rotorua, BOP

Holly Morchat, CAE
General Manager
Association of Consulting Engineers of New Zealand
Queenstown, OTA

Hilary Beaton, CAE
Executive Director
Public Libraries of New Zealand
Wairarapa, WGN

Membership Pro Tip: Retention Starts With Onboarding

Thu, 08 Jul 2021 19:24:49 GMT

Making onboarding all about the member is an excellent strategy for recruitment, retention, and engagement.

“You never get a second chance to make a good first impression” is a saying that applies to membership, says John Lingerfelt, CAE, senior manager of member communities at the American Association for the Study of Liver Diseases. After all, retention efforts begin as soon as you start the onboarding process for a new member.

HOW DOES IT WORK?

It’s important to understand why a member has joined your organization. “You can’t put everyone in the same bucket and assume that they must all want the same benefit,” Lingerfelt says.

Using information from surveys, member applications, and onboarding webinars helps to personalize the member onboarding experience and shows that you are prioritizing their interests and being responsive to them from the get-go.

“You have to make sure the member feels like they’re not just a member of the organization, they are the member of the organization,” he says.

WHY IS IT EFFECTIVE?

Personalization makes the new member feel like it’s their association and that the organization has a vested interest in what matters to them, he says. That builds a foundation of loyalty that extends the lifetime value for a member, and they also are more likely to remain a member.

It also increases recruitment efforts because a satisfied member is more inclined to tell their friends, colleagues, or businesses about the value they get from being a member, which can encourage others to join too.

“If you really want your retention efforts to be fruitful, you have to start with personalization in the onboarding process,” he says.

WHAT’S THE BENEFIT?

It goes back to: What’s in it for me? When a member joins an organization, they want to feel like they’re getting a benefit out of it—something that is important to them.

For associations, it can result in increased retention or more members. “Word-of-mouth advertising is some of the best recruitment any organization can ever have,” Lingerfelt says.

LISA BOYLAN

Lisa Boylan is a senior editor of Associations Now

originally published associations now

Rising Production Costs and Labor Shortages Are Holding Back Live Events Recovery

Thu, 08 Jul 2021 19:18:16 GMT

In-person events are making a comeback, but happy days are not quite here again. Labor shortages and rising costs are straining event planning budgets and putting a damper on the resurgence.

In-person events are on the road to recovery, but it’s one laden with potholes and detours. Rising costs on everything from venue rentals to french fries, along with widespread labor and staffing shortages, are challenges facing planners in the current landscape.

F&B Staffing Shortages Raise Rates While Straining Service Standards

Just how staffing problems are affecting services and amenities was apparent to MaryAnne Bobrow of Bobrow Associates Inc. when attending a meetings industry convention at a major Las Vegas resort in mid-June. She was stunned to find that a very high-end restaurant and a food court were the only dining options at the hotel, which had offered a huge variety of them prior to the pandemic.
“Planners need to educate their stakeholders as to the current market with staffing issues,” she said. “I understand in some locations that busboys and dishwashers are being called to step up to work as chefs. Many of our supplier hospitality folks who are the most experienced have been gone for a very long time and will not return. Event facilities are still understaffed as many of their former employees have gone in other directions as well.”

In some cases, these staff shortages are directly impacting event budgets, according to Renee Radabaugh, president and CEO of Paragon Events.
“We have had conversations with venues about hosting an event and needing staffing surcharges to ensure the appropriate number of staff,” she said, adding that the problem is compounded by the fact that culinary teams are having to add labor for staffing buffets as self-serve is no longer acceptable in the Covid era.
Managing expectations among attendees who think they will find pre-pandemic service levels at hotels and other venues is another current pitfall, according to Joan Eisenstodt of Eisenstodt Associates.
“Demands on existing or newly hired staff are heavy,” she said, referring to reports from a colleague of poor banquet service at a recent large event. “I asked if the staff were new and was told that some were but many were ‘just out of practice.’”

Staffing Shortages in All Sectors Are Pushing Budgets

Jennifer Brisman, founder and CEO of VOW, is also finding that staffing shortages are being felt throughout the event industry, with both sales and production teams. “Everybody is challenged in getting the quality and quantity they need in terms of experienced staff,” she said.
Brisman also noted that the problem is exacerbated by the number of companies vital to event planning that went out of business after the pandemic hit. “Where once you would send out RFPs to dozens of caterers and production companies, you now find that 50 percent of those resources are no longer there,” she said.
However, Brisman believes that staffing shortages will ease as event business rebounds. “People are not going to bring on and train new talent without guaranteed business — they will staff up when the business is there,” she said.
Jeff Goldstein, CEO of production company Legend Productions, similarly anticipates a return to relative normalcy. He doesn’t perceive the rising costs as necessarily inflated, suggesting instead that they are now rising to “pre-pandemic levels” after having been depressed through simple supply and demand shifts during the pandemic — though adding that in certain cases, “the labor market is even tighter than pre-pandemic levels, which may force staffing costs to go up, even if temporarily.”

Brisman, whose company recently launched VOW Digital Health, an app that enables users to upload Covid test results or proof of vaccination, said Covid vaccination compliance and protocols are the key to getting the event industry, including staffing, back to a healthy state.
“Clients are asking us if the whole event staff is vaccinated, so as the event industry becomes more vaccinated, it will be easier to satiate customers who request this,” she said. “It’s an ecosystem in which one affects the other.”
Solving the event industry labor shortage may also require reforms in remuneration and working conditions, according to Eisenstodt.

”People in service jobs have left the industry, realizing there are other jobs that take place on weekdays, pay more per hour and bring respect,” she said. “For all the kvetching by planners about unions, it appears that union labor, which is experienced in what they do and often more loyal because they have representation, is more likely to return.”

Rising food costs are another current challenge. While labor shortages are partially to blame, Eisenstodt noted that the unprecedented drought conditions over much of the Western U.S. is another factor impacting food supply. So are rising transportation costs.

Another factor straining event budgets are increased shipping costs, particularly for overseas products, according to Brisman. She also said the increased demand for hybrid events involving both digital and live components is also bringing greater expense.
Goldstein confirms that while many planners may already be familiar with the AV and production requirements of broadcasting content, those embarking on hybrid events for the first time will have considerable additions to their budget associated with things like camera kits and switching equipment, camera and engineering crew to operate, high speed dedicated internet and backup 5G, staffing to organize inbound traffic, tech checks, streaming tests, etc.

However, planners who have engaged these services before may have a low tolerance for any sort of unjustifiable AV surplus charges. These planners are empowered both by their familiarity with event AV and by the expectation that venues and production companies be accommodating as they bring event business back with limited budgets and maximum wariness.
“My client’s budget is very sensitive to AV charges,” said Magdalena Bonnelly, founder and CEO of Event Strategies, “so any kind of fee associated with bringing your own AV vendor is a no-go from the get go.” Her clients “will not go anywhere with an excessive surcharge for an AV contractor unless it’s rigging or power,” but said that this level of vetting at the sourcing stage has not significantly limited her options.

Hotel Rates and Fees Are Following Suit

While it may be possible to vet specific types of fees, hotel stays and venue rental costs are also on the rise. “The overall increase in room booking costs has been significant,” said Bonnelly, noting that a hotel she is considering for a large national sales meeting quoted room rates at $179 compared to $139 at the same hotel and time of year in 2019 — a 28 percent increase.
This is hardly surprising given the setbacks suffered during the pandemic.
“Hotels and venues who have been dormant for 12-18 months now are coming back on line and have pressure to perform and get back their budget numbers,” Radabaugh said. “They’re also seeing demand as the public gets more comfortable and excited about live events.”
Along with higher rates, she said many hotels and venues are tacking on fees to cover the cost of Covid precautions. “Hotels and venues are charging for the extra cleaning, hand sanitizers and costs associated with staffing,” Radabaugh said. “It can be as much as 3 to 5 percent of a bill.”
Notably, this Covid effect is not limited to first-tier cities. Client sensitivity to the risk of cancellation in cities like New York have pushed Bonnelly to consider second-tier cities that would normally be cheaper, but comparing New York and Baltimore for a corporate client recently, she was shocked to receive quotes that were more or less the same.

“Normally the savings second-tier cities confer by way of lower room rates and F&B minimums give you a more flexible budget for other things, but the room rates were essentially the same. There are also new surcharges for complying with different Covid measures, like per-person fees for setting up outdoor spaces in addition to the per-person F&B fee.”
This parity pricing could be because of disproportionately rising prices in alternative cities, but Bonnelly speculated that hotels in large metropolitan hubs like New York may be somewhat less inclined to try on inflated rates or foist additional fees on planners due, ironically, to the higher perception of risk associated with them.

Dealing with the Rising Cost of Onsite Events

What can event planners do in the face of rising expenses? One answer is to drive down overhead and operating costs and develop new efficiencies, Brisman said.
“We need to look at how we communicate with vendor teams and customers,” she said. “At how we manage our jobs and how we can streamline and automate repetitive functions. We need to learn to take time back, so we can assure that time is optimized for the talent we do have.”
Another strategy is to engage in long-term planning whenever possible, Brisman added.
“This is a good time to be planning events that are several years out — the sooner you can lock in long-term dates, the better,” she said. “If you can book, say, three years out, you can get competitive pricing at some extraordinary spots.”
A little grit can also go a long way. Bonnelly notes that she has had to be creative in balancing her clients’ interests with her other venue and supplier partners.
“My corporate clients are very attentive to anything that might exacerbate a cancellation fee,” said Bonnelly, who has had to challenge cancellation fees and arbitrary fees that might drive them up at the sourcing stage. “If you want to get this business,” she tells her partners, “you have to start the cancellation fees at 15 percent, not 50 percent.”

While she hasn’t received much pushback from hotel partners yet, demand is steadily rising and an obligation to make a firm commitment with a higher cancellation fee is likely to follow.

If clients balk at rising event costs, Radabaugh said it’s important to make them understand the bigger picture.
“Help them see that it’s similar to what’s happening in their personal lives, whether it’s higher prices at the grocery store or shortened hours at their favorite restaurant. It’s not the event planner adding to their personal budget.”

Rashaad Jorden has worked as an Editorial Assistant at Skift since May 2021. But before joining the site full-time, he contributed several articles on a freelance basis. He has taught English at public schools in Japan and France, and holds a Master's degree in Responsible Tourism Management from Leeds Beckett University in the United Kingdom.

originally published at EV=NT

Say goodbye to daunting technology projects

Sarah Gamble — Tue, 06 Jul 2021 00:39:20 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, is hosting a live webinar exclusively for Association & Non-Profit Executives on Thursday, 15 July 2021 at 11am to 12noon AEST/1pm to 2pm NZST on “Selecting a Cloud System”.

The complimentary webinar will offer valuable insights, tips, and advice on how to make a successful cloud technology investment for your Association.

ASI Asia-Pacific Managing Director, Paul Ramsbottom, will guide participants through all aspects of the cloud system selection process including:

Cloud 101
The procurement process when considering a cloud system
How to ensure your business strategy drives your technology investments
The real costs of pay-by-the-month cloud systems – customisations, integrations, and upgrades
Where accounting fits in the mix?
Common questions and concerns about moving to the cloud – including security, data storage, training, support, and implementation.

Registration at https://us06web.zoom.us/webinar/register/9016254452289/WN_13ni3WrNSl6ZPsjtqSNcNw

ASI’s full schedule of webinars is at www.advsol.com/webcasts.

Association Executive Webinar
with AuSAE Premium Alliance Partner, Advanced Solutions International

Topic: Selecting a Cloud System – A Guide for Association Executives
Date: Thursday, 15 July 2021
Time: 11am to 12noon AEST / 1pm to 2pm NZST

Register: https://us06web.zoom.us/webinar/register/9016254452289/WN_13ni3WrNSl6ZPsjtqSNcNw
There is no cost to attend.

About ASI
Advanced Solutions International (ASI) is a leading global provider of products, programs, and services that help associations and non-profits improve operational and financial performance. Since 1991 we've helped thousands of clients grow revenue and reduce expenses by providing industry expertise, best practice advice, and proven solutions.

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

AuSAE Launch Mentoring Program for Association Professionals

Sarah Gamble — Tue, 29 Jun 2021 22:52:10 GMT

The Australasian Society of Association Executives (AuSAE), and Brancher, an evidence-based mentoring platform, have partnered to provide an exclusive industry-leading mentoring program to support association professionals in Australia and New Zealand.

Toni Brearley, Chief Executive Officer at AuSAE, says, "We are delighted to be working with Brancher. Our mentoring program focuses on association leadership. It was developed to encourage experienced professionals in our sector to pass on their knowledge and experience to new and emerging professionals in the association and not-for-profit sector."

Recent research found that 76% of professionals think that having a mentor is important; less than half (37%) have one now. "That's why we are so excited to announce applications are now open for our industry-leading evidence-based mentoring program. It’s an excellent opportunity for our members and association professionals to build their networks, strengthen their skills, and advance their career,” add Brearley.

Holly Brailsford, the Co-Founder of Brancher, says, "We are incredibly excited to be partnering with AuSAE to roll out this mentoring program. We are excited to provide even more professionals with the opportunity to accelerate their careers, amplify their capabilities, and reach their potential through mentoring. What's exciting about this program is it's available for association executives employed in the not-for-profit sector. – regardless of where they are located, what career stage they are at, or what area they are working in."

The eight-month mentoring program leverages technology to make mentoring and career development easy, personalised and digitally accessible. Program participants can meet their mentoring match when convenient and via a means that suits them. Additionally, participants can complete the online training at a time and place that suits them. And it’s a self-driven development program. That means each participant is in control of their development.

Brearley says, "The mentoring program is just one of many benefits of being an AuSAE member and presents a great opportunity for our members to connect with and learn from one another. Feedback has been positive, and we are committed to providing opportunities for continuous professional development for association professionals.”

For more information, visit www.ausae.org.au/mentoring or questions regarding the mentoring program; contact Brett Jeffery, General Manager NZ, at brett@ausae.org.au or +64 27 249 8677.

Five meeting features to re-evaluate post pandemic

Thu, 24 Jun 2021 20:01:48 GMT

Time away from the expo hall might offer an opportunity to try things in a new way. Read on for ways to tweak your offerings in response to COVID-19—or just because it’s time for a rethink.

In-person events are slowly coming back—but the time away from them offers an opportunity to rethink some of their common features.

And it’s not just health and safety protocols that are getting a fresh look in the wake of COVID-19. The pandemic’s forced pause has given meeting planners a chance to see their events in a new light.

With that in mind, here are a few areas you may want to consider refreshing before your next in-person event:

1. SWAG BAGS

During the pandemic, branded items, or swag, took a bit of a back seat to other priorities, giving event planners an opportunity to rethink the whole swag concept while in-person events were on break.

One notable way this played out was the rise of tangible items mailed to virtual attendees’ doors, and there’s evidence that mailed swag may find useful life beyond the pandemic. How so? Well, The Wall Street Journal reports that the somewhat wasteful nature of swag has given way to a concept called “gifting as a service,” essentially giving swag recipients the option to get items that they are more likely to want mailed to their doors.

2. EXHIBIT HALLS

Even as Americans continue to get vaccinated against COVID-19, it’s still important to come up with ways to manage exhibit halls so that they are more spread out and don’t cause crowding. The blog for Kalahari Resorts & Conventions has a few ideas for building exhibits with physical distancing in mind, including creating wider aisles, organizing booths in quads to allow extra aisle space, using dividers, and carving out additional space between exhibits.

“Whatever modifications you make, be sure to communicate these with your exhibitors and attendees so they know your exhibit hall is designed with everyone’s health in mind,” the blog explains.

As time goes on, there may be room to loosen these standards, but for now this could be an effective way to make room for social distancing while keeping the energy of the in-person exhibit hall.

3. CODES OF CONDUCT

Codes of conduct were seeing big changes even before the pandemic, but in light of recent discussions about diversity, they have become increasingly important as a tool to ensure that members are following standards of professionalism that make strides toward inclusivity.

One other type of document that could come in handy in an in-person environment is the meeting agreement, which gained attention during the pandemic as a way to help set a standard of comfort and engagement during virtual events. Given the discussions around giving attendees room for social distancing, it could prove an important addition to your in-person event repertoire, too.

4. PLANNING DOCUMENTS

If associations hope to get people back at events again, they need to emphasize that the organization is taking safety seriously—a job that is likely to fall on an association’s planning team.

With that in mind, creating a COVID-19 protocol document to keep attendees safe could be the way to go. Julie Ann Schmidt, CMM, CMP, the CEO of Lithium Logistics Group and a certified COVID compliance officer, told Associations Now about the importance of building a document like this back in February.

“Your protocol document is your standalone document that states everything your association is doing to keep everyone safe,” Schmidt explained. “It encompasses several elements—from cleaning, to screening and testing, to transportation, and everything in between.”

5. FOOD & BEVERAGE

During the pandemic, concerns about going to restaurants were common, with the buffet facing particular challenges. While the business is slowly coming back, most notably to Las Vegas, consumers may be more wary of buffet-style dining than they used to be.

Given that many in-person events traditionally have offered buffet options for attendees in the expo hall, a rethink is likely. Some observers, such as Sean Willcoxon of Mazzone Hospitality, see the buffet sticking around—but not in the form most people expect.

“To minimize shared tools, buffets are no longer self-serve. Instead, attendants serve each guest,” he wrote for TSNN last fall. “While this may slow line speed and efficiency, health and safety must be the priorities.”

As the Cvent blog notes, others see a move toward single-serving grab-and-go dining options, as well as meals pre-placed at seats during the event.

Originally posted Associations Now

BY ERNIE SMITH / JUN 18, 2021

How CEOs Can Guide the Board Selection Process

Thu, 24 Jun 2021 19:57:14 GMT

Board nomination and selection can be a lengthy and complex undertaking. A study from the ASAE Research Foundation highlights how CEOs and other staff can support the process for better outcomes.

The right combination of board members can make all the difference for an organization. Effective recruitment, nomination, and selection processes are critical to getting the right volunteer leadership, but CEOs have an important role to play in guiding those steps.

Governance research from the ASAE Research Foundation shows that CEOs and other staff are invaluable in facilitating the process, establishing effective connections to qualified candidates, and providing insight into candidates to ensure that the board has the right balance of experience and competencies to drive success. The Board Member Competencies and Selection Study—performed by Mark Engle, FASAE, CAE, of Association Management Center and Texas A&M professor William Brown—found that CEOs and staff at associations with effective processes have a role in most aspects of board nomination and selection, though not all.

Support the Process

CEOs and other staff are responsible for making the nomination and selection process run smoothly. That means ensuring compliance with bylaws and other requirements, managing the administration of the process, ensuring that nominating committee members and other volunteer leaders are sufficiently trained and prepared, and attending meetings and documenting decisions.

CEOs also have a role in defining and prioritizing competencies needed on the board. There is no single, most effective way to define the right competencies for an organization, but effective organizations define and recruit for needed competencies and diversity. CEOs can help volunteer leaders set priorities in relation to gaps on the board and organizational needs.

Connect the Right Candidates

CEOs and staff often serve as the first point of contact for candidates and make the connection between candidates and the nominating committee. Some CEOs and staff also keep a running list of potential candidates. After competencies are defined, CEOs or appropriate staff may reach out and recruit applicants from the list to fulfill competency gaps, advance board diversity, or provide other qualities sought for the board. This practice helps to ensure a highly qualified slate of candidates.

CEOs and staff also must ensure that messaging around the process is consistent and accurate. Whether candidates are recruited or respond to an open call, each must receive comparable information about requirements and procedures.

The connections they have with candidates also means that the CEO is the point of contact for those nominees who were not selected. Engle and Brown highlight the importance of compassion in this role. An effective practice cultivates relationships regardless of the outcome for the candidate.

Provide Insights

Given their role in the organization, CEOs often have valuable insight into candidates’ background, participation, and engagement within the association. CEOs and staff also ensure the consistency and integrity of candidate files.

In some associations, the CEO may sit in on interviews and deliberations and provide input on whether certain candidates have qualities desired for the board. The CEO may be the participant framing deliberations in relation to the overall composition of the board. CEOs can also contribute by ensuring that the process yields one or more strong board chair candidates for the future.

When to Step Back

While CEOs have a valuable role to play, they must be careful not to bias the process. Engle and Brown developed case studies that highlight a variety of different approaches, but across all cases, CEOs and staff felt a responsibility for maintaining boundaries even as they sought to support their volunteers.

To be effective, the CEO should focus on facilitating the decision-making process, not actively participating in it. When providing insight into candidates, the CEO should not weigh in on individual candidates but offer background information as requested. Though CEOs may participate in interviews or deliberations in some organizations, they should not be present during voting.

Originally published ASAE learning Centre

June 22, 2021By: Jenny Nelson

Three Small Adjustments to Supercharge Your E-Learning

Thu, 24 Jun 2021 19:51:58 GMT

If e-learning courses are underperforming, it may mean your courses aren’t designed for success. By removing dull content, getting creative with formatting, and helping people see themselves, you can increase your content’s quality and engage members more effectively.

If your association’s e-learning courses are underperforming, is it time to throw in the towel? No. It’s time to make a few small changes that will elevate your courses to the next level. These three simple changes can make your courses more engaging and valuable.

Cut the Dull, Less Actionable Content

Have you ever sat through a presentation from someone who is an expert in their field, but not in the art of public speaking? First, they take a deep dive into the history of their research and then they get so caught up in the granular details, the audience checks out.

Avoid this scenario with your association’s e-learning courses by removing information that’s dull or otherwise unnecessary. You may feel tempted to create highly comprehensive courses that cover topics in-depth—but the fact is, members want direct, actionable tips that can make them more effective in their fields.

Switching up the formatting of your courses takes learners into content that’s engaging and more likely to be retained over time.

To evaluate your content, ask the following questions:

What do I want the learner to do better or differently?

What skills do they need to do that thing more effectively?

Is this information actively helping the learner develop that skill?

If not, is there another compelling reason to include this information?

If I was a busy association member, would I find this information interesting?

Elevating your courses doesn’t always mean adding in new, innovative information. Sometimes, it’s just as valuable to cut the fluff and keep your learners’ attention for the full course.

If you’re struggling to figure out how to move from an information or “tell-based” course to an application or “do-based” course, you can work with an e-learning content-development partner that has knowledge of course design best practices to increase engagement and knowledge retention.

Switch Up Your Formatting to Add Interest

We’ve discussed what you can remove from content to increase its value for members, but what about what you can add?

Members are probably completing courses from their homes. These homes also have family members to chat with, chores to complete, and favorite TV shows to catch up on. Oh, and this is on top of day-to-day work.

Your content is competing for their attention, and strong formatting decisions can help it stand out. Here are a few quick ideas that you can use to add interest to your courses:

Slider and dials. Rather than “click on this image to learn more,” this interactive, multi-layered variant increases engagement.

Labeling and sorting. This is an alternative to multiple-choice knowledge checks that uses imagery to increase interaction.

Audio review. You can use character audio to have a character tell their own story or switch up narrators to break up the monotony of a single speaker.

Switching up the formatting of your courses takes learners into content that’s engaging and more likely to be retained over time.

Help People See Themselves in Your Courses

While 70 percent of respondents in an ASAE Research Foundation study acknowledged the importance of DEI, only half had developed policies to advance it. By making one small adjustment in how you think about building your e-learning courses—helping people see themselves in your courses—you can take a big step in the right direction.
Some organizations think that swapping out a few images in the course will provide diversity. Instead, ask yourself a few questions to adjust your thinking to meet the needs of your learners:

Look at your images—Are they representative of your membership? What about the future of your membership?

Listen to your audio—Would you benefit from some variety in narration or character voices?

Try to experience your course as if you had a sight or hearing impairment.

Review the names you use for characters. Do they reflect your members?

Imagine what it would be like to take your course on a mobile device because you don’t have access to a computer or your Wi-Fi signal is low.

Not only should association members be able to take your courses and recognize themselves and their peers in them, but this can also impact how they apply your lessons to their workplace. For example, let’s say you’re a medical association and you’re creating healthcare e-learning to help members maintain their certifications. Since your members work with diverse patients, your diversity-related content prepares them to provide effective care for all races, genders, cultures, abilities, and more.

With a new way of thinking and some relatively minor tweaks in course design, you will open your learners’ hearts and minds to what you’re teaching.

Original article posted at ASAE learning Centre

June 21, 2021By: Amy Morrisey

Part 3 – CRM implementation essentials + bonus The top six CRM features for Associations

Thu, 24 Jun 2021 19:43:36 GMT

IN SUMMARY

The biggest mistake you can make when implementing a CRM project is to not be involved – success comes from engagement with the process.
Thorough planning is essential and must include timelines, project teams, communication plans, project scope and outcomes.
No project will ever be perfect but the more shared understanding you have in place from the beginning, the better chance of success you will have.

Focus Area 1: Timing is everything

Even the most well-oiled IT project demands the time and focus of your Association and staff.
Planning when to do the project is key. Associations often have busy seasons so make sure you choose the right time (most likely in your down season).

As we mentioned in the previous article, you must be confident that your partner has outlined a realistic timeline that works for you.

Focus Area 2: Building your team

You need to think of CRM implementation like any other transformational project. This means it’s not a case of ‘leaving it to the IT guys’.

Don’t just hand over the scope to the external project or partner team and expect them to come back with the solution. You need to be involved. And you want to have enough internal prioritisation and resourcing from your side so you can contribute to the project.

It’s important to build an internal project team that has management buy in. The project will require top down engagement to push forward, and to get similar buy from all staff members.

The team needs to be a multi-disciplinary ‘A Team’. By this we mean you need good representation from your entire organisation on the team. This ensures that the needs and requirements of every area are represented and heard, that the project will get input from all stakeholders and – again – that you will get good buy in across the board.

Focus Area 3: Communication. Communication. Communication.

Should we say that again? Communication is the bedrock of implementation success. Think of communication as a matrix:

Between the partner project team and your internal team
Between your internal project team and your management and board
Between your internal project team, management and any other key stakeholders

Digital transformation is heralding a steady evolution in how projects are managed and structured. Transformation projects traditionally had a very hierarchical or ‘command’ structure.

As we push into digital there is an equal and necessary push to adjust these structures. Think of the rise of the ‘Team of Teams’ approach. The structure is flatter, more collaborative and more interactive – ensuring better communication and more effective implementation.

Focus Area 4: Project scope

Do as much work on the project scope up front as you can. The clearer and more comprehensive it is, the better. It is extremely common for scope to change as a project progresses and the impact is nearly always negative.

You must develop a shared understanding of scope including:

Expectations
Parameters
Assumptions
Outputs

Any discrepancies in any of these areas between any project teams or members should be cleared up and resolved as soon as possible.

Keep up to date with project status. Regular check-ins and updates must be built into your implementation plan.

You need to focus on governance around ‘scope creep’.

It looks like this: We initially had a conversation and understood the scope to be a certain size and then new elements were introduced (often assumed to be involved but not clearly articulated) and those new elements mean there is more work to do.

Is this is a variation? Should it have been included originally?

This is why that time at the start of the project is so important. The better the conversation around scope up front, the more this can be avoided.

It’s impossible to have absolutely perfect design before starting a project. The way to avoid too much stress is – you guessed it – communication.

Be prepared that change may happen. And if it does, you have a plan in place for how to negotiate the impact. For example, you may choose to prioritise certain features and rule others out if they are going to impact the timeline too much.

A good rule of thumb is Pareto’s principle also known as 80/20 rule – to focus on the 20% of the project that will give 80% of rewards.

Finally, remember the GOOD FAST CHEAP rule we laid out in the previous article. You will need to keep an eye on managing these variables as implementation progresses.

Focus Area 5:

Don’t become so focused on project management that you neglect to focus on outcomes though.

You must develop a set of measurable outcomes from the get go so you will have a way of knowing if the project is a success.

Continually track these outcomes all the way through the project.

Then, keep evolving your goals and outcomes. A good CRM implementation will continue to evolve and deliver over time. Tech will improve. Market forces will change. You don’t want to have to start a whole new CRM project every time this happens.

Continual support and maintenance must be built into your project and into your relationship with your partner.

Our next – and final – article in this series outlines the top features that associations are looking for and using in their CRMs.

IN SUMMARY

Every Association is unique, but it helps to know what other Associations prioritise when it comes to CRM features.

The top six CRM features used by Associations are; user portal, membership management, marketing hub, event management, creating online communities and integration.

Clade has deep experience successfully implementing CRM solutions for Australia’s Associations.

Introduction

CRMs come with a seemingly endless list of features. How do you know which will suit your Association best?

Looking to other Associations and what they’re using it for is a great place to start. These are the top CRM features Associations are currently using.

Feature 1 – Membership self-service web portal

Members love being able to interact via an easy to use web portal. This includes basic functions such as managing their own profile, picture, and password. But it can be much more sophisticated with options such as:

Member access to articles, events, and items equivalent to their level of membership
Members being able to add content
Members being able to interact with each other

The better the portal, the more members will engage, share, and recommend it. Don’t skimp when it comes to how your self-service portal looks and behaves. It needs to reflect the quality of your Association’s brand and work seamlessly and responsively across a variety of devices.

Feature 2 – Membership management

They say the devil is in the detail, but the detail is your friend when it comes to membership management.

Your CRM should allow for a comprehensive level of tracking, updating, and managing all aspects of membership. The basic functionality you should ask your partner to include in your CRM is:

Easy to use membership dashboard
Membership reporting – providing a 360-degree view of your membership
Track any communication and interaction against member profiles
Easy to use invoicing function – including automation
Create, segment and define different types of members by using a robust and flexible system

Feature 3 – Email marketing and communications

How are you communicating with your members? Is it a laborious manual process to send a newsletter via email once a month? Are you able to track which content your members respond best to?

Marketing often comes second fiddle when it comes to CRMs. But it’s THE most important tool in your arsenal when it comes to communicating with members and getting a clear picture of who your members are and what is meaningful to them.

The marketing hub of your CRM should enable to you:

Track leads by source – including types of advertising that brought them to you
Segment your customer base – and set up your own rules for this
Have access to a range of email templates including inline editing options
Create and track member journeys – with variations built-in (e.g. if they don’t open, a follow up is sent; if they reply they immediately, they get a confirmation email)

Feature 4 – Event, training and conference management

Events are crucial for the life of an Association, whether virtual or face to face. Having a CRM that allows you to manage your events end-to-end will save you and your staff from dealing with the pain of multiple, static spreadsheets, syncing information, and unnecessary double handling.

Information and functionality can include details of speakers (and all communications with them from your team), travel and dinner bookings and registration processes.

An event timeline that takes you through organizing an event step-by-step (and you have to tick each one off before you can move on) is a good way to streamline and regulate event management processes.

Also included in event management should be the capacity to send out automated feedback surveys after every event. These capture crucial information and tag them to that specific event in your system.

Feature 5 – Creating online communities

In addition to regularly distributing engaging member communications, Associations can benefit from creating and encouraging online communities. Digital forums present excellent networking opportunities, a benefit that is often a driver in gaining and retaining members.

Online communities can also become a good channel to host or promote events, renewals, and key member communications.

Association members are known for their willingness to network, share their experiences, and learn together, by creating an online community your Association can provide the framework for this to take place.

Feature 6 – Third Party System integration

Your CRM should enable Association growth, not stunt it. The right CRM will integrate with your other software solutions including finance, payments, reporting, and learning management systems.

What is most important here is the integration with Microsoft Outlook, so your team don’t have to enter information about meetings, emails, and calls into multiple locations.

Additionally, every CRM needs to integrate with a finance system and a payment gateway. Check with your vendor and partner to see if they can seamlessly integrate with systems such as Xero and MYOB, and payment gateways such as eWay or Paypal.

Your partner should also be able to help you implement parts of your chosen CRM solution at different stages. For example, you may choose to start with the membership management solution and then add in more elements over time. Open architecture, ongoing support, and careful attention to detail from your trusted partner are essential for success.

Original article published by cams

Part 2 – Finding the right partner

Thu, 24 Jun 2021 19:40:07 GMT

A CRM vendor or partner needs to provide you with confidence and a good relationship up front so have a checklist about your values and needs.
You should always get proposals from 2-3 partners to ensure you have something to compare when it comes to cost, timeline and approach.
Remember the GOOD FAST CHEAP triangle and how you cannot get all of these met, so you must assess proposals and your own requirements accordingly

Introduction

Technology projects should reall the answers run free y be called people projects. Humans connecting with other humans to create a positive outcome. Implementing a new CRM within your Association isn’t a small thing. It takes budget, time and dedication.
That’s why it’s so important to have a vendor and partner on board who understand you, who you enjoy working with and who exceed your expectations.
In the previous articles, we talked about starting with your Association’s goals and finding the technology to support those. In this article, we’ll be talking through the top things you need to consider when choosing a vendor or partner for your CRM project.

But first, what is the difference between a vendor and a partner?

A vendor authors the software or application (e.g. Microsoft).
A partner delivers the app, customises it and provides ongoing support (e.g Clade). Sometimes the vendor and the partner sit within the same organisation, sometimes they are different. Often vendors will have multiple partners so when you decide on a product you like you still have a choice about who to partner with in terms of implementation.

What to look for in your vendor and partner?

This checklist provides a guideline of things to look for in your vendor and / or partner:

That your functional and tech requirements are met
The vendor has road map and R&D expenditure into the product, so they are continually evolving and improving it, allowing you to take advantage of improvements
The vendor and partner have good reputations (read reviews, check out industry forums)
There is a good partner network and ecosystem
Even if you originally choose one partner of a vendor, there is the flexibility to change if needed down the track (i.e. you are not locked in)
The size and financial backing of the vendor or partner
Any specialisations they have, including recent projects

How ongoing support will look – do they only want to deal with you on the project or is there good ongoing support on offer and customer-for-life engagement process

Requesting a proposal

Once you have your shortlist of vendors or partners, you need to select 2-3 and send out a ‘request for proposal’ or ‘request for quote’.
That requirements list you developed during the previous article – this is where that comes into play.
Put all your functional and technology requirements into a document and include this with your request.

Evaluating the proposals you receive

To adequately evaluate the proposals you get back, you need to look for all the same clues you would with any business partnership. Consider the promptness and thoroughness of each response, attention to detail, and specificity of the proposal.
Some other key points to look out for include:

Have they indicated a probable timeline?

1-3 months? 3-6 months? It is crucial to know long they think the project will take and what the scope of the project is.

What is their project approach?

The main two approaches these days are:

Waterfall approach with big bang delivery
Agile approach with phased delivery – beginning with MVP (minimal viable product)
A good partner will work with you on what will suit you best in terms of how to approach the project.

Scenario demonstration

Part of any evaluation is a demonstration. You may want to come up with a few key scenarios you want your system to achieve and your partner should be able to demonstrate solutions.
Some will have these pre-built, some will customise them – so you may not get to see everything. But you at least want to see a genuine response and feel a sense of confidence they can meet your needs.
Finally, the proposal should include best and final pricing. Get your management and board to review the proposal.

Remember the GFC rule

No, not that GFC. We’re meaning when GFC equals the GOOD FAST CHEAP equation.
As a general rule:

Good and fast = not cheap
Good and cheap = slow to deliver
Fast and cheap = not high quality

Keep this triangle in mind as you get your proposals back including factors such as timeline, your own urgency, budget and other issues. As the project evolves these three variables will come into play and will keep changing – so you may need to keep adjusting your values and goals along the way.
Thankfully, the next article in our series will delve into just that – the essential steps for a successful CRM implementation.

Original article posted here at cams

Part 1 – Identifying CRM Essentials

Thu, 24 Jun 2021 19:33:09 GMT

In Summary

Assessing what you need from a CRM starts with taking a good look at where you’re already at in terms of digital transformation readiness.

The next step is to be very clear about your goals and where you want to be, being both aspirational and realistic about what is possible.

Finally, you will need to list out your requirements regarding functionality and technology to support your goals.

Introduction

Choice paralysis. In a marketplace flooded with solutions and a rapidly changing digital environment – how do you even start to choose a CRM? It needs to be the right fit. It needs to be able to grow and change as your Association does. These are givens. But they are not enough to get you started on the evaluation and decision-making process. In this second article in our CRMs for Associations Super Blog Series, we drill down into a four-step process that will help you know exactly what you need from a CRM.

Step 1. Assessment – Where are you?

You want to get a realistic sense of the digital maturity of your Association across a number of different areas. A good way to do this is to give each area a ‘grade’ of: early, developing or mature. As a starting point, we recommend the following assessment areas:

Strategy
Leadership
Workforce development
User focus and culture

Of course, you can expand on that list, change it, add to it – the crucial thing is that it makes sense to you and the people in your Association. Equally, you can amend the ‘grading’ system to words or levels if that makes more sense to you. And you should extrapolate a little with each point so you get a clear picture. The aim of the exercise is to assess where you are up to in terms of digital transformation readiness. For example, we have created an assessment here of a fictional Association – based on our years of experience working with associations:

Step 2. Aspirations – Where do you want to go?

There are two parts to this step – external and internal. Externally, it’s good to take some time and look around you. What are your closest competitors doing? How far advanced is their digital transformation? Beyond that, what about aspirational Associations? The ones you look to for inspiration or motivation whether because of their size, scale or sophistication. Where do you want to be in relation to them? Then, turn your attention inward. Revisit your assessment matrix and create an aspirational one for the next 6-12 months. It’s important to be realistic here in terms of what you can achieve. Don’t set yourself up for failure by saying you want to be ‘mature’ across every criterion within a short timeframe.
To continue our example from above:

You may also want some high level goals such as ensuring your work culture is open to more change and innovation in how you engage with technology. A key thing at this stage is to make sure you have this conversation at the management and board level. The more people in key roles who are invested in digital transformation, the more chance you have of effective implementation (see the fourth in our CRMs for Associations Super Blog Series for more on this).

Step 3. Functions and Features – What do I need to get there?

It’s time to get down to the brass tacks. This step is all about generating lists and being specific about the functions and features you need so you can answer this question: What specifically does your Association want to be able to achieve? Be expansive in how you generate this functional ‘wish’ list. It should not just come from one person’s thinking. Ways to generate the list can include:

develop use cases
use focus groups
hold brainstorming sessions
record observations about current issues
conduct staff interviews
conduct an interface analysis
use prototyping

Following on from our fictional Association example, we have generated two lists of functional requirements:
Web portal

member directory
member self service
event and course registration
product purchase
subscription and communication preferences
delivered to web and mobile

Core internal business system

web portal well connected to internal system
management dashboard and reporting
360 view of stakeholder management and member management
has ability to deliver EDMs
marketing automation
manage events and conferences
continuous professional development
financial integration

You may have internal teams who can build up your list requirements or you may want to engage a business analyst. The Associations Forum can be a good place to start if you’re looking for external assistance here. Or you can get in touch and we can assist you. In summary, the main thing we always hear – over and over – is that the number one priority for Associations is: EASE OF USE. That applies to both public / membership and internal stakeholders.

Step 4. Technology – What tools will best support you?

You might notice that we haven’t focused up front on technology when it comes to your assessment process. The temptation can be to talk about hot trends like AI and chat bots. But this is the wrong way to look at things. You need to start with a holistic approach, based on what your organisation needs and find the technology to support that. Developing your technology requirements is another list-generation process. Again, this may be something you can do internally or you may benefit from some external guidance.

Here is the basic list of technology requirements for our case study Association:

Easy to learn
Good user interface
Well documented product – training resources and videos online
Product is easy to change – we want a strong core product but we have specific requirements, and these may change over time so we want it to be able to evolve as we evolve – this is called extensibility
Integration – we want all systems within the infrastructure to be able to communicate with each other – this is called interoperability

Finally, some broad level questions will help prompt your list generation process in regard to technology requirements:

(i) Where will data be stored and will it be safe? Data security and compliance are increasingly important, so you need appropriate controls in that space. There are many options including:

on premise (on own infrastructure)
hosted in the cloud
SaaS (Software as a Service)
PaaS (Platform as a Service)
IaaS (Infrastructure as a Service)

You may have specific requirements around where you want the data to reside and need a product and partner who can support this.

(ii) Do you want the platform to be cloud first? Mobile first? How digital, how mobile do you want it to be? Build your own requirements set and don’t be afraid to be really specific about your technology needs.

Our next article in this series is all about finding the right vendor or partner for your CRM project.

Original blog posted at cams

Governance Institute of Australia welcomes two new board members

Sarah Gamble — Thu, 24 Jun 2021 04:11:20 GMT

National membership association Governance Institute of Australia is delighted to welcome two new board members: Caron Sugars and Greg Hanigan.

Caron is a Governance, Risk and Controls Advisory Partner at KPMG and has been involved with Governance Institute since 2007 when she was a course director.

She participated in the Subject Advisory Council and Governance Institute’s Western Australia Council. She has also regularly presented at Governance Institute short courses and certificates.

“I have seen so many careers and lives expand because of people joining the Governance Institute family,” Ms Sugars said.

“I’m delighted - and flattered - to have been chosen to join the Board where I can contribute to the growth of this amazing organisation.”

Greg Hanigan is a Risk Partner at IOOF and has been a Governance Institute Tasmanian Council member since 2016.

“This is an exciting time to be joining the Board as Governance Institute looks to deliver many new improvements for our members to assist them to promote good governance in their organisations,” Mr Hanigan said.

“The Governance Institute member community provides a trusted network for governance professionals to access useful training, practical tools and insights. I look forward to working with the Board in their pursuit of providing valued services to our members.”

Governance Institute CEO Megan Motto welcomed Caron and Greg, saying she is looking forward to working with them during an important time for Governance Institute.

“We are delighted that Caron and Greg have joined Governance Institute’s Board and know they will play an integral role in helping set – and oversee - the future strategic direction for the organisation,” Ms Motto said.

“The role of the Board is particularly crucial in these current times with the governance and risk management profession in the spotlight like never before. It is therefore so important to have experts such as Caron and Greg on the Board.”

Media contact: Hannah Edwards 0403 024 149

Six ideas for upgrading member on boarding

Thu, 17 Jun 2021 22:07:22 GMT

Welcome packets and emails can offer a good starting point for new members, but that may not be enough to keep them around. Here are some tips to help supercharge your member onboarding process.

When someone joins an association, they’re often looking for a path forward as a new member—a little help to find their way, a compass that they can follow.

Associations can offer that help—or they can be a little more passive and do something minimal.

But doing the minimum at the beginning might just cost them the chance of keeping that member around. A 2018 report from Dynamic Benchmarking and Kaiser Insights [PDF] found that associations that implemented an effective onboarding strategy were able to increase their member retention from 62 percent to 68 percent.
Plus, there are other benefits that come from stronger onboarding, including more usable feedback, more detailed information about members, cleaner member databases, and easier identification of potential volunteers.
“Immediate value received upon joining prompted a high level of life-long engagement,” the report stated.

In other words, a little TLC goes a long way. So what does that engagement look like? A few ideas for effective member onboarding upgrades:

1. Personalise early. Often, the first way that members interact with your organization is through some sort of welcome message. Problem is, personalization is desired but not always offered in member communications, according to research from Community Brands—just 18 percent of associations offer it. Welcome emails can be a great area for personalization, as it can help members feel heard. The hard part, as noted by YourMembership, is getting the next set of data to allow for further steps into personalization. A measured approach can help. “If you need new members to complete an online member community profile or set up their communications preferences, send them a specific email communication about that action,” the firm’s Michelle Schweitz explains.

2. Instead of an onboarding packet, consider drip marketing. Member welcome packets can be done well—Personify’s Wild Apricot has plenty of ideas on where to get started. But an email drip campaign can supply that information in a more careful manner over a longer period. Chamber of commerce expert Frank J. Kenny suggests that drip campaigns can replace onboarding packets entirely. “This way they get bite-size tips they can read quickly and start using immediately,” he writes.

3. Lean on your chapters—but not too hard. Chapters can be effective in building a new member base, as they can put a friendly face within proximity of a member and give a local spin to a national or global association. However, Billhighway’s Charlotte Muylaert warns that putting too much pressure on local chapters does not a good chapter strategy make. “You have membership expertise, but they know the day-in/day-out challenges of running a chapter,” she writes. “Instead, collaborate with components on your new member onboarding plan so it’s both practical and sustainable.”

4. Integrate your social strategy. It’s important when building your onboarding strategy to stretch beyond the inbox, as fundamental as it is. Sharing welcome messages for new members on social media is one thing—introducing them to a broader conversation is another entirely. Lia Zegeye, senior director of membership at the American Bus Association, told Associations Now last fall that she hosts onboarding webinars. During that effort, she highlights the organization’s social media platforms and encourages new members to engage—which has been particularly successful at driving members to the association’s Facebook presence.

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun

originally published associations now

Best Practices and Strategies for Today's Communication Professionals

Thu, 17 Jun 2021 22:01:27 GMT

In the past year, associations have faced an enormous shift in how they communicate with their constituents. A newly developed toolkit, based on the drivers of change identified in ASAE’s ForesightWorks research, can help association communicators rise to the challenges of these times.

The 50 drivers of change identified as part of ASAE’s ForesightWorks research have been an important element for association communicators since they were originally published in 2017. Last year, ASAE’s Communication Professionals Advisory Council took a more strategic look at the challenges the drivers identified, using the lens of skill sets that association communicators need to address them. The result is the Competencies for Association Communication Professionals toolkit [ASAE member login required], a resource that provides best-practice strategies for communication professionals to use when developing new initiatives.

For this initial version, four drivers are filtered through the communication lens:

shifting environment for content
declining trust
diversity, equity, and inclusion
next-gen professionals

The first driver—shifting environment for content—provides foundational competencies that address the expectations of personalization, developing effective content strategies when departmental priorities are siloed, and differentiating content for different audiences. Communications must be proactive to meet organizational goals, and therefore it is vital that communication professionals are able to serve internally as the translators, collaborators, and facilitators between departments, as well as within the C-suite. Understanding individual needs, while also considering the 10,000-foot view, can be the difference between a successful campaign and one that falls short of its goals. In addition, it is becoming increasingly important to create emotional connections with different audiences. Collecting and analyzing stakeholder and other research data, as well as participating in the content lifecycle(strategy, design, create, maintain, and assess), is key to gaining an understanding of audiences' values and motivations.

Meanwhile, declining trust, already a growing concern, has quickly risen to a crisis situation in some circumstances as confirmation bias, misinformation, and targeted algorithms have eroded trust in expertise. Communication professionals must take the lead in both risk management and in building credibility with consistent, transparent dissemination of credible facts.

In addition, a growing awareness of unconscious bias has forced long overdue reexaminations of how organizations serve their constituents. Diversity, equity, and inclusion has been a powerful driver in prompting associations to question whether they are being inclusive enough so that all members truly feel like they belong. Communications play a critical role in fostering conversations, applying empathy, and leveraging relevant spokespersons to more clearly represent an organization’s values and mission. In addition, communications also must play a role in giving a voice to members to create more opportunities for belonging.

Empathy, values, and feelings of belonging are also important to the constituents of the next-gen professionals driver. Here, too, it is important for associations to engage its future generation of members. Communications professionals can identify relevant channels to develop emerging leaders, as well as help resonate a better understanding of organizational culture and expectations to foster more passionate participation.

In addition to these four drivers, the council identified several general leadership competencies to help achieve buy-in at the C-suite level, including the need to acquire a broader point of view with implementing organizational goals. Whether it is formally defined on the organizational chart or not, every aspect of an association’s structure has a communication component. As a result, communication professionals are more likely to be involved in cross-departmental collaboration. Communicators must have highly developed situational awareness of diverse perspectives of staff, departments, and even members. Employing a holistic strategic approach to messaging is an effective way to engage leadership support and to ensure all contributions feel a sense of ownership of programming initiatives.

June 14, 2021By: Blake Stenning and Dina M. Lewis, CAE

Originally published ASAE

Board Conflicts of Interest: Options for Effective Action

Thu, 17 Jun 2021 21:57:24 GMT

Navigating a board member’s conflict of interest is sensitive business. CEOs, partnering with their general counsels, can take steps to address the situation in a way that preserves the association’s interests and member relationships.

Most association CEOs and general counsel are well aware of the importance of directors fully understanding and exercising their fiduciary duties to the association, including the duty to avoid conflicts of interest. Yet, especially among associations with directors who represent corporate members, conflicts can arise in complex areas, putting the association in difficult and potentially dangerous positions.

Consider this real-life scenario. It involves an industry association with a board primarily comprising individuals nominated by organizational members paying above a certain dues level. The association had a formally established policy position that was well known, was approved by the board, and represented one of its primary policy aims. One board member, based on her employer’s competitive interests, consistently undermined the organization’s position by lobbying against it publicly and assisting her employer in policy-based litigation where her employer opposed the association.

Although a mandate that an association’s directors not act against its established policy positions may seem to invoke an antitrust issue, this is generally not the case. If the association is a voluntary membership organization and if the director and her member company can thrive in the marketplace without association membership, antitrust concerns are rare. When a director acts against a formally established position of the organization, that conduct represents just cause for removal or other disciplinary action against the director, based on a violation of their duty of care (requiring that decisions be made in good faith as a fiduciary of the association from an ethical and legal standpoint) and potentially their duty of loyalty (in placing economic gain from an employer above the association’s interests).

Three Options
When confronted with a director who has acted against the association’s interests, the organization’s leaders typically have three options to remedy the situation.

Removal. Although the CEO or general counsel in the situation described above might understandably be eager to vote to remove the troublesome director or expel her member company from the association, there are good reasons to explore other options first. Associations are in the business of recruiting, not losing, members, especially those who play a significant role in the industry. Expulsion remains a legal backstop, but it should be seriously considered only when all other options have been exhausted.

Replacement. Another option is to replace the board member. The CEO can request that the member company’s leadership appoint a different representative, explaining to both the director and her superiors that her actions on the policy issue are contrary to the association’s mission. However, this option fails when the member company insists that its representative be free to act against the association’s position, both in her votes as a board member and in her external conduct. At this point, a review of the written conflict-of-interest policy may be helpful, although likely not for the most recalcitrant of members.

Recusal. A third alternative is recusal on issues related to the policy position in question. This allows the association to effectively cordon off the source of the conflict, while still allowing the director to retain her role. This may keep the member company from leaving the association, prevent the director from serving on any committees related to the sensitive policy issue, and give the board chair the power to remove the director from any board discussion of the issue.

An option of recusal allows the association to effectively cordon off the source of the conflict, while still allowing the director to retain her role.

In the real-life case, the third alternative worked. It allowed the director to remain on the board and carry out directives from her employer, while keeping a longtime association member in the fold and preventing the issue from escaping into the media. In accordance with the bylaws, the full board voted to approve the specific parameters of the voluntary recusal. (Had the director not agreed to the recusal, a forced-recusal vote by the board would likely have led to the member company’s withdrawal from the association—an outcome still preferable to expulsion.) When the policy position eventually became moot for the association, the recusal was lifted.

Director Education
Directors who serve on association boards as representatives of member organizations often face a difficult balance: Although accustomed to representing their employer’s interests, they must check them at the boardroom door and act instead in the best interests of the association. Recognizing this reality, associations need to take proactive steps to prevent conflict-of-interest situations from arising in the first place.

Board education is critical. An association’s general counsel should repeatedly instruct the board on fiduciary duties and conflict issues while also preparing and implementing appropriate conflict-of-interest policies. Board-member onboarding should include a thorough one-on-one discussion reviewing the association’s bylaws, its conflict-of-interest policy, and board member fiduciary duties. New directors in particular should be educated that conflict avoidance, and proper disclosure of conflicts when they do arise, are not only matters of association policy but also are among a director’s legal duties.

Every regular board meeting should include a brief review of director duties, using relevant real-life examples to the extent possible. Another best practice is an annual disclosure of potential conflicts using association-approved forms. Completed forms should be reviewed by the general counsel, and potential conflicts should be raised for discussion and action by the full board.

Conflict-of-interest situations may implicate fiduciary duties, association policies, membership considerations, and even antitrust concerns. When facing a real-time crisis, it is important for the CEO and general counsel to understand the motivations of the directors involved and find a creative solution that preserves the association’s fiscal health and diversity of leadership, while making clear that a harmful conflict-of-interest cannot be tolerated.

Thomas P. Kimbis

Thomas P. Kimbis is an attorney and the executive director and CEO of the National Postdoctoral Association in Rockville, Maryland.

Originally published ASAE

If You Say These 5 Phrases Often, You're a Better Leader Than You Think

Thu, 17 Jun 2021 21:52:42 GMT

Your ability to effectively communicate with your employees is key to success as a leader. But to motivate and inspire people with words takes a very human approach in the way you speak to them.

For example, do you compliment your workers for doing good work -- for going above and beyond? If so, how often? Do you acknowledge and celebrate your team's efforts?

We spend the majority of our time at work, but most of the time we treat each other like strangers. Taking into account all the conversations and digital text-based exchanges we have in the course of a workday, there are certain undeniable phrases that, if we use them more often with team members, will result in an increase in trust and loyalty.

Here are five examples of what great leaders will genuinely express verbally to engage the hearts and minds of people.

1. "We couldn't have pulled off this project without your help."
Consider this a great way of expressing gratitude and saying thank you to someone for going above and beyond, especially if it made you look good in your leadership role. Saying it publicly in front of the whole team is especially gratifying and puts your employee on the pedestal that he or she deserves.

2. "I could use your advice on what to do in this situation."
There's this false notion that leaders who ask for advice are perceived as less competent. On the contrary, research has linked people who ask for advice to being perceived as more competent.
The reason this works is that the most effective leaders are emotionally present and ask for help when it's needed. In turn, they create space for authenticity and truth so that others are free to do the same. By being real and emotionally honest, and giving team members permission to be the same, teams connect and collaborate better.
So, as a leader, checking your ego at the door and asking a knowledge worker for input into a strategy will only increase that person's level of work engagement.

3. "What can I do to help?"
This phrase has been especially welcome during incredibly stressful times brought on by the pandemic. It is also useful for team members posed with a deadline or any challenging scenario. Offering to help demonstrates that you genuinely have the backs of fellow employees.

4. "That was clearly my mistake."
Effective leaders aren't hiding behind their own hubris or status and deflecting responsibility to someone else. They show up with humility to acknowledge and own up to their mistakes. This sets the example for their tribe to be honest and not fear making their own mistakes.
Admitting to being human and making mistakes has also been found to actually increase trust. Paul Zak, author of Trust Factor: The Science of Creating High Performance Companies, says, "People who are imperfect are more attractive to us. We like them more than people who seem too perfect."

5. "I don't know."
Quite honestly, it's uncomfortable admitting you don't know something, especially in a leadership role when people expect you to have all the answers. Now imagine putting yourself in the position of getting comfortable with not knowing. Rare, indeed. Unless you're Garry Ridge, chairman and CEO of the WD-40 Company.
Ridge says "I don't know" are the three most powerful words he's ever learned in his life. "I've been really happy being the dumb guy. And then most of the time I am; I often say I'm consciously incompetent. And I think that does help people feel comfortable," Ridge shared on the Small-Cap Institute Presents podcast.
Ridge says when he got comfortable with not knowing, he began to learn and grow -- a lot. "As soon as you make out you know everything, you shut down all the opportunity to learn more and get different points of view," says Ridge. "So not only do I get comfortable with I don't know, but even more today, I keep asking myself, 'Why do I believe that?' Because the world's changing so quickly."

This article was originally posted on INC

Three ways digital transformation can add value to your association

Thu, 17 Jun 2021 21:29:08 GMT

Not every attempt at digital transformation has to be massive or earth-shaking. A smaller, more methodical approach can work as well. Here are a few ideas to get you started.

The words digital transformation strike fear in the heart of some leaders, in part because it sounds like a heavy lift.

But the truth is that you don’t have to transform everything all in one bite. By working more slowly and efficiently and narrowing your digital transformation goals to focus on smaller pieces of a larger whole, not only do you stress-test your organization’s ability to handle change, you also lay the groundwork for a bigger change later on.

A few examples of smaller-scale digital transformation in action:

Modernizing something you’re already doing.

Before the podcasting boom, the National Speakers Association would send copies of its audio productions to its members on a CD attached to its magazine. But when NSA tried to move this format to a podcast, the approach didn’t fit the needs of the audience. So, as a part of a broader reinvention of its membership model, the organization hit the reset button, creating Speakernomics, a podcast that offers listeners short, insightful advice on becoming more successful professional speakers. The organization’s CEO, Mary Lue Peck, says that the group emphasized creating unique value in a short amount of time—each episode is around 25 minutes—and found an effective host, Thom Singer, to present the new offering. “Launching a new podcast allowed us to rebuild our audio program from the ground up,” Peck says. “We were able to set new goals for our show and develop a new workflow for each episode to ensure each episode is laser-focused on our core purpose of helping listeners become better speakers and build better businesses.”

Promoting cross-department collaboration.

It can be harsh to change everything all at once when trying to tackle a digital transformation culturally, but a great place to start that conversation involves getting people who might have traditionally been siloed to talk to one another. During the 2020 ASAE TEC Virtual Conference, presenter Kevin Hastings, a manager for web strategy at the American Institute of Aeronautics and Astronautics, explained how the pandemic shifted the organization’s strategy for working across departments. “One thing that’s been really great and eye-opening is that you have these conversations about all of these fragmented systems, and all of these capabilities that one department is working on,” he explained during the event. “And you have these lightbulb moments where someone in another department says, ‘Wow, I had no idea that we’re putting together a comprehensive system for taxonomy.’ That’s really great.”

Presenting a seamless image of integration to members.

A key to strong digital transformation is to send a message that everything works efficiently as one piece. Problem is, it’s common to have many accounts across an organization—and it can be a major pain point if your organization’s WordPress site doesn’t talk to your association management system (AMS), requiring the use of separate logins. But building an integration between your platforms via the login page can help make the different platforms work more seamlessly together. Joe Aldeguer, the director of IT for the Society of American Florists, says that he worked with his AMS vendor to integrate single sign-on (SSO) functionality into his organization’s different platforms using an application programming interface (API). “Our members can navigate from all platforms—AMS, CMS, and LMS—using one login,” Aldeguer says. “Many of our members are not tech-savvy, so I wanted to make sure technology does not get in the way whenever they want to use our member resources.”

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun.

Originally published by associations now

How associations can capitalise on new trends to add value for members.

Thu, 10 Jun 2021 20:05:14 GMT

After a year of disruptions, seeing a gradual return to normal offers a welcome sense of relief. But it does pose a question: How can associations create more value for members during this period of transition and beyond?

The challenges of the past year have given us all new perspectives. We’re much more aware of the importance of staying connected, whether it’s via now-routine online meetings or in person. And the need to prepare professionally for whatever the future might bring is more apparent than ever.

To provide greater value for members, associations have an opportunity to recognize and respond to shifts in expectations and viewpoints. Some specific examples include:

Hosting hybrid events and meetings. Even as in-person events return, the convenience of attending events and meetings online is something people will continue to want. Associations that offer hybrid events with in-person and online attendance options will accommodate members’ specific budgets, schedules and health concerns.
Investing in training and certification programs. Training and certification rank consistently among the most important benefits to members. Now is a good time for associations to review their programs and find ways to offer training and certification opportunities beyond an annual event. For example, offering year-round learning opportunities, such as in-person, live-streamed, and on-demand educational sessions can accommodate members’ schedules, learning preferences, and educational and certification needs as they return to office environments.
Expanding career advancement resources. While many associations already connect members with job opportunities through online job boards, there’s an opportunity to provide even more value in this area. Providing career advancement resources, such as interview and resume writing tips, salary data, and outlooks for job growth can deliver greater value for members—especially as they make career decisions in a fluctuating economy.
Making ongoing networking easier. As associations begin to plan in-person networking events again, they also have the opportunity to capitalize on members’ new comfort levels with online interactions. For example, offering an online member community can provide networking benefits between in-person events.

As we step back into a familiar world, our industry has an opportunity to do more than just return to normal. By embracing the new perspectives we’ve all gained over the last year, associations can provide members greater value than ever before.

Community Brands is a purpose-driven company that delivers purpose-built solutions for nearly 120,000 leading associations, nonprofits, K-12 private schools and faith-based organizations worldwide to thrive and succeed in today’s fast-paced, evolving world. Our focus on accelerating innovation, fulfilling unmet needs and bringing to market modern technology solutions and engagement platforms helps power social impact, affect positive change and create opportunity. With Community Brands solutions and services, purpose-driven organizations better engage their members, donors, educators and volunteers; raise more money; effectively manage revenue; and provide professional development and insights to power their missions.

How Free Resources Can Build Relationships And Increase Member Value

Thu, 10 Jun 2021 19:55:44 GMT

A surge of free offerings for members and nonmembers during the pandemic led to increased engagement and stronger advocacy efforts. Find out how to keep leveraging those offers to enhance value and build relationships.

When the pandemic hit, many associations responded to member needs immediately with free resources to help them navigate the crisis. Now that we have emerged (mostly) from crisis mode, does it still make sense to offer free resources to members and nonmembers? The answer is yes—with caveats.

Being strategic and selective about what to offer and how to get a return on what you are offering are key, said Elisa Joseph Anders, senior account director at Marketing General Incorporated, who co-presented “Creating Member Value: Give a Little to Get a Lot” at ASAE’s Marketing, Membership, and Communications Conference (MMCC) last week.

“By giving some things away for free and marketing them properly, your association can not only deliver value for others but also create value for the association, which ultimately helps you deliver on your mission,” Anders said.

The idea is to give away resources or other items that demonstrate value and deliver value to the people who need them. An association’s products, programs, services, and membership have value. However, you don’t want to diminish that value by giving too much away. Instead, be selective and give a sample, because offering too much for free is not a good strategy for growth and revenue.

How do you determine whether to offer benefits for free?
Start by assessing your market and its needs. For example, if many of your members have lost jobs or had to close businesses, they might need free career resources or professional development courses to help them get back on track. You might already have a good gauge of member needs but conducting research to better understand what members want is also a good plan. It can be as quick and simple as low-cost pulse surveys, Anders said.

During the pandemic, many associations extended membership grace periods

, which members appreciated. So, it could be a good idea to offer a free trial or introductory membership, or a “freemium” membership where you offer a free quality product that people want. In those cases, you would need to work on converting members to a higher level of membership, which takes a sustained marketing effort with a budget to support it, Anders said. She also cautioned that a relatively low percentage of those members will convert to paid memberships, so it’s important to make sure the economics work before offering that kind of option.

Another key tip is to trade content for contact.

When you offer a free webinar or a downloadable research report, make sure to ask for the person’s contact information. Getting their opt-in helps start a two-way conversation that leads to an ongoing relationship

. Then you can give them more free information like newsletters, legislative updates, professional development resources, or other communications that showcase your value. The goal is to cultivate them and get them to engage further with the association.

“The more people see your value and engage with your association, the more likely they are to join, register, buy, and renew,” Anders said.

LISA BOYLAN

Lisa Boylan is a senior editor of Associations Now.

Originally published at associations now

Simple Questions Equal Better Engagement

Thu, 10 Jun 2021 19:52:44 GMT

Asking members surprisingly simple questions can help start conversations that build much more meaningful engagement, rather than bombarding them with an avalanche of information in the hopes of finding something that sticks.

Conversational engagement creates a two-way exchange that helps organizations get away from a broadcast-only mentality of jamming a lot of content in emails and talking at people. That kind of communication might lead to a few click-throughs, but that’s it, according to Dave Will, cofounder and CEO of software platform PropFuel.
A deeper, more focused conversation begins with easy questions that yield better and more personalized outcomes, he said during an express talk at ASAE’s Marketing, Membership, and Communications Conference last week.

HOW DOES IT WORK?
Conversational engagement is a process that allows the membership team to listen and respond to members so they can better target individual member needs. “The process is: ask, capture, act,” Will said. “We ask a question and capture some input, which allows us to then take much more relevant action.” It not about talking to segments or personas: “We’re talking to a market of one,” he said.

WHY IS IT EFFECTIVE?
One way it is effective is for reaching out to “never members” who have interacted with the association in the past but have never become members, said Diane Scheuring, CAE, co-presenter and vice president of membership and marketing at the Hospice and Palliative Nurses Association.

“This is our opportunity to really reach out to them to start that conversation,” she said. “It’s all about engagement and being present at the member’s point of need.”

Scheuring’s team uses this prompt: “HPNA members are part of a larger mission dedicated to advancing expert care in serious illness,” which draws prospective members into HPNA’s mission. Then they pose a question: “Would you like to join us as part of this mission?” That approach makes it less transactional and more centered on asking if they would like to be a part of something larger.

WHAT’S THE BENEFIT?
Starting a conversation by emphasizing the organization’s mission demonstrates that joining is about more than just benefits or discounts. It’s about who you are as a person and whether you are interested in getting “emotionally connected to your industry,” Scheuring said. By phrasing the conversational exchange that way, she said, “You’re planting the seed that by joining this association, you’re joining something bigger than a discount.”

LISA BOYLAN

Lisa Boylan is a senior editor of Associations Now.

Originally published at associations now

Scenario Planning Provides A Framework For Associations To Pivot

Thu, 03 Jun 2021 19:06:47 GMT

We heard a lot about how quickly associations made hard pivots to perform during the pandemic. What if getting there didn’t have to be so hard? Experts suggest using scenario planning to create a strong underpinning that allows your association to be nimble in uncertain times.

Many associations were able to pivot quickly last year to deal with the changes forced by a global pandemic. The efforts included addressing member needs to generate new revenue or provide resources. And while the changes were quick, they don’t have to feel abrupt and out of the blue, say two association professionals who will be speaking at ASAE’s Marketing, Membership, and Communications Conference (MMCC) next week. They recommend using scenario planning to set up a strategic framework that will allow your association to be better prepared for the next unexpected crisis.

“Prior to last year, scenario planning might have been small things because we hadn’t experienced anything hugely significant,” said Debbie Greif, director of corporate relations and business development at the American Society of Anesthesiologists. “This past year has made scenario planning more relevant. Organizations have to ask, what is the next really big, huge, scary disruptor that could happen again?”

Greif and Nikki Haton Shanks, CAE, strategist at Association Laboratory, will be leading the MMCC session “Scenario Planning: The Solution to Uncertainty for the Association Executive.” With scenario planning, associations take a holistic look at different scenarios that could affect their organization, industry, and members.

“Scenario planning is really designed to be a decision-making tool to help identify, assess, and adapt to risk and uncertainty,” Shanks said. “So, when it comes time to think about what an association’s members are facing, the association is in the best position to address it.”

HOW IT WORKS

According to Shanks, scenario planning has three main steps. The first is to identify the challenges that are on the horizon. “Having a really good sense of what the challenges their members are experiencing is the first step with this whole process,” Shanks said. “Identifying the issues and challenges that are most critical to their members and what the implications of those challenges might be in their association space.”

The second step is identifying a timeline for those challenges. Is it something that needs immediate action or something that is expected to hit critical mass in a year or two?

“The third step is actually conceptualizing this and applying what you’ve learned—what you’ve thought about from the challenges, implications, and timeframe—to an actual scenario and solution,” Shanks said.

To figure out those issues, associations will need to communicate well with staff, members, and the board. Shanks and Greif said it’s crucial to get a diverse range of perspectives on the future, to give organizations the best shot at seeing what might be coming.

As organizations think through potential challenges, Shanks said it’s also important to keep an open mind.

“The future is neutral,” she said. “There is no good future. There is no bad future. If we think that it’s one way or the other, it really can prevent us from seeing all of the potential opportunities that could exist.”

Greif agreed, noting that when her association upped its offerings during the pandemic, they had to acknowledge that while the pandemic was bad, they couldn’t find solutions coming from a place of negativity.

“It was an opportunity for us to meet the needs of our members,” she said. “That’s our purpose, our mission. All we did was stick to our mission and deliver what we needed to deliver—education and resources—to help our members through a pandemic.”

With scenarios in place, organizations can more easily figure out where to place their energies and focus on multiple solutions.

“Maybe some of the challenges that have been identified aren’t really challenges the organization feels it needs to address,” Shanks said. “As you’re going through the process, you’re narrowing the focus. It’s a funnel that gets you to the most critical areas that the organization should be in the best position to address. There could be a lot of solutions to funnel in under that.”

How does your association plan for unexpected changes on the horizon? Share in the comments.

RASHEEDA CHILDRESS

Rasheeda Childress is a senior editor at Associations Now. She covers money and business. Email her with story ideas or news tips

1 May 2021

originally published at associations now

Three Steps to Starting a Podcast

Thu, 03 Jun 2021 19:03:18 GMT

Launching a podcast might sound intimidating, but it is possible—and fairly easy once you get started. These tips will get you from rookie to podcast host in short order.

Whether or not the idea to start a podcast is yours, your supervisor’s, or from a board or committee member, if you’re starting from scratch without a background in audio, it might seem daunting. I thought so too, until I was tasked with rebooting a dormant podcast while bringing an additional three podcasts online over the course of one year without any experience in audio editing or published podcasts under my belt.

Through that experience, I learned a few things about ramping up a podcast. These are three important steps for getting started.

Step One: Explore

Take a deep breath. You don’t need to reinvent the wheel. If you’re not an active listener of podcasts, try a few out so you can see how they are arranged. Apple, Google, Amazon, and Spotify all carry podcasts, they’re free, and there’s one on just about any topic, so you’re bound to find something you like.

Step Two: Plan Ahead

It’s an exciting challenge to try something new, so get excited! Think about all the things you’ll need in advance:

Equipment/hardware. Whatever online meeting tool you are already using (like Zoom) that will allow you to record audio and video will work. You do not need an expensive mic, just a reliable internet connection for clear audio.

Music. You probably don’t have a musician on staff, but don’t fret, the cost of getting all the music you need will run just about $100 per podcast channel. If you haven’t utilized Fiverr for help on other projects yet, you will find it a great place filled with creative people willing to help you on a budget. I’ve used the same Fiverr musician for all four podcasts, and each one has a different sound for its specific audience.

Podcasts are most successful when they can build up an audience of regular listeners. Aim to produce episodes on a regular schedule, but start small to get the hang of things.

Editing software. If your organization already has Adobe Creative Cloud subscriptions, you should have access to Adobe Audition. If not, here’s a great overview of other audio editing software. These usually come with quick 10-minute tutorials, which teach you the basics. That’s how I learned to use Audition. Prices range from free to monthly subscriptions (about $30 per month) to one-time purchases of $200. There’s also the option to get relatively inexpensive outside help. When we first began, I had five episodes to edit and found someone to complete the work for $100 on Fiverr.

Podcast hosting site. You will need to host your podcast somewhere to create the RSS feeds that the distributors, like Apple, use to get your show out to the masses. There are tons of options (just look at this list), but we’ve opted for Captivate. Depending on your needs, you will find something that fits your organization and budget. Once you’ve got your hosting site set up, it’s a matter of submitting your podcast to different distributors. For Apple you will need a developer ID, but Google, Amazon, and Spotify have a simple upload process.

Step Three: Capture Your Content

Podcasts are most successful when they can build up an audience of regular listeners. Aim to produce episodes on a regular schedule, but start small to get the hang of things. Consider a monthly or quarterly schedule.

Prepare your hosts and guests by giving them a script for the opening and closing of the podcast. This should fit on one sheet and include an introduction from the host stating their name and welcoming listeners to the podcast. Be sure to include the name of the podcast and introduce the featured guests. Your outro will be similar, thanking the guest and listeners and saying goodbye for now from the podcast.

Podcast content is less formal than webinars or lectures. It’s a conversation, so the stakes are usually a little lower. If the content is not time- sensitive, attempt to arrange several recordings in advance of launching so you have a few episodes ready to go.

You can also repurpose webinar or conference session recordings and release them as podcasts. You can even break them into chunks if they are too big to fit within one episode. Have one of the presenters from the session act as host and explain that the podcast was originally part of a webinar or conference. It’s a great way to stretch content when original content isn’t available.

Now you’re ready to hit the record button. With time and persistence, you should be ready to build a successful podcast.

Stephen Legault

Stephen Legault is director of knowledge and learning assessment at the American College of Osteopathic Family Physicians.

Originally posted ASAE centre 28 May 2021

For Trade Associations, It's Not Just About Advocacy Anymore

Thu, 03 Jun 2021 19:00:11 GMT

A new study of trade association executives shows that advocacy is no longer enough to satisfy members coming out of the pandemic.

Trade associations navigated the pandemic from a unique position. Because those groups typically focus on federal advocacy, their strategy through 2020 was straightforward: Lobby on behalf of their member companies as best as they could for financial assistance and favorable regulations to help them get through the crisis.

A new survey of trade associations makes clear that advocacy remains central to their mission. But there are deeper changes that suggest trades can no longer simply rely on advocacy to satisfy members.

In April, Potomac Core Association Consulting and Edge Research conducted a survey of more than 100 C-suite leaders at a wide range of trade associations about their priorities coming out of the pandemic. Advocacy remained on top, by a wide margin: 81 percent said it was an extremely or very important priority for an association, and 74 percent said they do it extremely or very well.

What’s changed is that other issues are becoming important, and the survey suggests they need to do a better job of handling them. For instance, 49 percent of respondents said “serving as a top resource for information, updates, and trend reports” was extremely important, yet only 27 percent say they do that extremely well. There’s similar softness when it comes to matters of institutional flexibility and nimbleness, expertise on trends, and understanding member needs.

“There’s no way that 18 months ago ‘flexibility and nimbleness’ would’ve been seen as an issue,” says Edge Research principal Jon Kulok. “But now CEOs recognize that a lot of their organizations have become static.”

Dan Varroney, president of Potomac Core, says the shift reflects two common threads among trades in 2020. One is that, for all of their industry muscle, trade associations represent a substantial proportion of small businesses, which have been on shakier ground during the pandemic and need more guidance through it. The second is that, with all of the focus on the economy in the past year, trades are more in the spotlight—and given that, expected to do more.

“Trade associations have evolved into the front porch of industries,” Varroney says. “People wanted to know what was going on, what the new COVID regulations were like, what they needed to do to keep their workforces safe. They wanted to make sure that they were in compliance and had the ability to keep supply chains rolling. So the trade association became the eyes and ears for the industry.”

And while advocacy means a lot in that context, it doesn’t mean everything. That explains why, according to the survey, trades have begun to adapt: 31 percent of respondents say they’ve made “significant” changes during the pandemic. That involves more than just putting up a virtual conference, Varroney says. It’s meant broader rethinking of product lines—especially market research that can help member businesses get through the pandemic. And it’s meant a stronger emphasis on organizational strategy.

“Trade association leaders were asking where they see their marketplace going and how to support members in terms of overcoming challenges and helping them leverage opportunities,” he says. “It’s just changed the calculus. It’s not about a particular product or service. It’s more strategic in nature.”

To that end, advocacy is becoming a major—but not exclusive—part of trade associations’ efforts.

“Advocacy remains essential, because whatever happens in policy determines the nature in which an industry is going to function in their marketplace,” Varroney says. “But at the same time, something new and something different is emerging. Public perception matters. Knowing market trends matters. To increase their value, associations will require a recalibration of strategies and strategic plans.”

BY MARK ATHITAKIS / MAY 31, 2021

originally published at associations now

I Think We Cracked the Code on Digital Networking!

Thu, 03 Jun 2021 18:57:55 GMT

If you missed our recent webinar on Cracking the Code on Digital Networking, you can watch it on-demand. It is well worth your time to learn from two masters: Amanda Kaiser and Arianna Rehak , co-founders of the 2021 Virtual Networking Incubator.

We had a lot of ground to cover and didn’t get to all of the questions. I had an opportunity to follow up with Amanda to get them answered.

As a speaker, emcee or moderator, how do you handle a lag in chat responses?

Sometimes you ask a question and “hear crickets” in the chat, but don’t worry because there are a few ways to deal with this situation. Participants need a warm up to get their typing fingers nimble and their brains switched to contribute-mode.

I like to start with a chat question that needs only a one-word response. The best way to do this is to ask participants to describe feelings on your topic. For the topic of networking we asked questions like, “what does great networking feel like to you?” Or “when you hear the word networking, what immediately comes to mind?” Early in the session ask easy questions, and make sure participants know there are no wrong answers (because everyone has a different lived experience). Hold your deeply thought-provoking questions for the middle to end of the session. When there is a lag, use that time to repeat the question or even tell a very short, related story.

How long were the Networking Incubator live gatherings?

Long! They were 90 minutes, plus the unofficial start, which made them 95 minutes total. We used a very similar schedule for each gathering. We opened with the unofficial start that lasted 6 to 7 minutes. Then we would transition into whole-group warm-up activities like reading the Golden Rule Haiku together, brainstorming or introducing the topic, and doing a quick tech overview; the warm-up took 10-15 minutes. Then we would move into our main activity usually transitioning into a new platform or into smaller working groups and the main activity took between 45-60 minutes. Finally, we would end with a whole-group debrief exploring together what we learned and what we could take away from the experience.

By the way, unofficial-start activities can also be used as energizers throughout a long session to recapture participants’ attention. We used many fun ideas from Playmeo and We and Me! Also, during the Incubator, we tried out Piccles for whole-group, feel-the- community-style networking. Gatheround (formerly Icebreaker) for 1-to-1 connections. Wonder for virtual reception-style conversations. And Circles for small-group problem-solving collaboration.

Tell me more about the chat waterfall idea!

There are many creative ways to use the chat with your participants. Asking them to answer a question in the chat BUT not hit send until you tell them to (count 30 seconds or two minutes for questions that demand thoughtful answers) will give people time to think and type which will improve the quality of responses. Also, when they all hit send at the same time, everyone watches pages of comments flood in at once which can reinforce that feeling of community. One way to extend this is to have everyone spend another few minutes (you may want to spin some tunes during this time) reading everyone else’s chat contribution. You could use this activity toward the end of an event to ask them what they learned, or might use, or how they might implement the session ideas at their organization. Your participants will learn from each other and you’ll have the chat transcript as a source of rich data to refer to as well.

I’m afraid if I tell my members this is a networking event, no one will show up. What can I do?

Oh man, the word “networking” is such a trigger word!!!! Take a look at the one of the reports from the Incubator where we dove into the good and the bad feelings around networking. Anxiety, awkwardness, fear, imposter syndrome, lonely embarrassment and rejection are just some of the feelings networking events can provoke.

Our advice to you: don’t tell them this is a networking event. Instead focus on the purpose of the event or the outcome. Here are some of the benefits people get from networking:

Find a mentor or be mentor
Get emotional support/vent/normalize experiences
Identify future collaborators
Spot future trends
Discover vendors or consultants to work with
Prepare for a job change
Solve problems/brainstorm solutions
Make friends/have fun

Early in your event planning decide what the goal is. Will you help them solve a problem, and what problem is it? Or do you plan on introducing students to professionals? Whatever the goal of the networking event is, use that goal to inform your schedule, activity, platform selection, as well as the way you name and market the event.

We hope you got lots of new ideas and strategies you can immediately put to use as you think about the design and facilitation of your next digital community experience. Thank you to Amanda and Arianna for sharing your brilliance with us!

What is one new idea or intervention you plan to try at your next digital networking or community gathering? What is your biggest challenge when it comes to designing and delivering networking value at your events?

JUNE 1, 2021 BY SARAH MICHEL

originally published by velvetchainsaw

A New CEO's Strategy for Building the Plane While Flying It

Thu, 03 Jun 2021 18:53:04 GMT

An association overcame multiple hurdles by facing challenges head-on. An optimistic—but realistic—leader helped make it happen and led his team to success in several optimal ways, including a surge in membership and new revenue streams.

I began my tenure as CEO of the National Association for College Admission Counseling (NACAC) last July, when the pandemic was raging, the nation was in political turmoil and undergoing a racial reckoning, and, like most associations, a financial crisis loomed over us. I arrived with an ambitious agenda and a charge from my board to take the organization in new directions. I also arrived at an empty office, with staff working remotely, and confronted millions of dollars in lost revenue.

I faced a serious inflection point.

Should I direct our staff to focus only on the organization’s fiscal health, or should I forge ahead with an agenda for a new, bold direction? I realized I had to do both. I’m a believer in not letting a crisis go to waste, so I did the best I could to “build the plane while flying it.”

Our efforts were not without pain, but a strategic approach to change and crisis management led to some surprising gains. In less than a year, we have seen a significant increase in membership, new revenue sources, foundation grants, new media engagement, and—most importantly—new programming that helped solve our members’ needs.

How did we do it? My leadership team and I followed these important guidelines:

Establish a Sense of Urgency

In John Kotter’s Leading Change, he emphasizes that the first rule of effecting change in organizations is to create a sense of urgency. Multiple global and domestic crises certainly gave us the foundation for urgency, but it was still important for our leadership to help staff understand how the crises were impacting NACAC, and what would happen if we did not change course.

We were transparent about our finances, shared as much information as we could about how our challenges compared to peer organizations, and communicated regularly about the difficult decisions leadership was going to have to make. While it did not make the decisions easier, it helped everyone understand that it was no longer business as usual.

In crisis, leaders must find the balance between being honest and realistic about the challenges, but also paint a picture of what a brighter future looks like.

Create a Sense of Shared Responsibility

Outcomes are always stronger when the entire team feels they own the problem. We needed to ensure that everyone felt responsible for creating solutions. We established cross-departmental teams to work on the most serious challenges. The Membership Action Squad focused on ensuring we retained our members; the Revenue Generation Task Force came up with ideas for new programs and revenue streams; a Diversity, Equity, and Inclusion working group focused on our efforts to become a more inclusive association; and a Steering Committee worked on the creation and implementation of staff vision and values statements.

Our success is a direct result of these team efforts, and the staff now centers all of their work based on the values they created together. It’s important for staff members to have a sense of ownership over challenges and problem solving because they will always support what they helped create.

Emphasize Storytelling

Author Simon Sinek reminds us that “people don’t buy what you do, they buy why you do it.” Constantly reminding our teams of “the why” is critical to the organization’s success. I remind our team of the values we adopted and created together. It’s important for everyone in the association to understand the vision, to know where we are going, but most importantly—why.

Every time we make a decision, create a new program, or adopt new initiatives, we remind everyone how—and why—it fits into the overall goals and vision. If we achieve our goals, the association and profession will be stronger, but even more importantly, more students around the globe will have access to higher education. That’s the “why” everyone can rally around.

Lead With Optimism

Despite the challenges that crises may bring, it’s important to lead with optimism. In the words of former Disney CEO Bob Iger, “no one wants to follow a pessimist.” In crisis, leaders must find the balance between being honest and realistic about the challenges, but also paint a picture of what a brighter future looks like. Teams will work hard and rally around a cause when they can imagine what lies on the other side. In an association’s most difficult moments, its leaders must be the most optimistic in the organization.

Leaders who want to effect change by shouting “the house is on fire,” won’t get very far. However, those who say “the house is on fire right now, but we will put the fire out…and when we rebuild it together, it will be stronger and the process more rewarding than ever” will get the best results.

1 June 2021 Angel B. Pérez

Angel B. Pérez is CEO of the National Association for College Admission Counseling in Arlington, Virginia.

Originally published at ASAE Centre

ASAE Board of Directors Announces Selection of Michelle Mason as Next President and CEO

Sarah Gamble — Wed, 02 Jun 2021 02:32:50 GMT

WASHINGTON, DC— Michelle Mason, FASAE, CAE, current President and CEO of the Chicago-based Association Forum, will become ASAE’s next President and CEO effective September 1, 2021, Stephen J. Caldeira, ASAE Board Chair and Co-Chair of the Search Committee, and President & CEO, Household & Commercial Products Association, Washington, DC, announced. She succeeds Susan Robertson, CAE.

“After a thorough and extensive search process, the Board of Directors has voted unanimously to name Michelle Mason as its next President and CEO. Throughout her career, Michelle has demonstrated a commitment to the association community and ASAE, and a proven ability to drive alignment and results in a complex, multi-stakeholder environment,” Caldeira said.

“Michelle is a strategic thinker, proven consensus builder, effective communicator, and fearless advocate. We are confident that Michelle is the right leader at the right time, who will bring visionary leadership to ASAE at a critical juncture in the association’s history,” added Caldeira.

“I am honored to build upon the successful foundation at ASAE. I look forward to collaborating with a dynamic board of directors and a dedicated staff team as we create an accessible, inclusive, and transformational community for members and industry. A heartfelt thank you to Susan Robertson for her leadership and paving the way for women in the industry,” said Mason.

Since March of 2020, Susan Robertson, the first woman to lead ASAE as President and CEO in its 100-year history, has been serving on an 18-month contract. She had previously served as Executive Vice President of ASAE and President of the ASAE Research Foundation.

“The ASAE community owes Susan a debt of gratitude for navigating the organization following the unfortunate death of longtime President and CEO John Graham IV, FASAE, CAE in January 2020 and COVID-19. Susan has served with distinction for over 20 years, and she helped the organization to shepherd all Centennial-related activities and a new strategic plan. We wish her all the very best, moving forward,” said Caldeira.

In addition to Caldeira, the CEO Search Committee included:

Steven C. Anderson, FASAE, CAE, IOM, Co-Chair, Search Committee and President & CEO, National Association of Chain Drug Stores, Arlington, VA, and Chair-elect of ASAE, and Chair, ASAE Research Foundation.
Patricia V. Blake, FASAE, CAE, President & CEO, Heart Rhythm Society, Washington, DC, and Immediate Past Chair, ASAE.
Shawn E. Boynes, FASAE, CAE, Executive Director, American Association for Anatomy, Rockville, MD, and Past ASAE Board member.
Rita Chen-Fujisawa, MBA, CAE, Vice President & Chief Operating Officer, California Association of Health Facilities, Sacramento, CA, and ASAE Board member.
Julie Coker, President & CEO, San Diego Tourism Authority, San Diego, CA and ASAE member.
Michael Dominguez, CHSE, President & CEO, Associated Luxury Hotels International, Plano, TX, and ASAE Board member.
Thomas R. Kuhn, CAE, President, Edison Electric Institute, Washington, DC, and Past ASAE Board Chair.
Lynda J. Patterson, FASAE, CAE, President & Owner, AMPED, Madison, WI, and Past ASAE Board member and current member of the ASAE Business Services, Inc. Board.
Stefanie Reeves, MA, FASAE, CAE, Executive Director, Maryland Psychological Association, Columbia, MD, and ASAE Board member; and
Lakisha Ann Woods, CAE, President & CEO, National Institute of Building Sciences, Washington, DC, and Secretary-Treasurer, ASAE.

The search was led by Leslie Hortum, Keri Lindsay, and Ellen Pennow from Spencer Stuart. Hortum manages Spencer Stuart’s Washington, DC office and is a member of the firm’s Education, Nonprofit and Government Practice. Lindsay is based in the firm’s global headquarters in Chicago, IL and is a member of the firm’s Consumer/Hospitality & Leisure practice. Ellen Pennow is a member of the firm’s Education, Nonprofit and Government practice.

MEDIA CONTACT: Chris Vest, CAE, 202-626-2798, cvest@asaecenter.org

About ASAE

ASAE is a membership organization of more than 48,000 association executives and industry partners representing 7,400 organizations. Since it was established 100 years ago, its members have and continue to lead, manage, and work in or partner with organizations in more than a dozen association management disciplines, from executive management to finance to technology. With the support of the ASAE Research Foundation, a separate nonprofit entity, ASAE is the premier source of learning, knowledge, and future-oriented research for the association and nonprofit profession and provides resources, education, ideas, and advocacy to enhance the power and performance of the association and nonprofit community. Visit ASAE at asaecenter.org.

AuSAE Announces the new and re-elected Board Members

Sarah Gamble — Mon, 31 May 2021 05:04:11 GMT

Welcome to new and re-elected board members!

AuSAE is pleased to announce the election of one new director to its board, as well as the re-election of two sitting directors.

The Australasian Society of Association Executives (AuSAE) announced last week at the Annual General Meeting the appointment of one new board member, Elise Adams, and the re-election of two directors, Lyn McMorran and Peter Saffin, to the company's board of directors.

Coming from effective governance in the public, private and not-for-profit sectors, our new and re-elected board members bring years of experience and leadership to shape the association's future.

The new board member is Elise Adams, Chief Executive Officer of the New Zealand School Trustees Association. She brings leadership in key areas that are vital to our future strategy. Elise's expertise will bring energy to our board and strengthen AuSAE's commitment to fostering a strong and robust association sector in Australia and New Zealand. We are excited to welcome Elise to our board of directors.

The re-elected board members are:

Lyn McMorran is the Executive Director of the Financial Services Federation, the industry body representing responsible and ethical finance and leasing providers in New Zealand.
Peter Saffin is the Chief Executive Officer of the Mathematical Association of Victoria.

These leaders will provide leadership and guidance to our network of current and future association and not-for-profit leaders in Australia and New Zealand and join continuing Directors Damian Mitsch, Holly Morchat, Leigh Catley and Paula Rowntree.

Farewell to outgoing board member

After one term on the board, Michelle Blicavs, this year will be stepping off the board. She has provided consistent and thoughtful guidance and her commitment to progressing the introduction of the Certified Association Executive (CAE) in Australia and New Zealand. We farewell Michelle and we thank her for her service on our board, dedicating her time to help impact our community and organisation.

We welcome our new members and extend a heartfelt thanks to Director’s past, present, and future for their contributions and dedication to AuSAE’s mission.

Top Ways to Analyze Visitor Website Engagement

Mon, 31 May 2021 01:37:08 GMT

Finding out what your members want and need by analyzing how they interact with your website helps increase value, guide content, and create a more responsive experience for members. Here are a few metrics to track to help you reach your digital goals.

Now more than ever, associations must demonstrate value to retain their members. One of the keys to accomplishing this is to streamline website content and navigation to create optimized user experiences. However, data is often the missing piece of the puzzle when it comes to making decisions so you can best serve your members and deliver the content they need at the right time.

To generate the type of data needed to guide your decision making, look at several factors in your audience behavior. By identifying the most effective metrics, performing routine data analyses, and consolidating this information into regular reports, you gain insights to help accomplish your association’s digital goals.

You can learn to analyze your audience’s behavior by asking these questions and understanding the following benchmarks:

Where do your site visitors come from? Understanding the sources of traffic to your website can help determine which channels are performing well and which ones need to be optimized. You can find this information in your marketing channel reports to see exactly how your audience is finding your website. Popular channels include paid search from Google advertising, organic traffic from search engines like google.com, referral traffic from other website that link to you, and direct traffic from users who directly visit your website from their browser. Closely track these channels to better understand what you need to do to drive membership signups and renewals.
How many visitors are new and how many are returning? This metric gives you a sense of how loyal your audience is. While it is normal for many websites to have more new visitors than returning ones, especially from marketing channels such as paid search, it is important to convert new visitors into returning visitors by creating engaging content that encourages them to come back. This is critical for cultivating brand loyalty and will boost your overall website engagement metrics.
How long are members staying on your website? Tracking session duration and pages per session will provide insight into whether your content resonates with your audience. Benchmark: If average session duration on your website is more than two minutes, and if visitors view three pages or more per session, your site is showing strong performance.

Data is often the missing piece of the puzzle when it comes to making decisions so you can best serve your members and deliver the content they need at the right time.

What causes members to leave quickly? Bounce rate tracks how quickly visitors leave your website. If your bounce rate is over 60 percent—that is, 60 percent of visitors leave after viewing only one page—try to find ways to cross-promote pages with links in your content so visitors move around the site and consume more content during their visit. Benchmark: A 40 to 60 percent bounce rate is ideal.
Are your members converting? Email signups and downloads are common conversions on association websites. Track these actions in your analytics tools to gain visibility into how users are converting. The more conversions you have, the more engaged your members are. Benchmark: A 2 percent conversion rate is very good.

What can I do to improve member signup and retention? Optimize channels that are key drivers of site traffic and boost lower-performing channels. Craft engaging content and clear calls to actions for conversions. Address any breakpoints on the site, such as a page where a high number of users drop off. By focusing on addressing these areas, you can create an optimal user experience for your audience and achieve your digital goals.

Asking yourself these questions and getting familiar with industry benchmarks is an important start to analyzing user behavior on your website. (Keep this infographic handy for future reference.) By following this process and revisiting these questions and benchmarks, your association can better understand its members to provide them with more meaningful content, while also getting your organization closer to meeting your business goals.

BY Audane Leger, Audane Leger is associate director of analytics at Velir

Credit: ASAE

G2 Recognises iMIS EMS as a Spring 2021 Leader for Association Management and Non-Profit CRM Software

Thu, 27 May 2021 19:48:07 GMT

AuSAE Premium Alliance Partner, Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, announced today that its iMIS Engagement Management System (EMS)™ has been selected as a Spring 2021 Leader for Association Management Software as well as for Non-Profit CRM Software by the G2 business software review platform. Learn more about iMIS at: http://www.advsol.com/reviewspr.

G2 is the world’s largest tech marketplace where businesses can discover, review, and manage the technology they need to reach their potential. Today, more than 3 million people visit G2.com to read and write authentic reviews of thousands of software products and professional services. G2 has published more than 1 million reviews that help organisations make better buying decisions.

iMIS EMS is the world's only Engagement Management System (EMS)™ — fusing database management and web publishing into a single system — leading to operational efficiencies, revenue growth, and continuous performance improvement. With more than 60 reviews on G2 with 4 or more stars, iMIS is top-rated by users and highly ranked for usability, relationships, and implementation.

“G2 is an invaluable resource for organisations looking for reliable, unbiased reviews of new software systems,” said Edward Wendling, Global Vice President of Marketing. “We are very proud that so many clients have shared their perspectives of iMIS on the platform resulting in G2’s “Leader” designation for association management and non-profit CRM software.”

About ASI

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

Health and safety made simple and pragmatic - ACC subsidy for health and safety advice

Wed, 26 May 2021 04:30:23 GMT

You can have the best health and safety policies in the world – but unless staff actually use them, they won’t do much good.

That was the problem facing Steve Wilson, General Manager of Lower Hutt commercial signage company, Sign Foundry.

“Our health and safety policies and procedures were all written out, but they used to sit in a cupboard and weren’t being used or followed properly,” Steve says.

“For example, staff weren’t using their personal protective equipment when they went into the manufacturing room, like they were supposed to. That was a big issue for me because their wellbeing is important to me.”

The company sought advice from health and consultant Steve Logan, of SL Safety Consulting, who came up with ideas for making health and safety ‘simple and pragmatic’ by building it into the way people worked.

“Steve focused on practical things we can do – like keeping everyone’s PPE in drawers right beside the manufacturing room door, so it’s convenient to put on just before you go in.”

Sign Foundry, which also has operations in Auckland and Christchurch, has to deal with a broad range of risks to the safety, health and wellbeing of its staff. These include working at heights to install signs and working with chemicals. Staff also sometimes work under tight deadlines or in stressful situations – like when the company stayed open during last year’s Lockdown 4 to create Covid-19 signage for other essential businesses like supermarkets.

Since SL Safety Consulting came on board, Sign Foundry has been able to make some big improvements in health and safety really quickly, Steve says.

“We now do regular toolbox talks where people can speak up if they’ve seen something unsafe. And we have an incident reporting system that means we can catch issues early and deal with them before they cause bigger problems.

“We also do a lot more inspections on our gear, particularly our height and harness equipment.”

Another benefit is that Sign Foundry has been able to achieve the highest level of accreditation in the SiteWise scheme – a prequalification system that grades companies’ health and safety capabilities and is used by many large businesses when they are selecting suppliers.

“Previously, we had only managed to get SiteWise Orange accreditation. Moving up to Green accreditation has given us a real competitive advantage when pitching for work.”

But the biggest advantage is knowing staff are safer, Steve says.

“I can rest easy at night knowing that everyone will get home safe and sound every day.”

Video: https://youtu.be/31lMYLUkkuA

Other information There is an ACC subsidy to help SMEs in construction and manufacturing gain access to qualified health and safety professionals through the HASANZ register.

5 Post-Pandemic Conference Program Design Changes

Wed, 26 May 2021 03:47:00 GMT

“Never let a good crisis go to waste” has become a popular adage in the business world over the past year, for good reason. As it becomes more apparent that face-to-face events will return in some form this year, conference organizers have an opportunity to make changes that would have been more difficult to sell up the ladder in the past. It’s a good time for planners to challenge their organisations to make the meeting experience more valuable than ever.

As we work with conference organizers to plan the return of their major conferences, five conference design trends have emerged, which may be useful to keep in mind as you design your own events.

Purposeful abandonment This is a nicer way of saying that you need to barbecue some sacred cows. Long-term traditions can deter next-generation conference participants. Some organizers are cutting back on pomp and circumstance in general sessions. No more opening prayers, recognizing those who have passed, obligatory leadership speeches, and long-winded awards presentations or processions. Others are reimagining their President’s Reception as a networking reception — with a focus on the attendee, not the leadership.
Double-down on the main room This is where you can have the biggest impact. The conference that brings the industry back together and tugs at the emotional heartstrings will create a lasting impression. Instead of a general session in the morning and breakouts all day, some organizers are considering bookending each day with a main-room gathering.
More white space Hallway conversations are going to be even more highly valued in our conference future. Consider chopping 15 minutes off of your concurrent sessions and planning 30-minute breaks. Attendees have been drowning in content. Draw a line in the sand and commit to having participant activities and small-group discussions in every session, which can spill over into hallway conversations.
Community spaces Invest more into creating spaces that encourage attendee networking. Create a town-square-like environment that blends micro-learning, member services, refreshments, and entertainment. Delivering on community has never been more critical to your business events future.
Leadership access If your leadership spends most of the conference at invite-only experiences, it’s time to set them free. Committees and boards have gotten really good at doing business via Zoom and Teams. Encourage them to continue this so that more of their time at the conference can be with the core attendee and member.

Which of these ideas would make the greatest impact at your conference?

By Dave Lutz - Velvet Chainsaw

5 of the most creative virtual event ideas we saw in the last 12 months

Wed, 26 May 2021 03:40:25 GMT

Virtual events have been on the public radar for more than a year now — what was initially a new demand of our pandemic lifestyles is now a regular fixture in our work lives.Instead of comparing the challenges of virtual events vs. in-person events, let’s celebrate the virtual format for what it is.

Whether you’re planning a virtual conference or a team virtual team building exercise, you’ll want to create an experience that is engaging and entertaining to thank attendees for their attention and participation while breaking up the mundane.

Here are five virtual event ideas from the last year that we loved. Check out these examples and get inspired.

5 creative virtual event ideas we loved seeing this year

1. Surprise home deliveries

You’re used to getting promotional swag at conferences, but what about work-from-home survival kits or cocktail kits? One of our favorite virtual event ideas is sending creative surprise home deliveries to attendees. This is a great option because it works for events of all scopes and sizes — you can send a survival kit with items like snacks, notebooks, branded water bottles, and blue light glasses to attendees of large conferences, or you can surprise your team at a morning all-hands meeting with coffee and donuts delivered to their door.

A great alternative to a corporate or conference happy hour is to craft a new kind of experience at home — send cocktail kits to attendees before the event and bring on a professional bartender to host a virtual cocktail-making lesson using the supplies from their kits.

2. Virtual worlds

Instead of hopping on Zoom for every meeting, webinar, or virtual conference, some event organizers opted to bring virtual worlds à la The Sims and Second Life to the professional world. Virtual world platforms let you create your own avatar and interact with coworkers, exhibitors, event attendees, and speakers in a completely virtual space that mimics a physical one. This is a fun, gamelike way to go virtual without the webcam.

3. Experiences you’d normally have to travel for

Some of the best virtual event ideas come from leaning into the virtual environment rather than forcing physical formats into the new virtual mold. Some brilliant virtual experiences we’ve seen over the last year include:

Making homemade pasta with an Italian grandmother
A live magic show from your home
A tour of Lisbon’s street art
Fitness classes with an Olympic gold medalist
Wine tasting with a sommelier in Argentina
Origami and Japanese culture lessons with a Tokyo local

There are so many wonderful, fun, and different ways to bring some special elements to your virtual event. Airbnb online experiences are a great place to draw inspiration and find virtual event ideas that you wouldn’t have been able to do in a normal in-person setting.

4. Virtual concerts

From Billie Eilish to Erykah Badu, and Norah Jones to Post Malone, artists turned their canceled tours into virtual concerts for everyone to enjoy worldwide. Some of these virtual concerts had great displays of artistry and production, while others were intimate and informal, offering a sneak peek into our favorite artists’ homes. Either way, both kinds of performances provided a breath of fresh air in a time we were all stuck at home.

To integrate virtual concerts in your own virtual event, you could invite your team to tune in together to catch a live streaming virtual concert, or book an artist to perform at your virtual social event or conference entertainment break, creating an exclusive private concert.

5. Virtual game and trivia nights

In the before times, game night was a beloved weeknight staple for many. Whether it was trivia at a local pub or board games at a friend’s house, game nights were a much-missed tradition during lockdowns. Fortunately, there are alternative ways to safely continue enjoying game night! Independently hosted trivia games on Zoom and multiplayer games like Jackbox’s Quiplash allowed groups to play together virtually. These games are great team building activities and a fun, stress-free way to wrap up a long week.

These are just a few of the fun and creative virtual event ideas we saw in the past year. As working from home continues to be the norm, we hope to see these virtual experiences evolve and break through the box of “just another Zoom meeting.”

BY Emily Herrington

The Pros and Cons of Combining Conferences With Your Own C-Suite Meetings

Wed, 26 May 2021 03:33:12 GMT

The event industry is rapidly transitioning to in-person offerings, but for many, there is still uncertainty about how many attendees will ultimately buy tickets. Could there be an upsell opportunity in offering conference attendees extra rooms for C-suite meetings?

A recent EventBrew podcast speculated about the possibility of combining C-suite and senior leadership team meetings with out-of-town conferences. The argument was that this kind of two-in-one approach could cut down on the travel burden, both in terms of the time required from staff and the budgetary expenditure on flights and hotel bookings.

Could this solution be a win-win for both corporate registrants and event planners? Conference organizers often have to book large room blocks, and this commitment inevitably entails some risk — especially with the uncertainty around turnout levels as we begin to reopen. Even with attrition clauses that protect against a set portion of cancellations, conference organizers could benefit from an opportunity to upsell confirmed registrants.

With all the advantages taken into account, could hosting corporate events at pre-planned industry conferences help safeguard room block ROI against uncertain turnouts?

The Argument for Merging Conferences and Corporate Meetings

Last year, we wrote about how some destinations were marketing themselves as host cities for sporting bubbles, in this way securing multi-game deals with a single contract. Bridging corporate meetings with conference attendance could be the next step in this all-in-one model. This approach meets new market needs while also providing greater security for event hosts.

ATTENDEE ADVANTAGES

Gone are the days when travel was largely considered a perk of work trips. While many may be craving international adventures, would-be travellers still face more barriers to entry than in the past. Variants of concern mean that cross-border travel still presents a health risk that will likely be managed with Covid status verification systems, at least in the short term. Mandatory quarantines could potentially be set up at any time. In many ways, planning for a longer stay at a single destination makes sense for any kind of traveller.

For business events, there is a clear incentive for combining corporate meetings with an industry conference that many employees will already be attending. Any risks associated with work-related travel are a corporate liability, and merging two trips into one eases some of this burden. Further, although environmental concerns might have taken a backseat during the pandemic, less travel also means a smaller carbon footprint, and now is the time to rebuild with sustainability as a focal priority.

But while there may be more reasons than ever to avoid travel, the demand for corporate retreats may actually be higher. With many businesses now working remotely, some employees have moved out of town and many offices have scaled back their office spaces. This means that corporate meetings may increasingly require travel, and businesses may have greater need to rent meeting spaces on a one-off basis, so being able to avail themselves of those in existing conferences being organized by an external planner could be a major time saver.

EVENT ORGANISER ADVANTAGES

The savvy event organiser should see this as an opportunity. Anyone who has already purchased a ticket has shown a willingness to travel and attend in person. Why not make the most of this existing relationship?

With the quick pace of the event industry’s recovery, organisers are now faced with faster turnaround times than in the pre-pandemic era. Hosts may have to book room blocks before tickets are sold and without a reliable benchmark for attendance in this transitional period. Beyond extra hotel room bookings, a two-in-one upsell could allow event planners to monetize conference rooms and other smaller meeting places that are often thrown in for free with their large room bookings.

Further, this approach could translate to more ticket sales for the conference itself. The addition of a corporate meeting could mean that more employees will be travelling to the destination, and with their flights and room accommodations already covered, conference tickets would be an easy upsell.

IN CONCLUSION

The pandemic ushered in a new era of ingenuity for digital events, and the transitional return to in-person events may be equally conducive to innovative solutions. Considering the advantages involved for both attendees and event organizers, the idea of combining corporate meetings with conference attendance may be the way of the future.

BY Angela Tupper is a writer and editor based in Toronto, Canada. Her writing for the events industry pairs an interest in current affairs and technology with a background in B2B events, and she has contributed to a range of editorial pieces and research projects in wide distribution. She also holds an MA in English from the University of Toronto.

Is Your Content “Essential Business”?

Wed, 26 May 2021 03:30:32 GMT

Remember, your goal isn’t clicks, it’s brand building.

The deluge of coronavirus content pouring out of the marketing community was predictable, but also indicative of what plagues marketing generally—and content specifically. It tends to be reactionary, surface-level, self-serving and insensitive to the audience’s emotional reality. Topical yes, valuable no.

For some of our clients, now is go time for content. Online learning companies, packaged foods, telework technologies, e-commerce businesses and others find themselves in the spotlight. This post is not for them. No thought leadership is required to know that if your brand’s content could be of use to people conducting their lives from their living rooms, go forth aggressively.

No, this post is for the travel companies. The automakers. The retail businesses. Those businesses and brands on the front lines of an economic mess, for whom churning out a few more articles is nowhere near the top of their priorities.

If content is about bringing value to your audience, why not use this murky time to ponder some of the bigger questions that most of us rarely allow time for? Namely:

Why are we doing the content marketing that we always do?
Is our content really working?
How could we streamline our content so it’s more effective and more tightly connected to our brand?

IDENTIFY WHAT ONLY YOU CAN DO

Making your brand stand out in the world of content is not as daunting as you might think. Yes, the marketing clutter in your category seems stifling, but remember, it’s all the same. Do not assume the way everyone in your category does content is the right way. Find no comfort in the herd.

Write out all the conventions of content marketing in your category and then consider what might happen if you did the opposite. In the generic world of male-centric automotive content, full of tech features and performance factoids, Subaru has built a loyal and emotional following with women and the LGBTQ community by talking about love. It’s not just men who love cars, and it’s not just payload or horsepower that matter.

In all likelihood, that which makes your product different can make your content different. If your stores are eclectic, make your content eclectic. If your tourist destination is adventurous, turn your content into an adventure. If hordes of people aren’t already searching for the thing you’re best at, it’s probably because no one has made it interesting yet. Take the challenge.

FIGURE OUT WHAT YOUR AUDIENCE REALLY NEEDS

Valuable content is the stuff your audience may not even be aware they want or need. If folklore holds true, Henry Ford was on to something when he purportedly said, “If I asked the consumer what they wanted, they would have said a faster horse.”

The consumer banking and finance industry is particularly guilty of using the same obvious content themes. These brands churn out redundant, perfunctory savings and retirement blog posts. Chase, on the other hand, has invested in consumers’ financial literacy in a big way with “Chase Chats,” an in-branch, in-person learning platform. That is content marketing.

Learn what your target audience needs or wants instead of just reflecting back to them what they currently have or do. Determining what that may be is, of course, hard. But we know exactly how to do it: market research. A good old-fashioned mix of qual and quant methods, and smart secondary research. Yes, look at the data.

CRYSTALLIZE YOUR CONTENT PROGRAM’S TRUE VALUE

Think of it as a simple phrase that sums up your entire content strategy: an articulation of the value that your whole program should deliver to the audience.

It’s the centerpiece of our model for developing a content strategy, which we call the Content Value Model. Once you nail it, you’ll find that making all the other tactical decisions gets a lot easier.

At some point this mess will be over, and we’ll be asked to get the marketing machine cranking once more. Do you really want it to return just the way you left it? Use this forced pause to think through what the machine is for in the first place. Who knows when you’ll have another chance?

Geoffrey Director is our SVP of intelligence at Manifest.

Three Critical Member Benefits in a Virtual World

Thu, 20 May 2021 19:41:06 GMT

Two membership professionals describe three benefits associations must have in a largely virtual world to give members what they actually need without making assumptions. Focusing on staff needs in the remote environment is also part of the equation

.A year ago, the word “pivot” was not part of association membership lingo. Membership professionals were used to talking about ROI, retention, recruitment, engagement, member offerings, and so on. Until the pandemic struck, membership work didn’t require much pivoting.
But when COVID-19 arrived, membership professionals suddenly had to provide benefits and show the value of membership in a virtual world. Most associations had an annual meeting, congress, scientific sessions, and other events where they could showcase value by talking to attendees and introducing new member benefits at a key session—in conjunction with press releases, social media posts, and articles. Oh, the good old days!
The past year has shown that members need their association more than ever, and associations have to be able to serve them through virtual channels. Organizations have been doing that in many different ways, but these three are must-have benefits in today’s world:

An online networking tool. This forum should be exclusively for members. Not only does online networking facilitate a free-flowing exchange of information and job openings—and provide a place to vent frustrations—from anywhere in the world, but it also provides valuable insights that can be used to create new offerings based on actual member needs, not assumptions.
Relevant and free webinars. It might sound like a given, but you would be surprised at the number of associations that stick with webinars on core subject matter for their industry and will not consider other options. Associations need to provide free, relevant webinars on topics such as career development, presentation skills, and other professional competencies. Webinars do not have to be live with a Q&A session; they can also be prerecorded and sent out to the membership. An additional benefit of webinars on business skills is that they tend to have a longer shelf-life than a typical core-subject-matter webinar.
Mentorship program. Many members have a vision of where they want to be in their career in five or 10 years. How do you continue to show that your association will be there for them as they grow in their careers? This is an opportunity to keep more seasoned members involved with younger members by mentoring them.

Providing the benefits that members need in a virtual world is essential, but so is fostering a supportive virtual environment for staff. How do you connect with colleagues when in-person meetings and water-cooler chats are no longer an option?

Online networking provides valuable insights that can be used to create new offerings based on actual needs, not assumptions.

We’ve all grown accustomed to virtual meetings. But it’s possible to make working from home even more comfortable by allowing staff to bring their computer set-up, screens, or chairs from the office home with them. Holiday parties and summer picnics can be replaced with virtual happy hours, coffee breaks, and other virtual get-togethers. Sending small gifts to staff can make a big difference and go a long way in boosting morale.

Managers who reach out to staff regularly can help alleviate that feeling that staff members are isolated at home. It’s just as important to make sure staff can chat with each other, as it is to provide networking opportunities for members. Also ensure the virtual meeting software your office use is intuitive for staff.

Keeping lines of communication open while staff is working from home will bolster staff connections, even if they are miles away from each other. While you’re actively considering how to engage and keep members during this challenging time, don’t forget to think about how your organization can continue to guide and support staff, too.

Kristen D. Erickson, CAE

Kristen D. Erickson, CAE, is manager of professional and community engagement at the College of American Pathologists, and a member of ASAE’s Membership Professionals Advisory Committee.

What the pandemic taught us about leadership

Thu, 20 May 2021 19:36:57 GMT

Whether at work, in our community, or politically, our leaders are the ones we look to when we’re facing uncertain circumstances and aren’t sure what to do. But what happens when an unprecedented event like a global pandemic rattles life as we knew it? And the leaders we turn to have to lead through something they’ve never seen or experienced before?

They had to provide answers when there were none and steer their ships through murky waters.

Some failed by refusing to take accountability and passing the buck down the line, leaving constituencies confused and scared. But others thrived, successfully reducing stress and building trust.

Here, we’ll delve into the qualities great leaders demonstrated during the pandemic, and how to build up those essential skills.

How the pandemic redefined leadership

The pandemic showed us how critical it is for leaders to establish trust and help their teams manage stress. It provided the opportunity to redefine leadership, triggering a shift in beliefs in what the most important leadership skills are.

Research from CEMS highlighted some key differences in how leadership qualities are valued pre- and post-Covid. Pre-pandemic, 74 percent of respondents said strategic vision was a top-three leadership quality. After the pandemic, it dropped to 68 percent. Resilience shot up from 13 percent to 34 percent after the pandemic. Result-focus dropped in importance by 9 percent after the pandemic, and empathy/emotional intelligence increased by 5 percent in the post-pandemic survey.

Overall, the pandemic showed us that leaders need to demonstrate empathy, emotional intelligence, strong communication, and resilience.

Crisis leadership in action

Let’s take a look at a poster child for successful leadership during the pandemic. The U.S.’s top immunologist Dr. Anthony Fauci became a voice Americans could depend on to inform them on what was happening and what needed to be done during the pandemic. A daily fixture in the public spotlight, Fauci was able to establish trust and demonstrate strong leadership by:

Addressing the public regularly, with direct and no-fluff communication
Being transparent about when things changed or new research or guidances
Backing up his statements with data and facts
Empathizing with the public’s fears and concerns
Speaking in a simple, easy-to-understand way
Maintaining a consistent message and not changing the script
Being present and connected regularly
Acting decisively and with authority

Take note of how Fauci led during the pandemic and consider how you can apply those techniques within your own organization.

How to build key post-pandemic leadership skills

Create an open environment.

Build an environment in which your team can be open and authentic. Maybe it’s because we couldn’t mute the dogs barking in the background of our Zoom meetings, but the pandemic showed us that realness and relatability is what we needed most in these times— not perfection. This was a time to recognize that we are all people first, and our humanity and health needs to be prioritized.

Improve emotional intelligence.

Emotional intelligence is the ability to understand and perceive the emotions of others around you, while also managing your own and how they affect those around you. To improve your emotional intelligence, pay attention to how you react to stressful situations, practice active listening instead of just waiting to speak, and work on increasing your level of self-awareness. We’re only scratching the surface here, but as a leader, it’s mission-critical to be aware of how you affect the people around you.

Communicate clearly and transparently.

The pandemic created the need for many uncomfortable conversations. When times are tough, address it. Hiding information or avoiding talking about it leads to distrust, even if your intentions are good. During a time of uncertainty, it was important for leaders to inform their teams of their positioning, strategies, security, and plans. It’s important to stick to a regular communications routine, letting your team know what’s going on and how it affects their day-to-day. This helps decrease their stress levels while providing a predictable routine during unpredictable times.

Be flexible.

Have a plan, but be prepared to pivot at a moment’s notice. The winners of the pandemic were those who were able to quickly adopt a new model and run with it. Don’t get overly attached to the previously imagined future — focus on the present and how you will thrive in a new normal.

For Social Business to Become the Norm, We Need to Build a Social Business Infrastructure

Thu, 20 May 2021 19:34:44 GMT

For social businesses to survive and thrive, we must change the broader business ecosystem's legal structures, sustainability metrics, accountability systems, and funding opportunities

Organisations that pursue social and environmental goals—alongside financial ones—are called “social businesses,” and there are many examples: Revolution Foods provides healthy school meals in the United States, Envie is a work integration social enterprise specialized in recycling activities in France, and salaUno provides low-cost vision care in Mexico. Public excitement for social business models like these has grown significantly—particularly among younger generations. Yet most businesses have continued to operate in the same old way: focused solely on maximizing profit and shareholder value, no matter what the social and environmental consequences of their actions are.

We find ourselves at a crossroads: either the social economy will remain separate from the rest of the economy, or it will permeate the broader global economy and contribute to changing the way all business is done. If social businesses remain a niche in an ecosystem designed to support profit-oriented businesses, then it will be difficult for them to survive, let alone thrive. More critically, if the exclusive pursuit of profit and shareholder value remains the core force driving our economic and social systems, then inequalities will only increase, and we will continue to destroy our natural ecosystems at a speed that endangers not only other species but also humanity itself.

How can social businesses serve as models to reform the rest of the economy, expanding beyond its current niche? Businesses can adapt and learn from the organizational practices that allow social businesses to sustain the joint pursuit of social and environmental goals alongside financial ones: regularly setting and monitoring these dual goals; incentivizing employees to value and support them; and systematically accounting for these goals in making strategic decisions. However, this isn’t enough. Changes must also be made to the business ecosystem to make it easier for social businesses to thrive: improved legal structures, more comprehensive sustainability metrics and accountability mechanisms, and increased access to funding.

What We Can Learn From Social Businesses

Balancing social, environmental, and financial goals is no easy task. Far from it. But my colleagues and I have identified a set of practices that can help enable social businesses to create and maintain a hybrid culture that is committed to the joint pursuit of these dual goals.

First, social businesses can explicitly incorporate their dual goals within written policies and established strategies to make them salient for employees and help prevent mission drift. Setting clear objectives in the social, environmental, and financial realms, and monitoring progress towards their achievement, is critical.

Second, incentive systems and employee training should facilitate the pursuit of these multiple objectives. Raises and promotions should be predicated on progress toward not only financial targets, but social and environmental ones as well. Employee training can work to foster an understanding and appreciation of the social, environmental, and financial components of an organization’s mission. Opportunities to shadow colleagues who work in different parts of an organization can also help bring otherwise disconnected employees in charge of these various components together.

Finally, leadership matters. When social business leaders and board members prioritize working to balance their social, environmental, and financial goals for the organization as a whole, they help promote a culture that enables employees at all levels to do the same. And, we see in our research that organizations whose leaders adopt more democratic decision-making processes, in which employees with different perspectives and expertise can weigh in and have a real say on how to handle tradeoffs and reconcile goals, seem to be better able to sustain the pursuit of financial, social, and environmental objectives.

However, while individual organizations can build a hybrid culture committed to the achievement of multiple goals by adopting the above practices, changes within individual organizations, while important, are insufficient to break social businesses out of their niche. We must also change the broader business ecosystem, enabling social businesses to thrive and push others to embrace the pursuit of social and environmental goals, alongside financial ones.

How the Business Ecosystem Needs to Change

To build a new infrastructure for the business world requires improved and accountable legal structures, sustainability metrics and accountability systems, and increased funding opportunities.

Legal Structures | Until recently, there were few legal structures specifically tailored to social businesses, but this has changed over the past few years. The exact form these new legal structures take varies nation by nation: community interest companies in the United Kingdom, sociétés à mission in France, social enterprises in South Korea, and benefit corporations in certain states in the United States, to name only a few.

However, my interviews with social business leaders suggest that unfamiliarity with and uncertainty about these new legal structures still make it difficult to utilize them. There is therefore a need to systematically assess whether these structures are actually helping social businesses better pursue social, environmental, and financial goals. Policymakers should consider what advantages an organization might gain by utilizing these legal structures in order to ensure companies are properly incentivized to adopt them.

The creation of these legal forms is an important step in changing the institutional environment, but they are not enough on their own. Indeed, their adoption does not guarantee sufficient support for the sustainable pursuit of dual goals. As shown by the recent ouster of the Chairman and CEO of Danone—a multinational food-products business whose United States subsidiary became a benefit corporation in 2018 and which as a whole became a société à mission in France as of 2020—simply adopting one of these new legal forms does not guarantee the requisite support for organizational leadership to be able to pursue social and environmental goals alongside financial ones over the long term. To do so also requires a change in mindset not only among corporate leaders, but also among investors and public authorities. And, to facilitate this change, we need to create a new norm, one that will dictate that we assess the performance of a company not only based on its financial results, but also on its social and environmental impacts.

Sustainability Metrics and Accountability Mechanisms | While in theory commendable, corporations’ announcements of their intentions to pursue goals beyond maximizing shareholder profit have proved insufficient to drive real change. For example, businesses that were part of the US Business Roundtable in 2019 may have signed a joint public statement to consider the interests of their employees and stakeholders beyond just shareholders, but they proved to be 20 percent more likely to fire their employees at the start of the COVID-19 pandemic than companies that did not sign the statement. They were also less likely to donate to relief efforts, to offer customer discounts, and to shift production to pandemic-related goods. In contrast to mere statements of good intentions, research has shown that mechanisms to ensure organizational accountability are key to driving real change within the business ecosystem.

One way to create these accountability mechanisms is by developing sustainability metrics that evaluate all companies, not just social businesses, on their social and environmental performance alongside their financial performance. Organizations and initiatives that have developed and maintained sustainability metrics such as the Global Reporting Initiative, Sustainable Accounting Standards Board (SASB), and the Impact Weighted Accounts Initiative, have laid the groundwork for a more comprehensive reporting landscape. The creation of these metrics is only a first step, however; government action will be needed to ensure that organizations in turn take substantive steps to track, report, and improve their social and environmental impacts.

While governments across the world can monitor and support the convergence of sustainability standards into a holistic global framework, a word of caution is also in order: developing and maintaining such a convergent set of standards should be an evolving process, and we must be careful about how exactly such metrics will be used and updated because sustainability issues are dynamic. Supporting this point, practitioners like Jean Rogers, founder and former CEO of SASB, have emphasized the need for standard setting to enable and incentivize industries to address emerging problems before those problems become fully entrenched.

With careful creation and maintenance of a holistic framework, nations could further support the growth of social businesses by ultimately adopting a progressive corporate taxation scheme that would take into account social and environmental impacts. When combined with effective enforcement of existing legislation, a progressive corporate taxation system could help pave the way for critically necessary change to the business ecosystem.

Access to Funding | Even in an environment with improved legal structures and better sustainability metrics coupled with an accountability system, capital will be needed to start and grow social businesses. But social businesses face continuing challenges in accessing this necessary capital, because they don’t conform with perceptions of either the typical for-profit or the typical social organization. It can be hard to exist in two different worlds and convince investors of their legitimacy in an ecosystem still structured to support one or the other.

The development and growth of impact investing has helped to address the need for funding companies with positive social and environmental impacts; the Global Impact Investing Network’s 2020 annual survey estimates that the current global impact investing market is approximately $715 billion. But despite the steady growth of the impact investing market, many stakeholders worry that companies will deceptively brand their products as impact investments, without regard for their actual social and environmental effects. Indeed, the GIIN’s 2020 survey also found that social investors’ concerns about these deceptive practices, dubbed “impact washing,” were the most cited challenge that respondents expected to face in the next five years.

Some potential strategies to help alleviate these challenges include the development of a system of incentives and infrastructural supports to drive the continued growth of the sector, as well as a unified baseline of transparency for impact investors and the organizations that they fund. These changes coupled with the use of sustainability metrics that can be used to hold companies accountable would help create more trust and go a long way toward assuaging concerns about “impact washing,” and impact investing more broadly.

Conclusion

The flaws of the shareholder-centric model—exacerbated both by the 2008 economic crisis and the present COVID-19 pandemic—have resulted in an increasingly unequal society as well as in the continued and rapidly increasing deterioration of the environment. It is clear that the status quo is unsustainable. In this context, social businesses can be at the forefront of a more socially and environmentally conscious ecosystem that places human beings and the planet at its heart. Yet, as we’ve seen, social businesses cannot drive this change on their own. The institutional context in which organizations operate must also change and governments need to take action to change the rules of the game and incentivize all businesses to embrace the pursuit of social and environmental goals alongside financial ones. And we have it within our power, as citizens and consumers, to facilitate these critical changes.

Time is of the essence. The COVID-19 pandemic is an inflection point. We can either decide to learn from this crisis or continue business as usual at our own and our planet’s peril. While alone, we cannot effect change at the required scale, we can unite forces to push for change through collective movements, as Tiziana Casciaro and I explain in our forthcoming book Power, For All: How It Really Works And Why It Is Everyone’s Business. Together, through control of valued resources, whether our votes, our voices, or our wallets, we can exercise the power needed to change our economic system. It is up to us to rise to the challenge of ensuring that businesses that account not only for financial but social and environmental impacts become the norm and not the exception.

Membership Pro Tip: Keep It Simple

Thu, 20 May 2021 19:31:21 GMT

Communicating directly—and personally—with members is a great way to highlight new resources and other benefits without sounding like a sales pitch.

The Health Industry Distributors Association recently announced a 21 percent surge in corporate members, exceeding national benchmarks for trade association member renewal rates. The group achieved the increase in several ways, including responsive communications tailored specifically for members’ top priorities. Kelley Taft, HIDA’s director of membership, and her team found a successful—and super easy—way to inform members about the new resources.

HOW DOES IT WORK?

Taft’s team created the tools to help members communicate more effectively with their customers, government officials, and other stakeholders. The resources include infographics, fact sheets, sample op-eds, and presentations.

The challenge? “You create all these resources and then you send nice marketing emails and members still don’t see them,” Taft says.

Solution? Keep it simple—and personal. Taft’s team came up with a members-only email called “HIDA Heads-Up.” It isn’t a marketing email, Taft says, “and that is key.” It is just a regular email that her team writes and sends out under her name.

WHY IS IT EFFECTIVE?

Every time a HIDA Heads-Up goes out to members, she says, “they love it.” The emails are casual, in Taft’s own voice, and intentionally not a sales pitch. Members email her back personally to thank her for thinking of them, she says. They appreciate the personal communication and feeling of connection.

“When an email comes from the membership director, they do pay attention to it,” she says. “That simple, tiny thing is a great way to share resources.”

WHAT’S THE BENEFIT?

The personal emails give Taft a chance to connect with members in an offhand way and casually catch up on life, kids, work, and more. She always writes them back directly because she doesn’t want to lose the personal touch. “It’s my favorite thing we’re doing right now,” she says.

The HIDA Heads-Up emails have been so popular that the marketing team asked if they could put them on a schedule. Taft pushed back. “It has to be organic,” she says.

LISA BOYLAN, Lisa Boylan is a senior editor of Associations Now.

Top 2021 Priorities

Thu, 13 May 2021 19:51:03 GMT

A new report shows a downward trend in association membership over the past year. But it points to strong leadership and the ability to serve members in a more customized way as promising factors in ensuring long-term sustainability.

The new McKinley Advisors 2021 Associations Viewpoint report centers on the notion that there is no collective without the individual. That is particularly significant because associations are, of course, collectives, but the report notes that sometimes it is easy to lose sight of the unique needs and perspectives of the members who make up those communities.

The past year brought this tension into stark focus. Considering the individual means really listening to members and responding to their needs, which associations have done out of heightened necessity over the past year. And they will need to continue prioritizing that same proactive, responsive approach to member priorities.

“Associations have traditionally taken a really broad approach to serving their members,” said Shelley Sanner, CAE, senior vice president of industry relations at McKinley Advisors. When associations began to pivot at the start of the pandemic, they “started thinking about how to serve each person in a more customized way.”

The study’s findings reveal, not surprisingly, that the number of associations reporting membership declines has nearly doubled in one year, with professional associations being particularly hard hit. While survey respondents were increasingly concerned about membership and revenue declines, they said they are optimistic about the strength of their leadership.

TOP 2021 PRIORITIES

The study also shows recognition that long-term sustainability will require strategic commitments. The top three priorities for 2021, according to respondents, are generating

nondues revenue (42 percent),
focusing on diversity, equity, and inclusion (39 percent), and
improving member retention (27 percent).

Associations are going to have to assess themselves and ask big questions, Sanner said. Questions like: “How can we make membership more valuable, not just from a transactional perspective or from a communications perspective, but by making it more meaningful?”

PROFESSIONAL PRIDE

An area of opportunity is the emotional connection that people feel to their field or profession, Sanner said. Associations need to look at ways to leverage that connection and celebrate the work the industry is doing.

“Have people feel pride in what they’re doing and feel recognized for what they’re doing,” she said. “Everyone wants an emotional connection.”

A possible communications strategy could be a shift to telling more stories about members. Such campaigns won’t necessarily have a rapid or concrete return, but they will be powerful. “Members will talk about that and feel recognized and feel emotional connections” to their professions, industries, and associations, she said.

Sanner is optimistic because she knows associations have problem solvers as leaders. Associations will need to reinvent themselves if they haven’t already, and continue to reinvent themselves. “The challenge and the crisis is the test,” she said. “It’s the opportunity to stretch and be stronger.”

4 Tips to Make Your Online Community Buzz

Thu, 13 May 2021 19:30:27 GMT

In a year when people are seeking community and have the desire to connect, it should come as no surprise that association online communities continue to be highly successful member engagement tools. Communities can pay big dividends when it comes to building an engaged and loyal membership base. They enhance the member experience and facilitate the open exchange of ideas, which helps increase overall membership value.

However, it's not as simple as "if you build it, they will come." While every association's online community is unique, here are four tips to keep in mind when building or developing activity within your community.

Content is key. Having fresh content and active discussions are the hooks that keep people coming back and engaging with others. Try this: put together a list of dedicated members who you can call on to post seed questions to keep the discussion moving. Many of our clients create lists of possible discussion questions even before the community has launched so that they have content ready to go if organic conversations need a boost.
Actively manage the community and the conversation. Plan to dedicate staff time to managing the community. If questions are posted that need answers from the organization, make sure they are answered in a timely manner. If discussion topics are posted but there are no responses, call upon one of your dedicated members and ask them to respond. If there is a lull in new posts, break out your list of seed topics to get a new conversation started. It's critical, especially early on, to proactively spark, support, and encourage participation. As your members become more engaged, you will find less time is needed to manage the community.
Be smart about segmentation. Many online communities have the ability to segment their full audience into sub-groups. On the plus side, sub-group categories often focus on specific topics that attract people who otherwise might not be interested in participating. However, over-segmenting your community can backfire, especially in the beginning. Creating smaller and smaller sub-groups can mean that there is less relevant content available for each group, which can decrease participation and affect overall community engagement. Our clients often find segmentation works best after they have established organic conversations and engagement in the core community and before they create sub-groups.
Develop an opt-in policy and a communication strategy. There are typically two options when enrolling an audience in an online community: (1) automatic enrollment of all members/stakeholders (with the ability to opt-out), or (2) an opt-in-only policy requiring all participants to join individually. Generally, there is more success with the first option. Automatic enrollment eliminates the need for people to take an extra step. Where we do see the opt-in approach work best is when segmenting a community into sub-groups – here people can decide where they belong based on what interests them most.

In terms of communication strategy, many platforms send out a "daily digest" email to everyone who is enrolled in the community with information on "what's new" to encourage people to log in and join the conversation. If you have auto-enrolled everyone into this communication, your reach is much greater than would be when having people opt-in individually. The daily digest approach also helps to get the word out about your new community. Also, make sure you take advantage of the communications you already have with your members and stakeholders. Include announcement of your community in your acquisition and renewal programs as a new member benefit, promote it at your events, or include links to popular threads in your e-newsletter.

There is substantial power in an online community. In a world where opportunities to interact online abound, you can harness that power into meaningful engagement and interaction that adds real value to your members' personal and professional growth, and at the same time enhances your organization's relevance and indispensability.

If you would like more information on strategies to engage your membership, contact Jana Darling at jdarling@marketinggeneral.com or 703.706.0349.

Written by MGI Account Supervisor Kelsey McKinney.

Understanding and respecting the difference between advising and instructing

Thu, 06 May 2021 19:34:32 GMT

Many accounts of how boards have responded to the COVID-19 pandemic highlight a closer than usual collaboration between boards and their management teams. The nature of the crisis has required ‘all hands to the pumps’ in many organisations and has forced the usually accepted division of labour to be set aside in the short-term interests of survival. This has seen many board members rolling up their sleeves and becoming a de facto part of the management team.

Board members can be a valuable source of advice and assistance for the chief executive and staff at any time, but especially in a crisis when making the best use of all available resources is vital. It is often necessary to set aside role formality, hierarchy and status differences to access board members, many of whom have extensive executive experience themselves. Older directors have often gained hard-won experience, for example, in past economic downturns. Having everyone pitch in can add significantly to the energy, flexibility and speed of decision-making needed to survive a crisis. It can also create a satisfying sense that ‘we are all in this together’.

But crises pass. Many boards are now thinking about what their pandemic response experience might suggest as a better ‘new normal’. As part of this, some are undoubtedly considering the benefits of having a different kind of working relationship with management. However, it should not be assumed that what worked (and was necessary) during a crisis will work just as well in ‘peacetime’.

A particular point to be conscious of is the need for absolute clarity between respective board and staff roles and responsibilities. Whether in a crisis situation or not, one constant risk is that directors’ advice can be experienced or interpreted by employee recipients as instruction. When that confusion happens, the essential chain of accountability (board-chief executive-staff) is at risk. For example:

Staff members on the end of individual directors’ advice are unsure as to its authority.
Staff members receiving contrary advice from different board members face calculating whose advice they can least afford to ignore.
Faced with advice they know to be contrary to their own experience or their best professional judgement, they are uncertain—even fearful—about the consequences of not following that advice.
When different board members offer conflicting advice, the board's collective authority is fragmented and undermined.

If board members are conscious of these risks, they may be wary of crossing the boundary between governance and management, and reluctant to offer valuable and timely advice when it would be helpful.

Basic principles in the board/staff relationship

For a fully effective board/staff working relationship, nothing good comes from this kind of hesitancy and confusion. However, an understanding of some basic principles (and the disciplined application of them) can easily prevent the problem from arising.

Giving instruction

This sits primarily at the board/chief executive interface and should embrace the following principles.

1. The board should issue instructions only to the chief executive

A governing board usually has only one employee (the chief executive). It should not instruct staff reporting to (or through to) the chief executive. They work for the chief executive, who is accountable for marshalling staff resources to meet the board’s expectations. When a board instructs other staff, it assumes some of the chief executive’s staff management responsibilities and prerogatives. This means the board cannot then hold the chief executive accountable if its directions to other staff are misinterpreted or misfire in some way.

Unless board members understand the difference between instructing (which only the whole board can do) and advising (which anyone can do), even the chief executive can become confused.

2. The board should express its expectations and instructions only as a full board

The board should always speak with one voice when instructing the chief executive, although the final decision on what the instruction is, like other board decisions, need not be unanimous.

The one-voice principle, while readily agreed to, is often undermined. For example, in many organisations, the board chair is considered the ‘boss’ of the chief executive, disregarding the fact that the chief executive works for the board as a whole. This diminishes and detracts from the collective responsibility of the board.

When a board struggles to speak with one voice—whether issuing instruction or advice—the chief executive is inevitably pulled in different directions.

The possibility of weakened accountability and confusing communication significantly increases when these two principles are not clear and consistently applied.

Giving advice

If individual board members have no authority over the chief executive or staff and cannot instruct them, is giving them advice acceptable?

Advice or counsel from a single member of the board is in order, as long as the recipient has no obligation to take the advice or even give it a hearing.

Recipients of advice are implicitly accountable for what they do with that advice. The board should therefore be explicit that recipients may accept or reject advice from any source on its merits—including when it is offered by the board as a whole or by directors as individuals.

This seems simple enough but dealing with advice from a board committee may be more problematic. This is, in part, because some board committees are explicitly set up to match specific operational (i.e. staff) functions and to monitor, advise and assist staff in relation to those functions (e.g. personnel, public relations, marketing, finance, etc.).

It is difficult for staff to ignore advice from a formally established board committee even if the committee's function is only ‘advisory’. It is equally difficult for members of such a committee to remember that their deliberations are to produce advice and not to make decisions or give instructions.

Committees established mainly to advise and ‘help’ staff actually compromise them. For example, staff members will likely be reluctant to tell such committees that their advice is unhelpful or that staff time taken up by the committee costs more than the committee’s advice is worth. Nor is it easy for staff to tell an advisory committee that they prefer advice from another, often better-qualified source. So, when the board sets up a committee to advise staff, staff have three basic options:

to assume committee suggestions are, in effect, instructions and that, when they do as suggested, the board is taking responsibility for the consequent outcome
to pretend that they value the committee's suggestions and are following them
to ‘manage’ the committee so that it ends up giving advice that suits what staff were inclined to do in the first place.

For these reasons, a board should establish committees only to advise itself, not to help staff discharge their responsibilities.

A lack of clarity of decision-making rights is at the core of many board/staff working relationship issues. It is up to the board to be clear which decisions it reserves to itself and which it delegates to the chief executive.

For the latter, the chief executive (and thereby staff) should have total control over all processes for procuring and applying the advice they need, including from individual board members or the board as a whole. The chief executive and staff should be able to put together any advisory arrangements they wish. They should be able to retain or release advisors at their initiative. This level of authority ensures that the chief executive is always accountable to the board for performance no matter where she or her team obtains the advice they need.

Following these principles means that board members must take their board ‘hat’ off when advising staff. This not only frees staff to treat board member advice on its merits but empowers board members to offer any advice they deem appropriate. They can do so without feeling that they are meddling in or compromising decisions that have been delegated to staff.

Board Works Role of the board, Covid19

Author: Graeme Nahkies Published: Apr 27, 2021

Understanding and respecting the difference between advising and instructing » Boardworks

Inspiring the Future - Webinar (NZ) 12 May 7:30pm

Thu, 06 May 2021 19:31:06 GMT

Inspiring the Future is an exciting new programme where volunteers from the world of work show students the career possibilities available to them.

Research shows that young people have narrow aspirations and are held back by stereotypes. Role models can help change that – and the programme needs people from all walks of life to be those role models.

So come along to this online webinar 7.30pm Wednesday 12 May hosted by @Tertiary Education Commission chief executive @Tim Fowler. Hear all about Inspiring the Future, why it’s so important and how easy it is to be involved as a role model. [https://bit.ly/ItFWebinar]

Good Reads You Might Have Missed: Member Renewals

Thu, 06 May 2021 19:19:48 GMT

Getting members to renew is challenging every year—but this year in particular, associations need effective strategies for member retention. These articles have smart advice from association pros.

Membership renewal is a perennial topic in the association space, but recently the conversation has felt more urgent because of the pandemic.

This time last year, for example, some associations were considering waiving dues for new members. And while those short-term policies may have ended by now, the retention challenge always remains.

Fortunately, the association world includes a lot of smart membership strategists. Read on for a few highlights from the Associations Now and ASAE archives highlighting the latest knowledge in member renewals.

‌How to Craft Member Renewal Messaging Amid COVID-19 Crisis. Association consultants Scott Oser and David Patt, CAE, highlight the need for a strong value message during the pandemic. “You need to maintain people’s loyalty and their trust,” Patt says. “You don’t want people to say, ‘I really don’t need this.’ You have to come up with a way to make them still want you.”

‌Get More Renewals With a UX Mindset. User experience research in the ‌Membership Renewal Guide produced by Marketing General Incorporated in 2019 includes recommendations for wording, payment options, and renewal cycles. “If you’re not already testing subject lines in renewal emails, start doing it now,” writes Associations Now former senior editor Tim Ebner.

First-Year Renewal Issues? Tweak Your Onboarding Strategy. A survey from GrowthZone included a disturbing stat: Just 11 percent of survey respondents reported an increase in first-year member renewals. “It’s extremely important that new members understand the value you bring to their lives,” says Amy Gitchell, senior marketing communications specialist at GrowthZone. “In the survey, associations whose members recognized their value proposition reported higher renewal rates overall.”

‌Three Ways to Boost Membership Renewal With Video. In a webinar earlier this year, Gather Voices CEO Michael Hoffman made the case for video as a tool for building engagement in a member community. “Engagement is about creating something new and letting members be the star of the show,” he says.

3 Questions to Ask Before Adopting Auto-Renewal. Auto-renewals are all the rage outside associations—your phone carrier and power company probably convinced you to sign onto one at some point. But for associations, the equation is more complicated, wrote Rita Santelli, MBA, then CEO of The Savvy Org. “Auto-renewal, just like any other feature of membership, must be member-focused to succeed,” she noted. “It requires understanding your members’ needs and providing ongoing staff support to meet or exceed those needs.”

Put Two-Year Renewals to Work for Your Members. Extending member renewals over a two-year period can save money for both members and associations, according to Patricia Qvern, operations manager at Quality Contact Solutions. “In my experience, after working with several associations that offer two-year membership as an option, typically, 10 percent to 30 percent of renewing members take advantage of the cost savings and convenience of a two-year membership,” she writes.

ERNIE SMITH - Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun.

10 Business Models to Noodle Over

Thu, 06 May 2021 19:14:34 GMT

Association leaders appreciate the importance of innovation and creativity - especially in light of the pandemic. Revenue loss has caused everyone to consider new business models. But actually fostering and implementing innovation during the crisis has proven to be a challenge for many. Here's a quick list of ten business models to inform and, perhaps, inspire new ideas:

Advertising

Revenue is generated by charging advertisers based on various criteria such as visibility, exposure, etc. Value must be created for two entities in this model - the advertiser and the consumer. Examples include ads in associations print and digital publications.

Affiliate

Clickable links embedded in relevant content result in commissions paid for each purchase generated by the link. A good example of this is linking to a vendor in a blog post related to their specific product.

Brokerage

Brokerages connect sellers and buyers and ensure the transaction between the two runs smoothly. In exchange for this service, a fee is charged to either the seller, the buyer, or both. Investments and real estate are common examples of brokerage.

Crowdsourcing

Leveraging content contributed by a large number of people to sell directly or indirectly. Goods examples of crowdsourcing are traffic applications and online communities.

Customization

Revenue is generated by tailoring a product to a specific clientele. This is commonly seen in high-end products such as executive medicine or luxury travel. This may be a viable model for associations with niche audiences.

Fractionalisation

Instead of selling a whole product to a single customer, a portion of the product is sold to multiple customers. Examples of fractionalization include timeshare properties and rent-a-CFO.

Freemium

A basic level of a product or service is given for no cost, but fees are charged for enhanced features or access. Pandora and Dropbox are examples of companies using freemium effectively.

Licensing/Leasing

Content is rented out for use by other companies for a fee. Associations have commonly embraced this with member list rentals, but it can apply to other practices such as logo use.

Markup

Revenue is generated by buying a product or service then increasing the price before selling it to customers. Markup is a very common practice in the open market but maybe underutilized in associations.

Production

A company produces a product and sells it to customers. Again, a common business model but one that may have new applications for associations. Do your members need a product that doesn't yet exist? Or do they need a higher quality product or better aligned than they currently have?

Subscription

A target audience is allowed to use a product or service for a finite period of time in exchange for a fee. The subscription model may have applications well beyond membership and/or in subsections within the membership.

Ideation and iteration are important elements of creativity. What really stands out for you and your team when you review this list? Are there items that frustrate or inspire? Why not throw some ideas on the wall and see what's possible?

By Ms. Donna Oser, CAE
Michigan Society of Association Executives
12855 Oneida Woods Trl
Grand Ledge, MI

Call for Nominations to the AuSAE Board of Directors

Wed, 28 Apr 2021 20:51:58 GMT

The Australasian Society of Association Executives (AuSAE) is calling for nominations from eligible members interested in serving as a Director of the Board.

There are currently three (3) positions available for appointment via general election which are a result of the end of tenure of the following Directors:

Lyn McMorran - Chief Executive, Financial Services Federation NZ
Peter Saffin - Chief Executive Officer Mathematical Association of Victoria
Michelle Blicavs - Chief Executive Officer, Association of Consulting Surveyors NSW & National

All three Directors are eligible to nominate for re-election.

Members are invited to express their interest in appointment to these vacancies for a two-year term commencing in May 2021.

Skills and attributes

AuSAE directors play an active and visible leadership role in the association sector.

All potential directors should be able to demonstrate a commitment to leadership, integrity, interpersonal and communication skills, a passion for Associations, business acumen, and an understanding of corporate governance.

The board of AuSAE value and seek diversity as defined by gender, ethnicity, age, role, and level of experience and encourage applications from all types and sizes of eligible member organisations or individual members.

Commitment

The culture of AuSAE requires a working board, with a current focus on supporting organisational growth. Directors should expect to contribute at least 4 hours a month in their role, in addition to attending 4 teleconferences (1.5 hrs) and 2 face to face meetings per year.

Directors may also be asked to attend and host AuSAE events, and events hosted by our valued alliance partners.

Election and appointment process

Appointment to the board will be determined by election from the membership. Please note that the nominee must be a current financial member, in an eligible category of the association on application.

To express an interest for the Board position you will need to provide:

a completed Board Nomination Form form, which includes a declaration of eligibility
a completed candidate statement addressing key questions for circulation to all members.
A current headshot

All nominations must be received by 5pm Australian Eastern Standard Time on Tuesday 4 May 2021.

Please click through for a copy of the AuSAE Constitution and By-Laws.

Regards,

Lyn McMorran
President
Australasian Society of Association Executives
e: president@ausae.org.au

Three Priorities to Help Associations Thrive Post-Pandemic

Wed, 28 Apr 2021 19:45:58 GMT

The new normal is pushing associations to adapt and improve. Focusing on outcomes-based efficiencies, embracing transparency and value, and maximizing resources will help your organization succeed.

The past year has been uniquely disruptive for many associations, forcing them to pivot their operations in real time. While the transition to remote work and digital engagement is the most obvious change, the sector has experienced upheaval on many fronts.

According to one survey, nearly 60 percent of association leaders reported having to cancel or postpone events, along with reduced revenue and diminished user engagement. Meanwhile, associations play a pivotal role in helping organizations and employees navigate a post-pandemic landscape, providing essential connection, insight, and guidance at a critical time.

Even as the impact of the recent pandemic eventually recedes, it is evident that many of the challenges associations experienced are unlikely to abate soon. This new normal requires associations to update their capacity and enhance their approach to efficiency, transparency, member contributions, and personnel management. In other words, the pandemic is pushing associations to adapt and improve. For associations looking to thrive in a post-pandemic environment, here are three ways to begin that process today.

Focus on Outcomes-Based Efficiencies

Professional associations have differentiated their revenue streams in the past several years. In the 1950s, membership dues comprised nearly 96 percent of total revenue. Today, that number is closer to 45 percent as associations have built better business models based on seminars, training, studies, and other resources. Unfortunately, these efforts were no match for an unprecedented global pandemic.

While the implications of these assessments will look different for every association, realigning personnel resources with organizational goals and objectives is imperative.

With conferences and seminars cancelled and companies preserving professional development resources, many associations are making difficult decisions about their budgets. To remain competitive, associations should focus on what matters most, reviewing the mission and developing new efficiencies based on these priorities.

To be sure, calls for new efficiencies often mean reducing staff, services, or both. While associations will need to do more with less, better time and expense management practices can help curtail costs while maximizing resources for what matters most by focusing on:

Spending. Everything from organizational drift to spending on services not provided can negatively impact associations’ financial outlook. Analyzing spending allows leaders to align financial resources and operational objectives.
Personnel allocation. Time tracking and personnel allocation can produce critical insights into human capital allocation, ensuring that they are devoted to the most critical tasks.
Resource management. Associations exist for a particular purpose. Time and expense management help leaders align resources and purpose.

In other words, efficiency doesn’t have to diminish organizational capacity. Instead, it can be an opportunity to realign resources and outcomes, allowing associations to best perform during the pandemic and after it passes.

Embrace Transparency and Demonstrate Value

When companies and professionals have limited resources allocated for association fees, they need to know that they are spending their money wisely. Professional associations can keep people invested by renewing their emphasis on transparency to demonstrate value at every level.

In the nonprofit space, which serves as a valuable litmus test for professional associations, 70 percent of contributors demand insights into an organization’s overhead costs before committing financial resources. In this way, professional associations can cater to these demands by updating their governance and oversight efforts through enhanced time and expense practices. In return, associations can clearly convey financial resource allocation, fiscal year overhead projections, staff and volunteer pay and equity, and proficiency and professionalism in financial literacy and stewardship.

Fiscal and operational transparency demonstrate value, positioning associations to retain members in an uncertain season.

Maximize Personnel Resources

In many ways, this is a reflective moment. It’s an opportunity for associations to review their products, processes, and personnel, while optimizing for a future that undoubtedly looks different than the past.

While the implications of these assessments will look different for every association, realigning personnel resources with organizational goals and objectives is imperative. It’s also impossible to achieve without the right insights. That’s why leaders will evaluate expense records, time and resource allocations, and other metrics to make data-driven decisions about the future. In doing so, associations can make sure that they are best meeting their goals and objectives.

As industries change and workers adjust to new norms, professional associations will play a crucial role in helping both navigate this disruptive and challenging time. Of course, they need to take care of their own affairs too, adapting and improving to meet the moment. By measuring their outcomes, demonstrating value, and maximizing personnel resources, associations can best support their constituents, allowing more people to thrive in the months and years ahead.

Alan Tyson

Alan Tyson is CEO of DATABASICS in Reston, Virginia.

Questions You'll Need To Answer When Planning Hybrid Conferences

Wed, 28 Apr 2021 19:43:24 GMT

Hybrid conferences may be the next big thing in meetings, but because they involve face-to-face and virtual participants, they come with their own unique set of planning challenges. As associations begin executing hybrid events, here are some questions to ask during the planning stage.

Associations and attendees alike are eager for the return of large, in-person events, and with vaccination numbers continuing to rise, that may be on the horizon soon enough.

But even with this renewed optimism, many groups are planning hybrid conferences in the near term. Planning a conference that includes both in-person and virtual components is no easy feat and requires meeting professionals to consider additional logistics and possibly new technology solutions. Before you get too far into the weeds, here are three questions to answer during the early stages of planning.

HOW DO WE STAFF A HYBRID CONFERENCE?

Association meeting pros have long known exactly who they need on their team to execute a flawless in-person event, and the pandemic has taught them how to do the same for virtual conferences. But hybrid meetings will require even more staffing adjustments to make sure attendees have a worthwhile experience, whether they join online or in person.

In a blog post this month, Bizzabo outlined several key roles to consider making part of your hybrid events team. For example, on the virtual side, they suggest an event technologist to help select the right technology for the event and get the most out of your technology stack, and an executive producer to keep the virtual aspect of your event running smoothly. As for your in-person event team, Bizzabo recommends an onsite technician to make sure microphones and internet connections are working and even a speaking coach who can help your presenters communicate effectively to both audiences.

DO WE NEED DIFFERENT MARKETING STRATEGIES?

According to MeetingPlay, organizations should market a hybrid event using the same channels they would use to promote live events. This includes social media, content marketing, email marketing, paid advertising, and so forth.

However, marketers will need to plan differently when it comes to timing. For example, registration numbers for virtual conferences typically increase dramatically the week before and even past the event’s start date. This is a different trend than what planners typically see with in-person events. To maximize their online audience for a hybrid meeting, associations should consider increasing their marketing efforts the week before the event kicks off.

HOW DO WE FACILITATE CONNECTIONS BETWEEN IN-PERSON AND VIRTUAL PARTICIPANTS?

This is a true challenge of hybrid events. After all, it’s easy to see how in-person attendees would wind up chatting with each other during a break between sessions, while virtual attendees might step away from their screens.

Some ways that organizers have overcome this challenge: putting a screen onstage to allow remote attendees to take part in a presentation and ask questions, hiring a virtual emcee to who collects questions and comments from the remote audience, and handing out tablets to in-person attendees to allow them to have one-on-one chats with virtual participants.

And, if these connections between audiences can’t be made during the live event, consider using the digital platform as a place for all attendees to connect post-conference. For instance, Michelle Hopewell, regional marketing director at the Duke Energy Convention Center, offered these suggestions to the Northstar Meetings Group blog: “Keep session chats open following the event to create a community resource center and continued networking opportunities,” she said. “[Allow attendees to] trade virtual business cards, and encourage guests to share and create connections based on the virtual meeting.”

SAMANTHA WHITEHORNE

Samantha Whitehorne is editorial director of Associations Now

Three Ways Associations Can Build a Successful Earned Media Strategy

Wed, 28 Apr 2021 19:39:25 GMT

When seeking media coverage for your association, three areas can help you hit a home run. By focusing on smaller markets, creating authentic content, and using social media well, you can maximize the impact of your association’s message.

Association members and leaders face so much information today that the old analogy of drinking from a firehose doesn’t seem adequate. The audience you’re trying to reach right now is trying to fill a glass from several firehoses, all spraying at once from different directions. It’s too much to process, so people look for filters to help them decide what is important—and what can be ignored.

This is where it pays to have a thoughtful, sophisticated earned media strategy. With earned media, you are more likely to get through your audience’s filters. Media coverage gives you third-party credibility from someone who isn’t paid by your organization and who believes enough in your cause, products, or insights to mention, quote, or promote your association’s content.

Make a Big Splash in a Smaller Market

When your association launches an earned media program, you often think about going big: front-page stories in major newspapers, features on the evening news, or your spokesperson doling out wisdom as a talking head on cable networks.

Don’t get distracted by that image, though. There are more than 220 news outlets in Washington, DC, and New York City alone. That doesn’t even count satellite or terrestrial radio or magazines. That’s the media landscape you’ll have to penetrate to score those big hits. It seems daunting—but not as daunting as it must be for your target audience trying to find you in all that noise. How do you cut through it all?

You work hard on your earned media program, so don’t let it become a “one-and-done event.”

Stop trying to do what everyone else is trying to do. Start delivering your earned media where it has a chance to be noticed by the audiences you care most about. State and local outlets are often starved for content and much more likely to have the bandwidth to cover your issue if it has a local angle. By recruiting in-state voices (e.g., spokespeople, op-ed signers, or interviewees), you further illustrate the importance of your issues to the audiences who can sway national elected officials and policymakers.

Create Authentic, Compelling Content

Identify and recruit authentic people to deliver your best messages. Recruit doctors, nurses, teachers, firefighters, small business owners, or other prominent local leaders in the markets you care about to write or appear on broadcast in their authentic voice about the issues that matter to them.
Whether it’s an op-ed, letter to the editor, or an explainer video, create content that is fresh, interesting, and relevant to the outlet you’re pitching. Remember that editors (and publishers) want to put out content that people will click on, read, and share. If your piece is too arcane, too wonky, or too long, it simply won’t get published.

Be Social

You work hard on your earned media program, so don’t let it become a “one-and-done event.” Today's consumers are influenced greatly by family, friends, and what they read and see online. People no longer share the good, the bad, and the ugly of issues just at the water cooler—they share it with everyone they’re connected with online.

According to HubSpot Research, 57 percent of people in the U.S. trust what they hear from friends and family the most when they discover a new product. About one-third of U.S. buyers prefer information they can find from a Google search.

Share the earned media content on as many social media and digital platforms as possible. That includes both your organization’s channels and those of the third-party allies you recruit. Remember, these allies are third-party validators, too. And don’t overlook email.

Sharing content isn’t just about making sure people see your story. It’s about helping those who cover it see its value, too. Editors and publishers want people coming to their site and internet traffic spikes on your stories will show them people are interested and encourage them to cover more of your content.

John Dunagan

John Dunagan is founder and president of Highland Advocacy Group in Washington, DC.

Why the Event Industry Can No Longer Ignore Climate Change

Wed, 28 Apr 2021 19:33:56 GMT

The event industry has the opportunity and the responsibility to play a game-changing role in reducing carbon emissions. However, it cannot do so by returning to the profoundly unsustainable industry of the past; to succeed, it must change what it stands for.

An Inconvenient Truth

In this video, Global Head of Sustainable Investing for BlackRock Alternatives Teresa O’Flynn paints a clear picture of just how much change is needed. According to data from Breakthrough Energy, in 2020, the world cut its carbon emissions by 2 billion tons, narrowly beating the annual reduction target of 1.7 billion tons. The challenge before us is to keep reducing by 2 billion tons each year until 2050, now hopefully without a pandemic-enforced disruption to travel and face-to-face meetings, just to avoid the worst impacts of climate change.

The 2021 United Nations Climate Change Conference (COP26) takes place in November. This event of global importance presents the industry with the unique opportunity to achieve two crucial things that it simply cannot afford to delay.

1. Establishing a carbon target and reduction framework for the event industry.

2. Ensuring events are recognized as a critical way to advance the UN’s Sustainable Development Goals (SGDs).

As of April 2021, there is little evidence to suggest that the event industry is responding to climate change as more than an inconvenient truth. With time running out, is this something we simply accept?

Why Is the Event Industry Not Taking a Lead Role?

A lack of motivation to act on climate change exists everywhere, also in the event industry. A 2018 Harvard Business Review article summarises these factors as:

1. Acting on climate change represents a trade-off between short-term and long-term benefits.

2. Climate change is a nonlinear problem.

3. Many effects of climate change are distant from most people.

4. The future is always more uncertain than the present.

In addition, there are a few inconvenient truths to be faced here as we look for evidence of these factors in the event industry.

The business model for events does not focus on long-term benefits, only short term profits.
We speak more about the financial gains of those hosting events than how events impact inclusion and collaboration.
The event industry’s leadership cannot fully comprehend what climate change is or is too focused on financial survival to consider its legacy.

Build Back, But Better

These inconvenient truths have become painfully clear to me over the more than 15 years that I have led a not-for-profit that educated and collaborated with event stakeholders to create a sustainable event industry. During that time, I’ve been able to ‘look behind the curtain,’ and what I found is that the industry simply is not willing to take immediate or impactful action. The industry’s negative impact is too much to deal with, and the potential positive effects it can have are too abstract. It’s never a priority (pre, during, or post covid)

Could the Event Industry’s Days Be Numbered?

Should we simply assume that the event industry has a limited lifespan and will be deemed a non-essential carbon-creating activity in the not too distant future?

Perhaps we believe that repeating a favorite mantra that “people will always want to meet” will somehow override the scientific facts.

The event industry has been talking about sustainability for years, yet it has not taken the actions required to make it part of the solution. Here’s the thing. It doesn’t have to be like this. The event industry can and should be part of the solution, but it’s not — at least not yet.

There is an opportunity for this to be a wake-up call for immediate action, which results in a new narrative that positions events as part of the solution to the world working for everyone and not part of the carbon-creating problem.

What Can We Do About It?

Over the past 12 months, I’ve been on a mission through the non-profit Positive Impact to upskill 100,000 event professionals on sustainability through a global community of 1,400+ sustainability ambassadors. Our funding comes from everywhere and nowhere, but our mission remains the same: to create a sustainable event industry.

The opportunity for action lies in the hands of every event professional — and that includes you, the reader.

Ten years ago, that may have sounded overwhelming. Today, as the younger generations make the expectations for action on climate change clear, you may be inspired to realize that action in the event industry depends on you, and there is an immediate opportunity for your actions.

1. Support fundraising for stakeholder engagement so that the event industry can collaborate with the United Nations to understand its carbon impact.

2. Take part in the stakeholder engagement facilitated by the United Nations Framework Convention on Climate Change (UNFCCC) to give your input on what a carbon target for the event industry could be. For example, should we be aligned with corporate commitments like net-zero by 2050?

3. Take actions to reduce your event carbon footprint in line with the Climate Action Framework facilitated by UNFCCC through actions such as choosing vegetarian meals, implementing ISO 20121, or simply sourcing items locally.

4. Proudly tell your clients, suppliers, peers, and your communities (especially future generations) that you are taking action in line with science-based targets supported by the UN body for Climate Change in a way that the world’s governments and businesses will understand.

The time has passed for the distractions of talking on panels about sustainability or taking time to do an education certificate. Now is the time to take practical action to raise funds, give input, and use materials that will position the event industry as part of a United Nations-level conversation. This is the only way the event industry can be recognized as a vital part of a world where we act to address climate change and its inequalities.

IN CONCLUSION

Although current evidence suggests that the event industry is treating climate change as an inconvenient truth, opportunities for immediate action are in place. No other leaders are coming to address this; only your actions, which together add up to our collective efforts, will decide the future of the event industry.

BY FIONA PELHAN APRIL 21, 2021

ASSOCIATION ETHICS

Thu, 15 Apr 2021 18:55:21 GMT

Ethics touches almost every aspect of association management. This sampling of articles from our archives can help you cultivate a more ethical organisation.

How do we know associations care about ethics?

If you’re thinking you could use an ethics refresh, this list of Associations Now editors’ picks is a good place to start:

How to Update Your Code of Ethics for Today’s Members. Mariama S. Boney, CAE, CEO of Achieve More LLC, offers advice for continually updating association ethics codes to match current needs. “We should articulate our core values and ensure that the ethics code highlights our core values that need to be translated through the policies and procedures, and review the ethics code every one to two years,” Boney says.

A Reckoning With Ethics and Injustice. Part of our recent Lead2021 package, this piece highlights the ethical challenges that arose in 2020, including issues related to both COVID-19 and racial equity. “The pandemic has thrown everyone for a loop,” says MaryAnne Bobrow, CAE, a longtime association consultant on ethics and management. “And people like to take shortcuts.”

Make Ethics Support a Member Benefit. The Institute of Management Accountants bakes ethics into its member support programs and services, including by offering free credits for ethics-related educational courses. IMA also has an ethics helpline, operated by the association’s committee on ethics, that provides guidance to members and other professionals.

Three Ethics Resources Every Association Should Provide Its Members. Offering more insight on IMA’s programs, Raef Lawson, CAE, the association’s vice president for research and policy and professor-in-residence, urges associations to devote time, money, and resources to ethical issues. “Given that employers and educational institutions currently do not provide adequate ethics resources, associations have an opportunity and responsibility to develop professions that prioritize ethical behavior,” he writes.

How to Make Ethics Training Stick. Associations Now leadership blogger Mark Athitakis highlights research from the Ethics & Compliance Initiative that finds that ethics training in organisations often doesn’t translate to applications in the real world. One thing that makes a difference? The direct involvement of organizational leaders.

Declining membership in professional organisations and what you can do about I

Thu, 15 Apr 2021 18:14:25 GMT

Is your association experiencing a decline in membership?

In a report published by Wild Apricot, surveyors found 68% of organizations had difficulty growing their organization in 2019 — 11% of those shrunk, and 25% experienced no growth. The remaining 32% grew only 1-5%.

Declining membership in professional organizations is a reality for many association leaders. But why? And what can you do to reverse the trend? In this post, we’ll explore a few causes of membership decline and what you can do about it.

Why are professional organisations seeing a decline in membership?

While there are many factors behind declining membership, financial uncertainty and struggles to connect with younger members are common issues for membership-based organizations.

Cost and financial uncertainty

Even before the furloughs and layoffs ushered in by the COVID-19 pandemic, economic instability was a major concern for potential members. For example, a 2017 study on membership trends by Kenes Group noted, “The decision to become a member of a professional association has always been a factor of perceived value, that is, what is the cost of membership and what benefits are obtained in return. The changes to the economic climate have meant that individuals place greater emphasis on the perceived value of any membership and examine in more detail if membership of an association provides value to them.”

Essentially, many potential members aren’t sure what the future holds for them financially, so they need to ensure the benefit of membership is worth the price. Associations are also under pressure to compete with free resources and prove why a paid membership is more valuable than joining a free LinkedIn community or Facebook group.

Struggles to connect with younger demographics

The millennial generation has been the largest generational group in the American workforce since 2016. However, many associations and professional organizations are struggling to reach and relate to these younger audiences. Understanding this generation’s values, addressing their concerns and pain points, and communicating in a way that resonates with them is important to win them over.

What to do about membership decline

Combatting membership decline in professional organizations requires forward-thinking and a willingness to change and adapt new strategies.

Maintain engagement with existing members

Retaining existing members is your low-hanging fruit. It’s a lot more cost-effective to keep your current audience happy than it is to start fresh attracting, nurturing, and converting a new one.

Stay in touch with your existing members, and hold their hand every year to remind them to renew. Canceling a membership you never use doesn’t require a second thought, so be sure to target your existing members with engagement campaigns showing them how to maximize their membership.

Plan for tomorrow’s members

Young professionals are eager to learn and prove themselves in their industry. Newly or several years out of college, they’re likely earning lower salaries and can’t always afford the price of an annual professional membership. Provide flexible pricing options and affordable rates to attract this demographic.
Start engaging early. Whether it’s through scholarships, internships, educational curriculum, or other programs, begin building relationships with high school and college students to invest in your future members.
Be accommodating to potential members going through career transitions. It can be intimidating to join a professional association in an industry you’re new to. As an association leader, you should be aware of career shifters and make your community accessible and welcoming to these kinds of members.
Understand which platforms your future members use and what’s important to them. That’s where you should establish a presence to build relationships.

Be sure to check out our facing the future worksheet to tally how well your organization is prepared for the next generation.

Reframe your perception of growth

Keep in mind that membership numbers aren’t the only way to grow your association. In fact, experts suggest that approaching your constituencies as only members vs. nonmembers is an easy way to stifle your opportunities. Additionally, thinking outside the box to find other ways to generate revenue can help your association grow even when membership is on the decline.

Adopt the Open Garden approach

When considering membership decline and association membership trends, try not to get too tied up in the thought of members versus nonmembers. The truth is your association’s publics go a lot further than these two categories.

Amith Nagarajan’s Open Garden approach turns these two audience divisions into four:

Members who pay dues
Volunteers who are deeply committed to your organization
Interested people who support your efforts
The general public, who are occasionally interested in what you do, depending on the news cycle

As you can see, approaching your organization from the restrictive lens of members vs. nonmembers eliminates important stakeholders from the equation. People who are not members may still:

Work for your association
Visit and learn from your website
Attend or sponsor your events
Subscribe to your newsletters
Promote and recommend your association to their networks
Download or purchase your resources

Pivot to other means of generating revenue

As we evaluate declining membership in professional associations, keep in mind that there are other ways to drive revenue in your organization than just membership dues.

The Wild Apricot report showed that most membership-based organizations either slightly increased or experienced the same levels of revenue in 2019 as the previous year. According to the report, revenue leaders were those who were less likely to rely on their members for funding.

This creates a more sustainable path forward for your organization. Here are a few ideas for increasing revenue that don’t depend on dues:

Host paid events, workshops, and webinars
Create an active YouTube channel that’s eligible for monetization
Sell branded merchandise
Hold fundraisers like raffles or tournaments
Create a job board with paid job listings
Hold online learning courses
Sell website ads

MORE: 3 ways to generate non-dues revenue

Future-proof your membership-based organisation

If you’re a victim of the trend of declining membership in professional organizations, don’t panic. It’s not a dire situation, but it is a reason to innovate. Rethink how you engage your existing members, don’t neglect younger audiences, and start brainstorming creative ways of revenue generation that aren’t dependent on dues.

by Sidecar Staff 13 April 2021

ASI Releases COVID Edition of Annual Membership Performance Benchmark Report

Mon, 12 Apr 2021 04:55:04 GMT

AuSAE Premium Alliance Partner Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, has released its worldwide 2021 Membership Performance Benchmark Report — COVID Edition. Learn more here: www.advsol.com/21membenchpr.

The 6^th annual survey, conducted in late 2020, explores membership retention, engagement, acquisition, and technology advancements against a backdrop of the COVID-19 pandemic. Association professionals from across the globe shared how they managed during the crisis, their top priorities for the coming year, post-COVID plans for events and workspaces, and their outlook on the future.

More than 500 association and membership executives from North America, Asia-Pacific, and Europe/Middle East/India/Africa (EMEIA) took part in the survey consisting of 23 questions in three categories: Demographics, Technology, and COVID-19. This is a 48% increase over the previous survey’s response rate. Key findings included:

70% of respondents reported that staff could access systems/applications from home.
Member engagement increased for 49% of respondents, while member retention was up or steady for 57%.
Overall membership levels increased or stayed the same for 58% of respondents.
70% were able to keep staffing levels steady.
30% report that at least some staff will now permanently work from home.
Net revenue declined for 53% and 21% had to reduce staff.
Respondents ranked their growth/sustainability over the next year on a scale of 1 to 100; the average score was 66.

“The worldwide association community proved to be incredibly resilient throughout the COVID-19 crisis,” noted Edward Wendling, Global Vice President of Marketing. “Most had systems in place to allow virtual work and some organisations actually increased member engagement and retention. This is a real accomplishment in the best of times but it is particularly remarkable during a pandemic.”

About ASI

Drive Your Organization's Story Through Culture and Data

Thu, 08 Apr 2021 20:09:17 GMT

Two C-level executives share how their associations have embraced research to shape decisions and drive changes—and how their organizations and members have benefited or will benefit as a result.

Data has always grounded association decision-making. But now it is moving beyond spreadsheets, trends, and projections, and into the realm of storytelling, where boards, staff, members, and communities can discover a bigger picture and respond to it. Here is a look at two of those stories.

Using Data to Determine a Profession’s Future

Like many organizations, The American Institute of Architects New York State developed its previous strategic plans by working with an instinctive board and facilitators. However, initial conversations around the 2021 strategic planning session took on a different tone.

Moving through the first months of the pandemic, AIA New York State was questioning everything it did and how it did it, looking for answers to questions. The staff and leadership felt it was imperative to do an assessment of the educational, professional development, and legislative needs of the members that was based on data coming directly from the membership. They were committed to create a member survey to uncover those needs and to use the results as a basis for their new strategic plan. This commitment was not only philosophical but also carried a significant financial investment for the future.

The group also knew it needed to work with an outside partner to get this work done. So, it developed an RFP that narrowed down the project and the results they were looking to achieve. After speaking with outside vendors, as well as academic institutions, Siena College Research Institute—which has a national reputation for its polling work—was selected.

Using pre-planning questions as a starting point, AIA New York State worked with Siena to make sure they had the terminology correct and did a test survey to a sample group of members. They also limited the number of questions asked, forcing them to think strategically and keep in mind those questions that would help implement change and develop programming.

After the test survey, the group rolled it out to the full membership of 9,000-plus in April 2020. While the association was concerned about response due to the pandemic and other factors, it ended up receiving 1,400 responses, providing a viable instrument to move ahead developing organizational direction and programming that members valued. As a result, the group went into its October strategic planning session armed with data that the board would use to determine an incredible future for the architecture profession in New York State.

Tracking Young Members for the Future

More than 114 years ago, students at the University of Maryland School of Dental Medicine started the Alpha Omega Dental Society (AO). Young leaders who advance through the membership while moving through their careers have shaped the culture and direction of the organization since 1907. Today, the membership includes 800-plus dental students from 30 North American, British, and Israeli chapters.

Executive Director Heidi Weber, CAE, has monitored 200-plus dental school graduates every spring through an in-house tracking program that identifies where graduates are accepted or where they will practice and communicates with local chapters to ensure the connective tissue between the new resident, a new potential city, and the organization is intact through the transition to dental residency. Residencies usually last one year or up to five, making retaining the residents as members in this period between school and profession a top priority for both the organization and the board.

Repurposing the data inspired the Residency Network Project, which connects dental students seeking more concentrated information about residency programs with current or resident AO members. Since residency is time, financial, and cultural investment, dental students want to learn more from individuals who have first-hand knowledge.

This allows AO to show young members the value the organization provides during their educational career. In addition, chapters report an average 90 percent retention rate of resident members when they are connected to local chapters. The expanding story of AO fosters a culture where young members are networking and mentoring one another, which builds a data portfolio to share with the dental community.

How to Develop Next-Level Data Visualization

If your association is looking to become more adept at letting the data tell its tale and how it can apply to a given goal or objective, the DelCor Technology Solutions team recommends expanding your thinking and seeking opportunities to refresh your data set that may change the picture. For example, Strategic Consultants Gretchen Steenstra and Tobin Conley suggest adding unstructured data such as chat during virtual sessions to identify patterns that may lead to new or updated content. Or update member profile data, such as the infamous “area of interest,” based on behavior.

By embracing data, associations will find themselves able to make better decisions that leads to higher member satisfaction and a stronger organizational culture and outcomes.

April 6, 2021By: Georgi Ann Bailey, CAE and Heidi Weber, CAE

Membership Pro Tip: Increase Renewals With Video

Thu, 08 Apr 2021 20:05:47 GMT

Communicating with video adds a personal and authentic touch to member outreach.

The value of video has increased significantly since everything went virtual one year ago. Video is a powerful medium because it boosts engagement, participation, value, and community, said Gather Voices CEO Michael Hoffman in a webinar on using video to boost member renewals.

HOW DOES IT WORK?

Hoffman recommends using video to amp up membership renewals on these platforms:

Website. When your members spend more time on your association’s website viewing video content featuring their fellow members, their sense of community and belonging increases because they see themselves reflected in real people sharing their experiences, rather than brand messaging.

Social media. Incorporating video into social media messaging creates deeper engagement and greater retention of content.

Email. Email is the main tactic associations use to connect with members for renewal. Putting the word “video” in an email subject line can increase click-throughs by over 300 percent, which it did for the American Society of Transplant Surgeons.

WHY IS IT EFFECTIVE?

Video enhances the platforms you are already using to increase click-throughs, engagement, and conversion. “Engagement is about creating something new and letting members be the star of the show,” Hoffman said.

And it doesn’t have to be an expensive production. You can use inexpensive tools like Zoom recordings to build up your video library. Authenticity is key. The most resonant videos are not highly produced, but simple segments featuring real people talking about their real experiences.

WHAT IS THE BENEFIT?

When you ask a member to share their experience in a video, that person’s story becomes a powerful testimonial that will influence others. Just asking for it creates a different relationship between the member and the organization: It says, “We value you. We value your experience, and we want to know about it,” Hoffman said.

LISA BOYLAN

Lisa Boylan is a senior editor of Associations Now

Five Tips to Attract and Engage the Next Generation of Leaders

Wed, 31 Mar 2021 19:55:05 GMT

Whether you are a healthcare association or some other type of industry group or professional society, you need to protect its long-term viability by engaging young professionals and student members. A look at some ideas to enhance your current tactics.

If your association has encountered challenges as a result of COVID-19, you are probably asking yourself how to ensure the long-term health and viability of the organization. Living in a pandemic, working remotely, and a lack of interaction with our stakeholders has precipitated a paradigm shift that has made it necessary for societies to address this question quickly.

One immediate step your organization can take to protect its future is to implement a robust engagement program for students and new professionals with the goal of attracting and engaging the next generation of healthcare leaders and maintaining their involvement in your organization long term. Here are five tactics your organization can deploy today to disrupt or enhance your current offerings.

1. Provide opportunities for your members to network. As newer generations continue to grow up in a progressively digital environment, “staying connected” has taken on an entirely new meaning. Therefore, providing these future leaders with engaging networking opportunities will be more imperative to an organization’s success than ever before.

There are several ways your association can begin to build these networking opportunities, such as providing a robust chapter experience, offering networking opportunities during in-person and virtual events, developing online communities, and fostering engagement in existing communities where connections are already being made. You can also stimulate your next generation leaders’ participation in special interest groups or working groups and in specific hashtag discussions on social media. As an added networking benefit, you can encourage your highly engaged students or new professional members to serve as ambassadors for other groups within your organization so they grow their own networks in the process.

One immediate step your organization can take to protect its future is to implement a robust engagement program for students and new professionals.

2. Engage them early by providing volunteer leadership opportunities. When it comes to building a sense of connectivity to a society among next generation leaders, incorporating volunteer opportunities into the governance of your younger member groups is crucial. This can be accomplished by formalizing a robust leadership structure that includes a student chair, student advisor, chapter presidents, guidance for the chapter presidents from a regional lead, committees to help staff with executing various tasks (i.e., meeting planning, education, survey and evaluation, etc.), and ad hoc working groups.

Outline an identifiable “ladder of engagement” that new members, and especially new professionals, can follow to become more engaged with your association. Common entry points for students and new professionals may include, but are not limited to, research grants, educational scholarships, discounted memberships, financial education, and free online microlearning modules. Depending on association structure and needs, multiple engagement paths may be defined, such as an education path or a leadership path.

3. Tailor your educational content to the needs and interests of your next generation members. The rising generation of young professionals and students is in a unique position in their relationship with technology. As the first generation of true “digital natives,” their needs in terms of content delivery will likely vastly differ from other groups. The pandemic has served as a catalyst for moving those initiatives to the forefront for other groups within your organization, but younger members are already savvy at using digital platforms. Ensuring your association has a robust pipeline of content for younger members and an engaging vehicle for delivery will be crucial for capturing their attention.

To be frank, the “digital revolution” that we are experiencing was inevitable. The general perception of chaos that has resulted from the world being forced online by COVID has tempered expectations of refinement and polish, which makes this the perfect opportunity to reevaluate your association’s systems, products, and services with an eye toward embracing the digital medium.

4. Recognize next generation members for their contributions. Once you have next generation volunteers who are engaged in various groups within your organization, providing recognition for contributions is key in demonstrating the organization values and appreciates volunteers who go above and beyond. This recognition can occur in several forms: properly crediting volunteers for their work, ensuring that committee and workgroup rosters are up to date, giving research grant recipients the opportunity to present their findings to the association’s membership, and offering scholarships or other programs.

5. Be a resource for your members’ career and personal development. According to Community Brands’ Member Engagement and Loyalty Study, career-development resources are consistently identified as a primary catalyst for why younger members decide to join an organization. Whether it is to gain mentorship from seasoned professionals, sharpen skills needed for the field, or identify employment opportunities, your organization should have resources to assist with each of these unique needs.

Robust job boards, professional and leadership development, wellness and personal development, and financial-education resources are just a few of the ways associations are supplementing their regular programming to better support their student and young professional members.

If you are not currently leveraging some of the strategies provided, or if you feel your association can do more to serve next generation members, consider these suggestions during your business planning process. Implementing these tactics will go a long way toward safeguarding your organization’s pipeline of future leaders.

Bob Moore, Drew Register, and Amy Sherwood—members of ASAE’s Healthcare Community Advisory Committee—also contributed to this article.

Keep Connecting With Colleagues After A Virtual Event

Wed, 31 Mar 2021 19:38:51 GMT

Instead of logging off right after an event ends, virtual attendees can take advantage of online tools, social media channels, and virtual conferencing features for networking.

Virtual events have their advantages, but networking with other attendees is often a challenge. The physical separation means it’s common for virtual attendees to close their laptops and disconnect instead of attempting to re-create one of the biggest benefits of in-person gatherings: mingling with colleagues and striking up a conversation with the person sitting next to them.

As an association professional, you’re probably eager to go back to in-person conferences—both for your organization’s attendees and for the events you’d like to attend for your own professional development. But Beth Surmont, CAE, CMP, vice president of event business strategy and design at 360 Live Media, offers a reminder that in-person networking isn’t always smooth sailing either.

“With this year of virtual events, people have this magical view of in-person events where we were all happy and finding each other,” she says. “That was not true. [Networking] can be highly inefficient and largely serendipitous.”

While it may seem more difficult to network effectively after a virtual event, there are still plenty of opportunities, Surmont says. She offers these tips for the next time you attend one—and they may inspire you to help your own attendees keep their connections going after your virtual events.

LOOK FOR BUILT-IN NETWORKING OPPORTUNITIES

A good virtual event organizer will make your life easier by leaving time after sessions for attendees to chat. Check the event calendar for any scheduled discussions or breakout rooms where a small group of attendees can speak with each other and share ideas. You can exchange contact information there so you’re able to get in touch again later.

Does the virtual event platform have a chat feature? Don’t assume the conversation ends when a particular session does: Stay in the chat after a session comes to a close, as some event organizers will leave chats open. Surmont says this year’s SXSW worked that way—sessions that had already concluded were on demand and still had an active chat box a day later.

“Most platforms, the way they work is that you have a page that has all the tools: the chat, Q&A, the poll, whatever they might be. And then it’s just the content that comes on and comes off,” Surmont says. “For the duration of the event being open—which might be three days or might be three months—those features are usually still turned on. But it depends on the platform.”

Some virtual event platforms even have AI that makes automated recommendations on whom attendees should connect with based on shared interests or skills.

COME PREPARED

Surmont advises being intentional about your networking efforts. So, just as you would for an in-person event, find out who’s attending and identify individuals you would like to connect with by checking out event pages on social media. Then you’ll know who to interact with in the chat and where to reach them on social media after the event.

When the day’s proceedings close, be ready to spend time in the virtual lobby or exhibit hall. Another tip: Seek out event partners.

“Partners are a wealth of information and experts at their jobs. They also know everybody,” Surmont says. “He or she could say, ‘Hey, do you know so-and-so?’ and introduce me to that person.”

TAKE ADVANTAGE OF SOCIAL MEDIA

Head to social media and keep the conversation going by sharing your favorite part of the day’s event, a question you had about an interesting topic, or a photo showing off the virtual event platform. To connect with the right people, use an event-specific hashtag.

If someone shares the same interests or makes an interesting point in the chat, look up that person on LinkedIn and send a message asking to connect. Making that first move can help keep you from feeling isolated at virtual events.

“Otherwise, it’s the equivalent of going to an in-person event with a bag over your head or blinders on and never turning to talk to the person next to you,” Surmont says. “You get out of things what you put into them.”

There might also be a post-event page on Facebook where attendees interact with each other. Better yet, you could create your own page that centers on the event’s theme and invite other attendees to join. On that page, you could have regularly scheduled conversations about the topic and build connections.

“There are people on Facebook that I’ve never met that I send Christmas gifts to because we belong to the same group of people who listen to the same podcast, and we’ve created this supportive community,” Surmont says. “It’s that same kind of thinking—a place for like-minded people to go.”

MICHAEL HICKEY

Michael Hickey is a contributor to Associations Now

Shrinking Volunteer Pool: It’s Not Them, It’s You.

Thu, 25 Mar 2021 20:11:27 GMT

Many associations are facing an ongoing challenge: a shrinking volunteer pool. However, in most cases, the volunteer pool isn’t actually shrinking — it’s that your organisation isn’t aligned with your volunteers’ needs. Reorient your way of thinking to view volunteer roles from a volunteer’s perspective. If your association is struggling to fill volunteer positions, it’s time to restructure and adapt — because it’s not your volunteers, it’s your organisation.

The world is changing, and so are your members. It’s time to align with that shift.

Why are you struggling to get volunteers?

Associations typically rely heavily on volunteers to help fulfill their mission. In recent years, recruiting volunteers has become more difficult due to a number of factors, including:

Lack of volunteer time. With professionals juggling work, family and other commitments, time is a notable barrier to volunteer commitment, especially for long-term roles of one to two years of service. During the pandemic, many volunteers have stepped back as other family and business needs take priority.
Lack of perceived value drivers and engagement. The volunteer experience needs to be about value for your volunteers, not just for your organization. Many times, that value isn’t clear or compelling enough to overcome the time constraint issue.
Lack of organizational adaptability. Often, the association staff know that they need to change the volunteer experience, but volunteer leadership is resistant to that transition. What used to work may not work anymore.

What can help?

It’s time to revamp the volunteer experience. The nature of volunteerism has changed. Your association needs to change with it. Start from the standpoint of what your volunteers need and want to get out of their experience — not what you need from your volunteers. Define the value and communicate it to your volunteers.

We’ve found some key strategies to add value:

Leverage technology and put processes in place to support volunteers.

Better technology, automation and processes make for a more seamless volunteer experience. Your volunteers should be contributing their expertise at a high level. Provide as much automation and support as possible to limit tedious tasks and lighten their load. An extreme example would be a chapter treasurer manually tallying finances, rather than having access to a centrally-provided reporting system.

Provide a welcoming environment and effective onboarding.

We’ve heard that volunteers sometimes feel like they aren’t part of the larger plan or feel excluded. Take steps to ensure they are welcomed and feel valued during onboarding and beyond. Ensure that the onboarding process is inclusive and creates an environment for all to thrive, preparing them for success.

Define expectations and time commitment.

Give volunteers options for different levels of commitment and outline clear expectations of outcomes. In many cases, volunteers are given direction on what their specific duties are — but not on the goals they are meant to achieve. Clarity is important. For example, the ASAE (American Society of Association Executives) online Volunteer Town Square provides a list of opportunities along with role descriptions and expected time commitment.

Make value drivers clear.

What are the needs of your volunteers? It is critical for potential volunteers to understand how they will benefit from volunteering. Is it through connections? Having a voice in the direction of the organization? Gaining leadership opportunities to enhance their career? Make your case for how volunteering will benefit your volunteers. If you are unsure of what their needs are, do the research to find out. Research can be critical to moving beyond the individual opinions of senior volunteer leaders. See below for more on research in this area.

Make it meaningful.

This falls under value drivers, but it’s worth reiterating. To help overcome time pressures, it has to be worthwhile. Let volunteers know how they are making a difference. If their service doesn’t make a difference, consider ending that opportunity to free up capacity for meaningful options.

Provide opportunities to connect.

Volunteers are often hoping to network and make peer-to-peer connections with like-minded professionals at their level — for example, CEOs with CEOS, or marketers with marketers. Offer connection opportunities beyond their volunteer responsibilities. For example, organize a volunteer luncheon at an annual meeting to provide valuable interaction in an unstructured environment. In a virtual world, a similar experience could be created with lunch ordered individually and breakout rooms for small groups.

Provide recognition — and even perks.

Professional recognition is always welcome. Perks are too, especially for students or young professionals. For example, Salesforce is launching Salesforce Loyalty Management, a tool for organizations to create their own loyalty program. An association could potentially use that tool to track and link volunteer hours to perks such as conference upgrades, an “insider” session with a prominent keynote speaker, or early access to new releases. This kind of program might be critical in increasing student member engagement, which is a key factor in retaining them through the typically high-attrition transition from student to full member.

Data and Benchmarking

Data and benchmarking are the keys to making informed decisions. The right data could help you understand your volunteers’ needs, as well as get a baseline on who your volunteers are. Identifying and benchmarking key performance indicators will allow this program to improve year over year.

What do volunteers want?

We’ve employed qualitative interviews and surveys for our clients to discover what volunteers want from their experience, and how volunteers feel about their current experience. This can ensure you are providing the offerings that are truly important. Our research often leads to important pivots or adjustments to previously-held beliefs on volunteer and member needs. Some associations integrate regular evaluations of the volunteer experience, asking questions such as:

How was your experience?
Was it fulfilling?
How can we do better?

Who is actually volunteering?

Who is volunteering is just as important as why they are volunteering. Benchmarking and dashboards are important to track growth in DEI initiatives for volunteerism and membership. Representative volunteerism is crucial in creating a welcoming environment. Does your volunteer community represent your organizations’ membership base? This can inform diversity, equity, and inclusivity (DEI) initiatives and provide important insights.

Take the steps you can

Don’t get bogged down in an all-or-nothing approach. Institutional change takes time, but individual managers and volunteer leaders can start to enact change. A manager at any level of the organization can make volunteers’ experiences more efficient and meaningful with small steps. Start with one-on-one dialog with your volunteers and a survey after every engagement ends. Talk about value and what would help them. If you are providing a great volunteer experience in your committee, word will get out.

With an informed approach, associations can align with volunteers’ needs effectively, thereby advancing both volunteers’ goals and organizational objectives.

C. David Gammel, FASAE, CAE and Kristi Donovan, M.S., CAE

The Seven Biggest Mistakes in Membership Recruitment

Thu, 25 Mar 2021 20:07:35 GMT

“Why isn’t my membership growing?” We hear this question often in our consulting with associations. When we investigate the concern, a consistent theme emerges. In most instances, the root of the problem comes down to issues with the membership recruitment program.

That is why in the book, Membership Recruitment: How to Grow Recurring Revenue, Reach New Markets, and Advance Your Mission, Tony Rossell explores the impediments holding back associations’ membership. Here are the most consistent challenges we find in developing a successful membership recruitment program.

Abandonment of Membership Recruitment – Perhaps the most significant problem holding back membership for associations is not consistently asking prospective members to join. An association may believe that they can grow their membership by merely increasing retention rates and that recruitment is too expensive or challenging. In reality, one of the best predictors of overall membership growth is a thriving recruitment effort. Years of benchmarking data show a correlation between new member input and overall membership growth.

Excessive Planning – A good plan is needed to grow membership. A plan includes defining your value proposition, identifying target markets, and developing a schedule and goals. However, many associations spend so much time developing a plan to answer every objection and contingency that they delay selling memberships. They end up with a book-sized document that is out-of-date when and if ever implemented. Instead, consider a “ready, fire, aim” philosophy and do something now.

Inadequate Special Offers – Membership is a push product. It is sold, not sought. A prospect can likely join 24/7 on your website. So, an incentive is needed to get someone to join now. The fear is a special offer like a new member discount will lead to a less committed member. But test after test by many associations demonstrates that a strong offer both in the near-term and long-term benefits membership growth. For example, companies run sales promotions not because they like giving away money but because it grows the number of customers and their revenue.

Overreliance on a Single Channel – Many associations have been damaged by relying on a single tactic to bring in new members. Those groups that depended on an annual meeting to attract members each year were hurt by pandemic caused cancellations. Others that were reliant on email acquisition efforts have burned out their email lists through overuse. The solution is to develop a marketing portfolio using an omnichannel strategy that uses a variety of methods like mail, phone, social media, paid digital ads, and sales efforts to get potential members.

Insufficient Frequency of Contact – Once and done is not an effective marketing strategy. Membership recruitment requires ongoing and consistent outreach. Growing associations maintain digital ads throughout the year, consistently call members every month when they lapse, send out regular invitations to join, and build their prospect database with new content offers.

Lack of Testing – When carefully measured, even well-run recruitment efforts show dramatic variance between their best list, offer, and message. So, structuring statistically valid tests can determine what is working and what is not successful. Some test outcomes impact results – even with minor changes -- by well over 100 percent. Without a testing strategy, a recruitment program will substantially underperform.

Neglecting a Call to Action – The first questions someone asks when getting a promotion is “what is it?” and “what am I being asked to do?”. Fortunately, marketers are typically very good at describing the benefits of membership. But they often fail at telling the prospect what to do with the information. Defining a Call to Action (CAT) needs to be the starting point in planning a promotion. Start creating your promotion with the action you want your prospective member to do or the place where you want the prospect to go to join and work backward.

If membership growth is a goal for your association and you can identify with any of these missteps, there is help. Membership Recruitment: How to Grow Recurring Revenue, Reach New Markets, and Advance Your Mission shares insights on the strategies and tactics that have helped many organizations trigger rapid and sustained growth. Use this link to learn more or purchase your copy.

BY TONY ROSSELL, SENIOR VICE PRESIDENT

Marketing General Incorporated

4 Lessons Associations Have Found Indispensable In Surviving And Thriving In 2021

Thu, 11 Mar 2021 18:38:49 GMT

Associations had to adapt quickly over the last year, and learned some invaluable strategies along the way.

As we approach the one-year mark of the pandemic and the shift to virtual, many associations have taken time to reflect on living and learning through this historic time. It’s these lessons that cleverly inform how to best plan ahead. In 2020, it often felt like there was little time to sit back and relax—the industry was undergoing a radical shift, and everyone had to scramble to master new skills and develop a roadmap.

Now, they have roadmaps. They’ve nailed (or at least grown comfortable with) being productive in pixels. Personify, the leading technology provider for associations, spoke to several association professionals to meditate on a trying year and focus on the best ways to move forward on a journey ahead.

RESILIENCE PAYS OFF

Associations quickly pivoted from massive in-person events to virtual gatherings last year. And it wasn’t just annual events, but also educational courses, smaller-scale conferences, board meetings, member meetings, and more. Associations should continue to show up virtually for members and staff to project that “we’re still here,” said Jerome Bruce, the director of meetings and exhibits for the Association of Government Accountants.

Associations should also crunch the numbers and listen to their members, paving the way for a more data-driven and strategic future. Data metrics and key performance indicators (KPIs) illuminate what events and sessions are worth continuing to invest in during the coming year of virtual and hybrid events. Member feedback provides qualitative insight into what may or may not be working.

“The most valuable lesson that I learned in 2020 is to stop and listen to the members regarding their needs,” Molly Hamill, the manager of exhibit sales at the Global Association for the Attractions Industry (IAAPA), said. “They can come up with ideas [to address them] that you probably didn’t think of yet.”

IT’S ALL ABOUT TRANSPARENCY AND ENGAGEMENT

Your members want to hear from you. Personify’s research found that associations tended to overestimate how much digital content to send to members, but that one in three wanted to receive something weekly or more. The sweet spot: weekly to monthly, with 81 percent wanting that frequency of communication from their associations.

And associations shouldn’t shy away from the reality of the current climate—inform members about how they are continuing to adapt in the midst of the pandemic, how they are keeping members safe, in the know, and—most importantly—engaged. Chris Lyons, the associate executive director at the American Association for Laboratory Animal Science (AALAS), cited strategies such as video chat breakout rooms, question-and-answer sessions, virtual photo booths, and gamified session features. With a cautiously optimistic view of what lies ahead, transparency and engagement will be pivotal as you slowly transition back into a hybrid and in-person world.

“We now know that virtual is a band-aid, a temporary thing right now,” Bruce said. “We need to keep the value of face-to-face [events] current and sustainable, so we have to perform a balancing act. We don’t want people to get so comfortable with virtual that they won’t be excited about face-to-face events. [This year represents] a challenge for us to make sure that face-to-face doesn’t die.”

AND CURATING YOUR DIGITAL TOOLBOX TO BEST SERVE YOU AND YOUR COMMUNITY

To keep people engaged and prevent “Zoom fatigue,” associations also need the right online platforms and services. That’s probably why, according to Personify’s research, nearly half of association professionals spent more on tech in 2020, specifically on community software, virtual event software, and member self-service tools.

The key is to adopt services that can streamline most of your association’s needs within one platform. Examples include an association management system that can centralize data, integrate e-commerce needs, and manage web orders along with an online community that can drive engagement before, during and after virtual events.

In what Mike Hiskey, director of IT at the American Water Works Association, characterizes as our “virtual everything” world, you want to invest in tech platforms that can streamline your needs and check as many boxes as possible. “We’ve got a good rubric set up to figure out what the right tool is to meet the needs of a particular event, but we are looking forward to consolidating that stack,” Hiskey said.

FINALLY, KNOWING THAT YOU DON’T HAVE TO DO IT ALONE

Throughout this journey, teams reach across different departments to tackle issues with an interdisciplinary approach. Teamwork is essential—you don’t want one person playing point guard for everything, and no one has to figure out a new skill or strategy in a vacuum.

It’s that transparency and generosity among association staff professionals that make the difference between burning out and thriving as they push forward.

“Seeing people collaborate in new ways has made me proud to be part of this association world, and I’m looking forward to continuing to see people share,” Erica Holland, the assistant executive director at the Society of Interventional Radiology, said. “So I’m glad you guys are putting together this series of articles, and I’m sure we’re all going to learn a lot from it.”

That’s why Personify is committed to partnering with associations to support long-term growth in their organizations. “Many of the trends that have emerged over the past year will affect how associations recruit, engage and deliver value to their members now and in a post-pandemic world,” Erin Sullivan, director of marketing at Personify said. This is supported by Personify’s research, which found that 85% of attendees want virtual and hybrid options in the future, even when it’s safe to resume in-person events.

Finding the right strategy and toolbox is certainly not a one-size-fits-all approach, but professionals agree that future success requires keeping your eyes and ears open to what members and staff want and need. And that’ll require a solid foundation of open communication, reliable digital platforms and teamwork along the journey ahead.

Personify - Tabea Damm 9 March

Six Ways to Show a Strong Value Proposition

Wed, 03 Mar 2021 19:29:33 GMT

A compelling value proposition demonstrates the unique benefits an association has to offer, how it can help members find the solutions they need most, and why choosing to be part of the community will benefit them. Here are six examples.

Will people renew their memberships this year? It’s hard to predict. So much has changed that will affect people’s decision to join or renew with their professional association in 2021. Added to that, associations often lack the most basic tool to foster the acquisition, retention, growth, and engagement of their customer base: a well-defined value proposition. When asked “why should I join?” associations tend to make two critical mistakes in answering: They list a litany of services and products they offer, and they define value from their internal perspective—basically rehashing their mission. So, if a well-defined value proposition isn’t a long list of benefits or a one-sided marketing slogan, what is it? And why is it important to have one?
“Value” is defined as the benefits and solutions people can expect from joining, while “proposition” captures the commitment of the organization to deliver on its promise. Value propositions are unique to each organization, must be carefully crafted as part of a broader strategy, and should be periodically revised to remain relevant.

Value propositions are unique to each organisation, must be carefully crafted as part of a broader strategy, and should be periodically revised to remain relevant.
What makes a good value proposition? Here are some examples.

Demonstrate added value. Members and customers are attracted to organizations that bring them tangible added value and make their jobs easier, better, and more productive. At the Institute of Internal Auditors, the value proposition clearly spells out the added value of belonging: “Membership Means More: Connect More, Know More, Save More.” The services and benefits the organization offers are consistently grouped into these three categories to demonstrate the additional value of belonging.

Focus on member needs. Members are more likely to join if an organization offers a product or service that fulfills their actual needs. A value proposition is best based on feedback from members—from surveys, for example—that clearly prioritizes their top needs. The International Franchise Association communicates value with a clear member-needs focus: “Gain visibility and build your business with an IFA membership. Together we will improve your profits and professional future by empowering you with access to practical resources and a strong community of professional peers.”

Clarify unique benefits. What distinguishes your association from the competition? What makes you unique? When an association is the recognized authority or representative of a trade or profession at a local, national, or international level, it’s vital to highlight this as a unique value. At Meeting Professionals International, this unique position is made clear in the statement that “MPI is the voice of professionals around the world, advocating for the industry and its significant economic impact.”
Establish a partnership. Demonstrate value by being a partner in your members’ journey. The National Association of Insurance and Financial Advisors tells members, “Together we can take on anything. … By joining NAIFA, we become your partner, elevating your performance while providing a greater purpose to your professional work. We help you advance your career. We protect your industry. We enhance your credibility.”

Be exclusively inclusive. This may seem a contradiction in terms, but associations must learn to be exclusively inclusive. Advancing diversity and inclusion is key to ensure associations thrive, gain insights, and stay relevant. Offering access to a diverse community of peers who share common interests and passion for a profession, trade, or cause is a sound value proposition. It’s even more powerful when a member testifies to the value of belonging to the community. In a brief video, a member of the International Coaching Federation explains that ICF is a “wonderful community to be part of … a place where any coach can come and spread their coaching wings.”

When communicating value, it’s equally important to differentiate the exclusiveness of belonging by making it clear which benefits are members-only. The Risk Management Society used an effective visual of a side-by-side comparison table during its recruitment and retention process that shows differences in product accessibility and price. A strong value proposition should include what is exclusively accessible to members, by tiers, or to those who pay a premium.

Deliver on a promise. Finally, value should be articulated in terms of the commitment, the expectation, and the promise the association offers. What outcome can your members expect? What results can your organization help them achieve? It’s best to craft a unique value proposition from scratch, but here is a simple model to help you get started:

Our member value promise:
[Association name]
Helps [who/audience/profession]
To [achieve results/solve problems]
With [services/products]

In 2021, it will be essential to spell out your value proposition, make it visible on your public-facing forums, and use it consistently in recruitment and retention campaigns. And after all the transformative events of the past year, be sure to review your value proposition and update it if necessary to ensure that it reflects the current reality, even if your organization’s core value proposition remains unchanged.

Sylvia Gonner, CAE

Sylvia Gonner, CAE, is CEO of CultureWiz LLC.

In 2020, It Was All About Creating A Guide. Now, You Can Really Get Inventive.

Wed, 03 Mar 2021 19:20:30 GMT

Associations can use a year’s experience mastering the virtual world to excel in future endeavors.

Erica Holland says she’s been pleased to see the transparency of association professionals in sharing their experiences—both positive and negative—dealing with the pandemic.

“Seeing people collaborate in new ways has made me proud to be a part of this association world,” said Holland, the assistant executive director at the Society of Interventional Radiology.

She said the biggest lesson she learned last year from an organizational perspective is to be “nimble and willing to experiment and try things” because there wasn’t a road map for 2020. And since Holland’s association works with medical specialists, during the early stages of the pandemic information was flying at her members “at breakneck speed.”

And so, it was exceedingly important for SIR to get its members the most relevant and pertinent information to allow them to continue their work while also understanding how the pandemic affected it. That’s still important.

Ensuring you keep your members in the know is a significant factor in planning for the year ahead. But it’s just one piece of the puzzle—below are insights from Holland on how 2021 is all about building on the template you created in 2020 and leveling up.

“INFO THAT IS TWO DAYS OLD IS OLD”

That’s what Holland said, adding that this didn’t just apply to getting COVID resources to their members—they designed web-based solutions to help them curate that information quickly—but also to other types of clinical education.

She said there was a “real appetite for information,” so they learned how to quickly deliver webinar programs that in pre-COVID times might have taken months but that now are put together in just weeks.

Over the last year, they developed the framework for their association’s now all-virtual world as they went along. Now, with that roadmap in place…

YOU CAN FOCUS ON PREVENTING YOUR MEMBERS FROM “ZOOMING OUT”

The transition from in-person to virtual work has served as a catalyst for what many of us have come to know as “Zoom fatigue.” Holland says that over the last year, experimenting and building out SIR’s roadmap, her team learned what engagement can look like in this digital ecosystem.

That meant answering questions like: How do you keep your online meetings fresh and relevant? How do you provide the right amount of pre-recorded content? Holland found balancing pre-recorded segments with live moderation and discussion worked best. She said it created a structure that wouldn’t spiral out of control timing-wise but still let people communicate with each other in real-time.

Associations also now have a better sense of financial commitments and expectations for navigating this new world—which types of investments yield more positive results. You know what is truly valuable to your members. And you know which resource-intensive activities aren’t so valuable and can be scrapped. As Holland pointed out, associations have had a year of experience to assess these things.

“I think seeing members continue to renew even during difficult and uncertain times reassured us that we were doing the right things,” Holland said. “And they see the value of their participation, which was a real positive during a difficult year.”

EVERYONE’S BECOMING AN EXPERT IN NEW TRADES AND TOOLS

Internally, it’s also been quite a transformative year for learning how to deliver content and communicate as, essentially, a pixelated head. That includes everything from conducting everyday business to educational webinars and committee meetings.

“Everyone had to become masters of new trades,” Holland said. “Some of the tools we are using today were just completely alien and unknown to us [a year ago].”

Holland’s association has adopted a 100-percent telework model, and they rely heavily on their Association Management Software: Personify. Through this crisis, they maintained all of their member communications and leveraged features like auto-renewals, accounts payable and receivable. “It really minimized anyone’s need to go into our physical office space.”

SIR also integrated their online community with Personify to let members communicate amongst themselves in discussions and forums. While the traffic on these types of forums has always been high and discussions quite vigorous, it’s been a feature that members really needed in this socially sequestered time.

It’s more important now than ever for associations to give members access to one another, “to share their experiences and ideas in a time that is very socially isolating for many people,” Holland said.

It’s also important to approach this transitory period with an inventive mindset.

EMBODYING THE CUTTING-EDGE SPIRIT

SIR’s members, interventional radiologists, are by nature on the cutting-edge of medicine and tech-savvy. They have “a willingness and appetite to pilot and trial new programs,” Holland pointed out.

That spirit allowed for honest feedback, an innovative attitude and staff working together to deliver an improved and imaginative journey ahead.

“I think that carried us through beautifully,” Holland said. “We’re not out of the woods yet, none of us are, but we are well-positioned in 2021 based on what we learned last year.”

This series by Personify is intended to serve as a guidepost for associations that are reacting to fundamental market shifts and proactively building a better future for their organizations

Promote Peer-To-Peer Learning In Your Association

Wed, 17 Feb 2021 22:20:53 GMT

Your organisation’s employees and members can contribute a lot to one another’s professional development. Here’s how to make that happen.

Professionals have many educational resources at their fingertips. But when they need to learn something new, they are more likely to ask their colleagues for recommendations than they are to search the internet.

Professionals crave peer-to-peer learning opportunities, and they can be highly effective. This type of learning can also break down barriers by encouraging connection among people who otherwise wouldn’t cross paths. And during the pandemic, when loneliness and isolation are common, a peer-to-peer learning program offers a way for employees or members to interact regularly with one another and establish community.

If you’re ready to tap into expertise already within your organization, consider these strategies as you implement peer-to-peer learning for your staff team or members.

LEVERAGE MESSAGING AND SOCIAL MEDIA CHANNELS

You may not have the time or organizational resources to create a robust employee learning program with a clear curriculum. However, setting up a dedicated channel for peer-to-peer learning on your workplace collaboration platform (Slack or Teams, for example) can encourage casual knowledge-sharing that employees can contribute to on their own time. To stimulate regular conversation, you might designate a “conversation starter” who drops prompts into the chat every so often. Messaging channels have worked as educational tools before—some universities have used them to facilitate distance learning initiatives.

If you want employees to continue the conversation with professionals beyond your organization, take to social media and start a conversation with a prompt about a specific topic and a hashtag to go along with it.

CREATE A MENTORSHIP PROGRAM

For more pointed one-on-one learning experiences, establish a mentorship program—something that is particularly helpful during the pandemic—in which senior employees take young professionals under their wing to help them develop. By pairing a junior employee with a more experienced one, your young professionals have an internal resource to turn to in bolstering their professional development.

TURN EVENTS INTO OPEN DISCUSSIONS

Members are also looking to learn informally from each other at association events. For example, the Faculty Association of California Community Colleges did away with experts and keynote speakers for its California Great Teachers Seminar. Instead, it started operating on the principle that its members—all teachers, after all—are experts in sharing knowledge.

This approach works particularly well for an organization of educators, but every association is rife with experts in their fields. One way to shift future events to be more focused on peer learning is the fishbowl method, developed by Adrian Segar of Conferences That Work, designed to facilitate more discussion.

MICHAEL HICKEY - Michael Hickey is a contributor to Associations Now.

Membership Pro Tip: A Low-Cost Way To Connect Members

Thu, 11 Feb 2021 19:59:58 GMT

Looking for simple, inexpensive ways to keep members engaged in a virtual world? Here’s one solution.

How does it work? Recognising that its members were lonelier and more isolated than ever without the typical pathways to interact with colleagues at in-person meetings—an ongoing issue—the Council on Undergraduate Research established “CUR Conversations,” a low-cost way for members to connect on a video calling platform.

CUR sends out an email inviting members of its community to get together and share ideas for an hour on the video calls. Any member can propose a topic for the call, which is limited to a specific number of people.

Why is it effective? Members can join the casual forums to discuss hot topics, issues they are struggling with, success stories, solutions, and more. The calls often bring together members who don’t already know each other, which helps them widen their circle and build bonds with new people in a virtual world, despite the lack of face-to-face events.

What’s the benefit? “We don’t have to develop any content, and it’s not a heavy lift for us, but members are getting a lot of value out of being able to connect with their colleagues,” says Lindsay Currie, CAE, CUR’s executive officer.

LISA BOYLAN - Lisa Boylan is a senior editor of Associations Now.

Report: Not-for-Profit Remuneration

Sun, 07 Feb 2021 23:40:29 GMT

AuSAE Business Partner, Enterprise Care has released its 22^nd annual Not for Profit Remuneration data as a fully interactive digital portal. The first in Australia, this interactive NFP Remuneration Portal enables you to review and compare the data whichever way suits you, in real time. The portal includes:

Benchmarking & Trend Data - Given our long history in market, we're able to provide up to 10 years of trend data for each role level.
Dynamic & Interactive Reporting - All control is in your hands. Make unlimited selections to review all relevant parameters to you.
Accessible Any Time, Anywhere - Available on desktop, tablet and mobile devices.

If you are an AuSAE financial Member, you can access the report at a discount. Head to Member Resources > Benchmarking Reports > Not-for-Profit Remuneration Portal.

Talking Membership: 25 Terms Every Association Pro Should Know

Wed, 03 Feb 2021 17:18:01 GMT

A glossary of common terms related to membership that will help you keep up in conversations with colleagues, volunteers, and members.

Do you speak membership? As an association professional, you’d better—and you probably are comfortable with a lot of the common terms that are bandied about in the association community every day. But membership has a cross-discipline jargon of its own that can get extremely specific, and it can catch newbies and even old pros off guard.

Consider this list of membership terms your go-to resource the next time you find yourself struggling to distinguish your retention rate from your churn rate or keep your member segments straight. Like our “Tech Talk” glossary, we hope it comes in handy as you build your association language fluency.

MEMBER BASICS

Chapter organization: A break-off organization, tied to either a specific region or an organizational niche, that is affiliated with an organization but brings together a narrower body of members.

Churn rate: The opposite of member retention, this term refers to the percentage of members who have lapsed over a given period.

Code of ethics: A set of conduct standards that association members are expected to follow, based on the association’s core values. Many associations have been challenged to keep their ethics codes up to date as social media has made negative and unprofessional behavior more public.

Dues: Revenue raised directly from membership. Although dues are an important part of many associations’ bottom lines, a key goal of many organizations in recent years is to diversify their revenue streams beyond membership (see “nondues revenue”). Many associations have favored dues on an annual cycle in the past, but monthly or installment dues are becoming more popular.

Exit survey: A survey given to members as they leave the organization. This type of survey is important for improving future offerings.

Net promoter score: A measure of a member’s loyalty to or satisfaction with an association. A term that originated in the business world, net promoter score measures a member’s willingness to recommend your organization, and its products and services, to others.

Nondues revenue: Revenue raised from areas other than membership dues. Associations often generate this revenue through events, learning opportunities, and services targeted at members beyond what a membership covers.

Passive member: A “member in name only” who is disengaged from the association. Membership teams look for ways to encourage participation by these members to demonstrate membership value and increase the likelihood of retaining them.

Retention rate: The percentage of members who have renewed their membership over a given period.

Segmentation: The process of dividing members into groups based on common characteristics so organizations can market to each group effectively and appropriately.

MEMBER DEMOGRAPHICS

Baby boomer: A term describing people born between the post-World War II years of 1946 and 1964. For many associations, these members make up their oldest demographic, with many in senior roles and some nearing or at retirement age. A concern associations face regarding baby boomers is “brain drain”—or the loss of institutional knowledge as older members leave.

Generation X: A term describing people who were born between 1965 and 1980, generally representing a middle-age tier of members in an organization. MultiBriefs describes this group, the smallest of recent generations, as hardworking, individualistic, and valuing efficiency in their association relationships.

Generation Z: A term describing people born between 1997 and 2012. This demographic tier is only just now breaking into associations as its oldest members graduate college and enter the workforce. Despite their reputation for heavy social media use, it’s widely believed that Gen Z-ers join associations for face-to-face interactions.

Millennial: Also sometimes referred to as Generation Y, this term describes people born between 1981 and 1996, and it represents people in the early to middle parts of their careers. This generation is considered the first tech-native generation, and associations have faced many challenges reaching this audience over the past decade.

MEMBER TACTICS

Content marketing: The process of creating and strategically structuring content (an information resource of some kind) to target a specific audience. This tactic is often used in member contexts to attract and engage new or existing members.

Crowdsourcing: A member engagement tactic that describes a resource, such as a piece of content, that has been collected from a group of people. This approach works particularly well for highlighting member success stories and raising member voices.

Engagement: The process of interacting with a member in order to produce ongoing value for that member. This is a perennial challenge for associations, but it’s a key to attracting and retaining members.

Influencer: A prominent, high-profile voice in a community or field (also see “thought leadership”). The rise of social media has increased the use of influencers for marketing and messaging purposes. Within an organization, individual members can become influencers on a smaller scale; those members are often called “micro-influencers.”

Onboarding: The process of introducing new members to an organization and getting them up to speed. Onboarding is important to ensure members feel equipped to gain maximum value from an organization.

Thought leadership: The concept of introducing and promoting ideas of high relevance to a specific member community. These ideas can be advanced by an organization, through content marketing, or by a leading voice within the community.

MEMBER TECH

Association management system (AMS): A technology tool usually comprising a mix of management elements, such as a membership database, a website builder, communications system (email), finance and payment system, event platform, and more. In recent years, the AMS has become a dominant technology supporting association operations.

Customer relationship management (CRM) software: A technology for managing all of a company’s relationships and interactions with customers and potential customers. Designed to improve relationships to grow a business.

Drip campaign: An email campaign that helps ensure engagement with members over a long period by sending a series of messages to their inboxes.

Learning management system (LMS): A software application providing the framework that handles all aspects of an organization’s learning programs. It’s a place to house, deliver, and track an association’s training content.

Private community: A forum or similar digital discussion hub where association members can engage with fellow members on issues relevant to their field or organization. Unlike more traditional social networks, a private community tends to be tight-knit. It’s a key example of a member benefit in the digital age.

ERNIE SMITH

Ernie Smith is the social media journalist for Associations Now, a former newspaper guy, and a man who is dangerous when armed with a good pun.

MICHAEL HICKEY

Michael Hickey is a contributor to Associations Now.

Membership Renewals, Value, And Messaging In 2021

Wed, 20 Jan 2021 18:46:40 GMT

Associations responded remarkably well to an onslaught of challenges in 2020. A membership expert offers suggestions for navigating the start of a new year with your members in mind.

I don’t know about you, but in times of uncertainty I like to talk to experts, so I reached out to Scott Oser, president of Scott Oser Associates, to find out his thoughts about membership for the upcoming year. Nothing like the hot seat.

“The number one thing associations need to do is understand the state of their membership and their industry,” Oser said.

As gratifying as it was to wave goodbye to 2020, changing the date on a calendar unfortunately does not automatically erase all the difficulties of the past year. People are still being affected by the pandemic, racial injustice, and political and financial instability, to name a few of the ongoing challenges we face.

Understanding the state of the industry and where members are can mean many different things, Oser said. Some members might be strapped for money, while others might need their association now more than ever for career resources. Or you might need to communicate with members differently because they are bombarded with information.

Tweaking and customizing messages is just as important now as it was at the beginning of the pandemic, when every association was putting COVID-19 resources at the forefront, he said. Staying on top of what your industry wants and needs will help you fine-tune messaging and offerings to better communicate with and serve members.

“We can’t go back to doing business as usual because we are definitely not in business as usual,” he said.

COMMUNICATE VALUE

An ongoing communication stream that shows members your value—either through social media, newsletters, or member-to-member communication—is necessary, Oser said. And these ongoing communications need to do two things: Address member needs and show how your benefits and services are meeting them.

The messaging should be bite-size, he said, not a list of 30 member benefits. Concise, easily digestible messaging is essential because, in many cases, people are busier than ever before because they’re home, juggling kids, pets, spouses, and everything else on top of trying to do their work.

“You need to focus on one or two things that will prove to be valuable in the moment,” he said.

KEEP SENDING RENEWALS

It’s a challenging time but renewals still need to go out, using slightly different tactics, Oser said. Some industries were particularly hard hit by the pandemic, so you might need to reduce dues or extend membership terms. But, overall, he recommends tweaking your messaging to show that your offerings can help members with what they’re going through.

“There are industries that are thriving and there are industries that are suffering, but people are still renewing because they find value in their membership,” he said.

Having a hardship plan in place is also a good idea, so every staff member at the association knows what they can offer if a member comes to them and says they can’t afford dues. But you don’t have aggressively promote it, Oser said. You can add it to the fine print of every invoice you send out stating that if a member is having financial trouble because of the pandemic or other issues, they can contact the association for other options.

“You can’t leave money on the table because not everybody is being impacted by COVID and not everybody needs a reduction,” he said. “Associations are a business.”

Going forward, Oser predicts that associations will continue to be strapped for resources, so they’ll need to make sure that everything they do is effective and efficient.

“There’s not going to be a lot of ‘nice to do’ anymore,” he said. “There’s going to be a lot of ‘need to do.’

LISA BOYLAN - Lisa Boylan is a senior editor of Associations Now.

Where Associations Need To Focus Their Efforts In 2021

Wed, 20 Jan 2021 18:36:37 GMT

As associations adapt to challenges ushered in by the global pandemic, new research by Personify provides a guidepost for strategic decision-making.

Looking at 2020 in the rearview mirror, it’s easy to see that associations faced unprecedented changes, disruptions and threats to their operating models. (Understatement of the century, anyone?) But gazing into a crystal ball at 2021 and beyond, it’s difficult to determine what shifts are permanent and what newly adopted practices and behaviors are here to stay.

To better understand what may lie ahead, Personify conducted a survey of nearly 1000 association and nonprofit members and staff to learn how they are adapting to these shifts. In a series that begins with this article, we’ll highlight key areas of concern with both the short- and long-term in mind.

Here are some of the high-level takeaways from Personify’s research:

Your digital networks are more crucial now than ever before.

More than half of all survey respondents shared how important it is for their associations to provide both digital networking and a digital community for its members. While associations have historically leaned on routine in-person meet-ups to court potential members, a successful association has to explore new avenues, such as networking in the digital space.

While productive and meaningful connections can take more time to navigate and nurture in a virtual world, people are adapting and finding themselves more engaged than before. According to Personify’s research, 48 percent of members said they were more engaged in 2020 than in 2019.

“That feeling of being seen and understood gets worse when you’re working remotely, so companies will compensate for that; they’ll start ramping up their recognition and rewards programs,” David Johnson, the principal analyst for employee experience at Forrester Research, told Fast Company. “Companies are going to invest quite a bit in up-skilling managers and investing in technology that will help them better understand employee engagement when working remotely.”

Similarly, investing in tools that complement virtual planning and events can benefit people not only in the interim but in coming years when many might opt into remote gatherings as a choice, rather than out of necessity. And with the adoption and application of these new services and skills, planners can empathetically and productively launch hybrid in-person/virtual member engagement.

Virtual engagement is here to stay.

Even when it’s safe to return to in-person events, only a minority of members surveyed want to engage in them—merely 15 percent of members said they would want a mostly or entirely in-person event (under the assumption that it is safe) in the second half of this year, with 50 percent of members preferring a mostly or entirely virtual event, and 33 percent preferring a combination of virtual and in-person for 2021. This could be attributed to the fact that virtual engagement is seeing a more widespread and welcome adoption.

Once we can safely return to in-person gatherings, the digital shift won’t disappear. It’s going to remain a constant within networking communities. Rather than focus on ways to phase digital settings out, a forward-thinking association will discern how to maintain its online presence while still conducting in-person happenings in the months and years to come.

“Anyone who is planning to host an in-person event in 2021 should also be prepared to have a virtual back-up plan, or plan a hybrid event, as there will be many unknowns throughout the year and no guarantee that events will be safe by 2021,” Gianna Gaudini, Director, Global Head of Events at Softbank Investment Advisors (Vision Fund), wrote for Thrive Global.

“Smart planners will communicate early and often with attendees to get an idea of attendee sentiment around live vs. virtual gatherings, and what will make attendees feel 1) safe and 2) part of a communal experience.”

Career skills and certifications still matter.

This was cited as the top reason among members to continue to engage with their association (46 percent very important for members), followed closely by being able to network with others (45 percent) and belong to an organization that advocates for their industry (44 percent).

LinkedIn reported that in the first week of April 2020, people watched 1.7 million hours of content designed to teach a new skill on LinkedIn Learning, compared to 560,000 hours watched during the first week of January 2020, before the pandemic hit. That’s triple the amount of time spent watching skills-centered content once people were isolating. It’s evident that people are gravitating toward learning new skills and achieving certifications. Associations should tap into this by finding out what content members are interested in and providing relevant programming.

“Most of us have new skills we aspire to learn, but chipping away when we’re stuck at home requires a superhuman act of willpower,” Taylor Jacobson, founder and CEO of Focusmate, told Fast Company. “We’re used to relying on in-person structures—go to a dance studio, take a yoga class, meet your guitar teacher. These structures provide the accountability to actually show up, invest time, and make progress.”

Association membership remains valuable.

Many members said that belonging to an association has either become more important (44 percent) or is as important (48 percent) as it was pre-pandemic. Associations Now reported that a study published in April by strategic research firm Association Laboratory, Inc. found that 57 percent of association leaders reported more investments in online education, 52 percent reported exploring virtual conferences and 62 percent reported plans to digitize their content.

Dean West, FASAE, president and founder of Association Laboratory, told Association Now that the concept of digital membership is hardly new, but interest has accelerated because of the pandemic. He suggests analyzing membership, cost and returns on investment for programs, dropping the ones that don’t yield meaningful results.

“You can’t look at a crisis only as a threat,” West said. “You have to consider it as an opportunity to create energy toward strategic change, because we know the crisis will eventually subside.”
In short, it’s not about sitting on the sidelines and waiting for this to pass, which could lead to associations running the risk of losing their relevance in their members’ professional and personal lives.

Stay tuned for the remainder of our series, where we highlight how smart associations are preparing for the journey ahead. And while we can’t predict the future, we hope this series will be a good starting point for making lasting improvements.

This article is the first in an 8-part series focused on studying the shifting association landscape and how smart organizations are planning for both short- and long-term challenges–and solving them. Backed by original research conducted by Personify and brought to life through the stories of association leaders who are meeting these challenges in real-time, this series is intended to serve as a guidepost for associations who are reacting to fundamental market shifts and proactively building a better future for their organizations. Sign up for Personify’s webinar on Jan 27 that will walkthrough this research in detail.

Updated ASI Book Helps Association Executives Improve Organisational Performance Now and Post-COVID

Wed, 13 Jan 2021 23:08:35 GMT

AuSAE Premium Alliance Partner Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, today announced that its Chairman & CEO Bob Alves and President & CTO Don Robertson have written an important new update to their 2015 book, The Association Exec’s Guide to Improving Organisational Performance. Learn more here.

The 4^th edition of the book provides guidance for associations that need to objectively evaluate systems on the market today and understand the key differences between Cloud-based Engagement Management System (EMS) platforms that are specifically designed to meet the needs of associations versus generic CRM-based software.

Alves and Robertson share case studies and valuable insights learned from working with nearly 4,000 clients worldwide. The book offers best-practice advice Association Executives can use right now to:

Harness the Continuous Performance Improvement Machine
Access and optimise a single source of truth
Mitigate risk and avoid project failure

The Association Exec’s Guide to Improving Organisational Performance

The book is available for a limited time from the company’s website as a free download for association executives.

Dollars And Sense: What Is An Association Member Worth?

Thu, 17 Dec 2020 18:39:25 GMT

The truth is, each member of your association is clearly worth more than the dues they pay. They provide man hours, word-of-mouth marketing, and emotional and creative insight that keeps your association moving forward.

But there is a benefit to learning how much each member contributes to the financial goals of your association over the lifetime of their membership.

Once you have put a dollar amount on the monetary value of your members, you will be set to give them better discounts, customized service, and valuable offers to keep them engaged. Tasio created a simple spreadsheet to figure this calculation out yourself which you can download here.

NOTE: The above workbook is not to be used in the place of professional accounting or financial advice. The Lifetime Member Value worksheet is designed to give you a rough estimate of your member’s worth over the lifetime of their membership. For a more detailed breakdown, speak to your accountant or financial advisor.

5 STEPS FOR CALCULATING THE VALUE OF YOUR MEMBERS

There are several things you need to know before you can do this simple calculation. The most important being that you will working with a historical data set—a set of year-long data where the outcomes (lost or retained) of the members is known.

Step 1: Know the Numbers

Work with your team to gather this information, which may include IT data, financial data, and employment data. You will need to know:

Total number of last years’ members with member loss data. You will need to create a historical data set of everyone who was retained or lost from a year-long period before now. The closer to today, the better this data will be.

Total dues and non-dues revenue for historical data set. This will be split into two sections on the workbook, and will need to be included for everyone on the historical data set.

Total cost to service a member over historical data period. This includes salary and cost of membership departments, publication, and marketing and promotional advertising costs. It also includes any monetary or financial benefits members receive. It may also include other elements, depending on your unique association offerings.

Average lifetime of membership. You find this by reviewing your historical data set for members who were lost, or “churned.” For each member that was churned over the period of your historical data set, calculate how many years they were members. Then create an average for the entire group of churned members.

Step 2: Find the Average Cost Per Member

For your historical data set, you need to take the total cost to service a member and divide it by the total number of members (including those who left, or were “churned”). This is the total amount of funds that you spent per each member last year.

Step 3: Calculate Expected Lifetime Revenue

After you have created your average lifetime for membership, you will multiply this by the average dues and non-dues of revenue that each member generates each year. In the Association Retention Workbook, the calculation is done for you.

Step 4: Calculate Lifetime Cost to Service Member

We will also do a similar calculation for the cost to service a member of their lifetime with your association. This is done by multiplying the average lifetime of a member by the yearly service cost per member.

Step 5: Calculate Lifetime Revenue of Membership

By subtracting the cost of servicing a member from the total revenue over the lifetime of a member, you can see whether you are spending too much on servicing or if you have room to offer discounts and other financial incentives to increase your retention.

The revenue minus your costs is your break even point—this is the highest amount of discount you can give before you are making zero dollars towards your association’s goals.

ACCORDING TO THE IMPACTS VALUE STUDY, A NEW MEMBER TO YOUR ASSOCIATION BRINGS IN AN AVERAGE YEARLY INCOME OF $114 IN REVENUE, WITH A RENEWING MEMBER BRINGING IN A YEARLY INCOME OF $189 BY YEAR 5 OF THEIR MEMBERSHIP. THE COSTS FOR RETAINING THESE MEMBERS IS INVERSE, WITH NEW MEMBERS COSTING BETWEEN $20-$25 EACH YEAR AND RENEWING MEMBERS COSTING BETWEEN $4-$5 EACH YEAR.IMPACTS VALUE STUDY, COLEENDILEN.COM (10/14/17)

What About the Value of Social Impact for Your Association?

Despite the calculation above, you might realize that there are some reasons why you would be willing to go over the break even point on the behalf of your members. For many associations, there are intangible benefits from offering some programs, resources or discounts.

These are a valuable part of identifying the value of your members, and can be considered as you are using these calculations to make decisions about where to trim or increase your spending.

Your Members are Valuable. Retention is Key.

Every member represents a huge investment of time, effort, money, and resources on behalf of your organization. And while all members are valuable, retained members bring in the most revenue for the least cost.

CAREER SETBACK IN 2020? HERE’S HOW TO MAKE 2021 YOUR YEAR

Wed, 16 Dec 2020 06:32:37 GMT

If your career hasn’t progressed as you’d hoped in 2020, focus on turning the page in the year ahead. Here’s some advice from a career counselor with an association insider’s point of view.

Between event cancellations, declining membership, and job losses, there has been no shortage of setbacks for association professionals in 2020. Combine that with specific professional challenges everyone encounters from time to time, such as failing a certification exam or missing out on a promotion, and a lot of people are facing career obstacles at the moment.

Sharon Givens, president-elect of the National Career Development Association and a licensed professional counselor and career coach, says a career setback can feel much like losing a loved one. And plenty of people are grieving right now.

“During the pandemic, a recurring theme is that people are dealing with loss—loss of job, loss of daily activity, loss of time with family members,” says Givens, who is also CEO of the career consulting firm Training Visions.

Although it’s common to struggle with negative feelings when your career takes a hit, you can find your way back to a success story. Givens has a few tips for starting fresh in the new year:

If you feel comfortable sharing publicly, do so. Social networks such as LinkedIn and Twitter are full of honest sharing about career struggles. Some users who have lost their jobs have modified their profiles to show that they’re available for work. That kind of candor can reflect well on you. “You’re showing a level of vulnerability and just really being transparent—‘I’m available, I’m willing’—and it could show some employers that you’re somewhat of a risk taker,” Givens says.

Don’t be afraid to find another direction. With a job loss in particular, some may feel the desire to switch gears. Givens says the pandemic could be a good time for a career pivot if you have another area of interest. She advises clients that “we’re all going to be forced to change. So, let’s see what you have now that you can contribute. What else would you need to make yourself more viable? Then, let’s move in that direction.” She says a job loss can be an opportunity to refresh your skill set by pursuing additional education or certification. “For example, if you’re lacking in maybe technical skill, then you might need to look at how you go back and enhance those technical skills,” she says.

Find motivation in the things that went right. After losing a promotion or failing a certification exam, many people focus on the failure rather than the successes along the way. “When we experience a loss, we forget everything else that has gone well,” Givens says. “So how do you reach back and look at all the things that you’ve accomplished?” She points to the work of the late organizational consultant William Bridges, who focused on transition management and emphasized the importance of looking for new opportunities. People who suffer a setback often “don’t have the motivation because they’re focusing solely on ‘I’ve lost, I’ve lost, I’ve lost,’” she says. “But anytime you have a loss, there’s an opportunity for gain, which is what most people don’t focus on.”

Don’t take the setback too personally. Ultimately, a lot of the setbacks of the past year aren’t really anyone’s fault—and that’s important to remember. “I ask my clients: How personal are you going to take this loss? Do you think this loss is specifically about you? Or is it more about what’s happening in this current time?” she says. “I think that gives people a different perspective.”

This article was sourced directly from Associations Now here, and is written by Ernie Smith.

FOUR WAYS TO COMBAT END-OF-YEAR BURNOUT

Wed, 16 Dec 2020 06:29:16 GMT

As a tumultuous year comes to a close, reckoning with burnout is understandable. A productivity expert offers some guidance on ways to put a few things in order and make more time for yourself.

That persistent feeling of burnout? It’s real and has been exacerbated by the pandemic more than at any time in the past several years. A study by FlexJobs and Mental Health America found that 75 percent of workers have experienced burnout recently, and 40 percent of those polled said it was a direct result of the pandemic.

Carson Tate, CEO of Working Simply, had her own personal bout with burnout a couple of years ago and understands its impact, especially on women. “Even though it’s 2020, women bear a disproportionate load of household and child responsibilities,” Tate said.

The pandemic has added to that burden. Women are “overstretched and overwhelmed,” she said, and many are leaving their careers. With the loss of support structures like schools and day care, “it’s almost impossible to do it all without cracking,” she said.

More than one in four women are contemplating downsizing their careers or leaving the workplace entirely, according to a 2020 Women in Workplace study by McKinsey and LeanIn.

Tate recommends four key strategies for overcoming end-of-year burnout after a year that has stretched almost everyone’s patience, mental capacity, and focus:

Conduct a meeting audit. Go through your calendar and if a meeting doesn’t have an agenda, ask yourself: Why am I attending this meeting? Respond to the meeting organizer and ask: What is the meeting objective, and how can I support you in achieving it? This message puts them on notice that if there isn’t a good reason for you to be there, you don’t need to be there.

Do you play a role in the meeting? If there is an agenda for the meeting, but you’re not on it to make a specific decision or as an influencer or a subject matter expert, and you won’t be responsible for any execution of goals, that’s a great opportunity to just say no. Time is a commodity, and making sure you are really thoughtful about investing your time is essential.

Take intentional breaks. Put a five-minute break—with a reminder—on your calendar to reduce your cognitive load. Walk up and down a flight of stairs, flip through a favorite magazine, listen to a song. Disengage, disconnect, and let your brain rest.

Winterize your task list. What tasks should stop? Ask: Does this task generate revenue? Is it aligned to a strategic goal or priority? Is it a core requirement of my job? If it’s not, stop doing it. Now assess what you need to start. Is there a new project or initiative that you haven’t broken out into action items? Capture the action items and put them in a task management tool. What tasks need to be continued? If it aligns with revenue generation, a strategic goal, or is a core responsibility of your job, keep doing it.

Research has shown that working longer hours does not equate to increased productivity. A Stanford University study found that productivity declines sharply when a person works more than 50 hours per week. And those who work up to 70 hours a week are only getting the same amount of work done as those who put in 55 hours.

As 2020 comes to a close, it’s time to make time a priority and arrange tasks so they are manageable, achievable, and necessary to enter the new year refreshed and ready to engage.

“You’re a human being,” Tate said, “not a human doing.”

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

A MEMBER EXIT SURVEY THAT TELLS YOU WHAT YOU NEED TO KNOW

Wed, 16 Dec 2020 06:27:00 GMT

Want to know why members left? Ask them. Effective exit surveys can give you insight into what your association can do to better retain current and future members. Here are a few best practices.

What’s worse than a member leaving your association? Not knowing why. With an exit survey, organizations can turn their lapsed members into valuable sources of information on what they can do better.

But not all organizations take advantage of this opportunity. Jayne Tegge, member engagement manager for the Society for Industrial and Organizational Psychology (SIOP), says she has received only one exit survey from companies she has worked for. “And I’ve worked at a lot of places,” Tegge says.

For smaller organizations with limited staff, it’s probably just not a priority, she says. But if you make it one, you can gain insights on the state of your organization. Use these tips to build an exit survey that will tell you what you need to know.

KEEP IT SHORT AND SIMPLE

Members who are on their way out probably won’t want to sit through a hundred questions. Promote participation by asking about a dozen questions that cover the basics. Questions should include:

Why are you discontinuing your membership?
What did you like best about your member experience? What did you like least?
How can our organization improve the membership experience?
What could we have done to keep you as a member?
Do you plan to rejoin in the future?

The key is to understand exactly why they’re leaving and what they think you can do better.

AVOID LEADING QUESTIONS

You won’t have a clear road map for improvement without truthful responses. Make sure that questions are worded simply and without bias and that they don’t suggest an answer. For example, don’t ask, “Do you think our low-cost membership dues are fair?” Instead ask, “What do you think about our membership dues?”

If you create multiple-choice questions, make sure the list of answers covers the entire spectrum of possible reactions, from very positive to very negative, instead of putting a positive spin on each potential response. Make sure to add an “other” option as well to offer more flexibility.

ALLOW ANONYMITY

Another way to ensure honest responses is to keep participants anonymous; SIOP follows this strategy, Tegge says. Don’t ask for any identifying information, and make sure you’re not requesting details that are too specific, such as the exact date the respondent joined.

On the technical side, services such as SurveyMonkey let you decide whether to track and store identifiable respondent information.

LEAVE ROOM FOR WRITTEN RESPONSES

Use some open-ended questions—including a final question such as “Is there anything more you would like to add?”—to allow respondents to expand on their thoughts.

“That’s why we have open-ended questions, so they can tell us exactly what they want to tell us,” Tegge says. “That is where the content we want is located, because that is an individual’s personal experience.”

GIVE LAPSED MEMBERS A BREATHER

Wait a few months after members lapse to send your survey so they have a chance to spend time away from your organization and reflect on their experiences. Plus, you don’t want to contact lapsed members too frequently, or they might tune you out.

At SIOP, members receive an exit survey 12 months after their membership ends. Three weeks after that, the organization sends a reminder to complete it, and lapsed SIOP members have a month to submit their answers. This generous window of time increases the number of responses—and the more you get, the more data you have to work with.

“Some think, ‘I’m going to do that, but I don’t have time today.’ So they might do it in five days. Then we have all the stragglers who totally forget about the survey,” Tegge says. “So when we send the reminder at the three-week mark, we get a whole other blast of people.”

This article was sourced directly from Associations Now here, and is written by Michael Hickey.

USE FAST DATA YOU GATHERED THIS YEAR TO IMPROVE THE MEMBER EXPERIENCE

Wed, 16 Dec 2020 06:23:49 GMT

The upside of the shift to virtual platforms in the past several months is that members are interacting more with associations digitally. This is providing a quick roadmap of member preferences. Speakers at the ASAE Technology Exploration Conference explained why that’s key.

Members are engaging now more than ever through online channels like virtual events, online community discussions, social media posts, surveys, and online education platforms—which is creating an abundance of data to mine to improve the member experience.

A session on maximizing fast data at the ASAE TEC Virtual conference last week covered the benefits of collecting fast data and how to implement it to help with member recruitment, retention, and renewal.

“Now more than ever there is an uptick in people using data. We’re in a new, changing environment, and we can’t rely on history because the landscape has changed,” said Julie Sciullo, CEO of Association Analytics. “Fast data is real-time data that allows data to stream together to make rapid business decisions.”

Association-specific information from Acumen shows that since March of this year, there has been a 42 percent increase in overall use of data and a 70 percent increase in executive usage. The rapid shift to an all-virtual environment has amped up the use of data, which is providing an opportunity to engage with members more effectively than ever before.

In other words, the data tells the story.

THE NEXT WAVE OF DATA

Associations have long relied on traditional ways of determining member engagement by longevity, volunteering, meeting attendance, and publishing articles, said session co-presenter Tom Lyons, director of IT at the American Society for Microbiology (ASM). The increased use of data in recent months has allowed associations to “look outside the sandbox at the next wave of data.”

Social media streams are incredibly fast. “We get a snapshot of people engaging with us in the moment,” Lyons said. But it’s essential to use that data and not just have it, he advised. And applications are maturing to include more data insights, which makes reporting more accessible to all staff members, not just IT professionals.

SERVE MEMBERS BETTER

The ASM team challenged themselves to serve members better by looking at behavioral and demographic data that members share as they interact with the organization through online communities, social media, virtual meetings, and more. This lets ASM staff observe what members are engaging with and what they are specifically interested in, providing better, more relevant information for making business decisions, Lyons said. For example, a member profile is only as up to date as when it was filled out. Priorities and interests change, which is why the behavioral interaction becomes even more important.

Sciullo recommends online communities as a great starting point to gather fast data. “It’s certainly one of the most dynamic and forward-thinking” ways to find out what members are thinking, she said. The chat function in virtual meetings is another way to collect data on what is important to members, as well as voice calls and messages. All that data can be used to drive value back to members, Sciullo said.

Members are providing a customized data trail of what their preferences are through their digital interactions with associations. This is giving associations the chance to respond better—and faster—to their needs.

“We really want to deliver what our members want, when they want it, and on the channels they want it,” Sciullo said. “Now is a better time than ever to move forward in this capacity.”

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

THINKING OF A PODCAST? HERE ARE FOUR TIPS TO DO THINGS RIGHT

Thu, 10 Dec 2020 00:44:26 GMT

The popularity of podcasting means you might have to double down on the strategy when bringing your message to the world on the way to making an impact. Read on for some podcasting tips.

Podcasting is on the rise in a big way, which is a double-edged sword, if you think about it.

It’s growing really fast among both creators and listeners, which means that not only is the audience getting bigger, but also the competition. So, if you’re getting your start in the field now, you might find it a little tough to get going.

However, you can still succeed. Check out these four tips to see how you can make podcasting work for your association:

Consider the strategy. Simply recording a bunch of audio and hoping for the best is not an effective strategy. Much like the stories you might produce as a part of your content strategy, podcast content needs to be well-considered and properly thought through. National Public Radio, which produces a whole lot of popular podcasts, has a well-organized guide, targeted at students, that helps discuss basic ideas for strategizing, brainstorming, and structuring a podcast. Even if you aren’t a student, you might find the guide handy.

Don’t lead with your brand. Ultimately, people are listening to a good podcast for the same reason they read a good article. They want to be informed. While there may be a lot of reasons you want to put your brand out front, the brand should ultimately come second to creating a piece of content that people want to keep turning back to. “As you develop your series, consider topics you and your audience can be passionate about, even if it’s only tangentially associated with the brand,” Masthead Media cofounder Amanda Pressner Kreuser wrote in a blog post for Inc. “Think about it: Would you want to use your precious commute time listening to one, long-form brand promotion; or would you rather hear compelling, engaging content?”

The vocals really matter. Really. Misstatements or poor phrasings that might be OK in normal speech can drive podcast listeners crazy—and might scare them off from future episodes. So what’s a budding podcaster to do? Per Podcasting Hacks, you might just want to take things slow and embrace a degree of silence. “For me, and some of you out there, speaking quickly is a defense mechanism because we’re afraid of losing someone’s attention,” podcaster Salvador Briggman wrote in his post. “You shouldn’t be spewing out words, like you’re a fervent talk show host. You should be speaking TO the listeners, like they are your friend. That’s how you’ll engage them.” If you’re not a podcast voice, don’t be afraid to use a hired gun, either. In her Inc. piece, Pressner Kreuser notes that hosts with strong followings often have the ability to sell a message.

Promotion matters, too. Technology firm Cision, best known for running PR Newswire, says that simply putting a podcast online isn’t enough to ensure that it will succeed. “As a content producer you have no one to blame [but] yourself if no one consumes your content,” the company’s Oscar Duran explains. “This goes into the planning and research. You could have the best hour of content ever produced, but if you’re not pushing it out across the social platforms where your target audience spends their time, then it doesn’t matter how good it is.” He adds that a poorly produced podcast can even succeed with the right level of promotion.

This article was sourced directly from Associations Now here, and is written by Ernie Smith.

FIVE WAYS TO HELP MEMBERS MAINTAIN CERTIFICATIONS IN 2021

Thu, 10 Dec 2020 00:39:53 GMT

The pandemic has created challenges for professionals who wish to maintain their association certifications. What members need will vary across professions, but these five tips can help you assess how to help them.

Of the many things shaken up by the pandemic this year, a specific pain point is emerging for association members: professional credentials.

With in-person meetings on hold and job situations altered, certification renewal is more difficult now. But for associations that want to help members maintain their certifications, “there’s really not going to be one kind of blanket solution,” says consultant Mickie Rops, CAE.

She points out two examples: healthcare employees, who currently have jobs but little time because of the extra work they’re doing to fight this disease, and those who have lost their jobs and have the time to work on certifications but may not be able to financially invest in continuing education.

“I think that the biggest thing would be to find out what the members’ struggles are,” Rops says. “They may be obvious, but for some, I don’t know if they’re obvious.”

She offers a few considerations for associations as they move into 2021:

Explore whether you can change the rules for renewal. Right now, circumstances may cause members to miss renewal deadlines that they otherwise would have hit—particularly if their pandemic workload is unusually heavy, as in the medical and education fields. In such cases, it may be worth considering whether to extend renewal timelines. But Rops urges caution: “If you’re accredited and you have established policies and you’re held to those, you’ve got to be more careful about just changing things,” she says.

Offer a hiatus or grants to those with financial hardships. Rops suggests offering out-of-work members an inactive status for their certifications; once they return to work, they can become active again. Another option is to start a grant program to help cover member expenses. “I do have some clients that are seeking grants and being pretty successful in it,” she says.

Add flexible elements. Certain renewal requirements, such as attendance at in-person meetings, don’t make sense at the moment. Additionally, Rops notes that many people working remotely for the first time may find it difficult to focus, so virtual events may not be the answer for everyone. “Attention span right now is at an all-time low because of all the distractions and all the people that have both two adults in the house, working at home, and then the kids” that may need help with schooling, she says. While virtual learning events might make sense for some learners, others may do better with looser formats that allow them to learn at their own pace.

Look into microcredentialing. One way to reach members who may not have the time to invest in a full certification is microcredentialing. (One example is the National Education Association, which is highlighting microcertifications relevant to the current moment—on technology integration, cultivating socially just environments, and cultural competency.) Rops, a strong advocate for microcredentialing, says that this approach may be particularly effective in this environment. “Right now especially, you can’t be expecting someone to put 2, 3, 4, 5, 7, 10 years into something,” she says. “Break it down, so they can start getting some immediate learning and/or credentialing.”

Consider building or refreshing a program now. Rops says that despite the disruption that many organizations are facing, associations have an opportunity to make lasting changes to an existing credentialing program—or to start a new one. “In a time of recession and things like that, that’s when people need education and credentialing,” she says. “So if associations can afford it, now’s the time, because it really is when your members need to reskill and upskill the most.”

This article was sourced directly from Associations Now here, and is written by Ernie Smith.

WHY WAITING FOR “NORMAL” IS A BAD STRATEGY

Thu, 10 Dec 2020 00:35:57 GMT

Many associations are concerned that they can’t provide a pre-COVID-19 experience for the foreseeable future. One association’s recommendation: Get over it.

Joy Davis, CAE, had had it.

This has been a rough year for associations, of course, and a lot of the emotional toll has crept into their marketing. Davis, managing director of member products at the American Association of Pharmaceutical Scientists (AAPS), saw the worst of it in meetings communications. We’re sorry we can’t see you in person. This won’t be our preferred member experience, but…

“All through the year, I saw really terrible messaging coming out of associations,” she says. “I’m like, why are you saying that to your members?”

Davis funneled her exasperation into an essay, “Normal Is Over(rated)—For Now,” published last month at the Velvet Chainsaw blog. The heart of her argument is that COVID-19 has prompted too many associations to engage in wishful thinking about what’ll happen without a pandemic, instead of accepting the situation as it is. That’s led to what she calls the “apology meeting.”

“We are telling our people that no matter what they do, it will never be as good as what we did before, and we cannot wait to get back to doing things that way, without even trying what we could be doing now,” Davis says.

In other words, associations have found another way back into that mindset we all thought we’d banned: But we’ve always done it that way. “It was not just the communication, it was this failure to imagine something different,” says AAPS Executive Director Tina Morris.

AAPS’s most aggressive act of resistance on this front involved its annual meeting. Like just about every association meeting in 2020, it moved its annual conference, PharmSci 360, online. But unlike a lot of associations, it held the line on registration fees. Instead of marketing around interactions that couldn’t happen anyway, it highlighted the amount of content it had to offer and widened the time frame within which attendees could experience it.

“If you were to go back and look at all of our marketing messaging, in every single email there is a sentence that says ‘PharmSci 360 on your schedule,’” says Davis.

This isn’t just a matter of marketing differently, Morris says. An “apology” mindset has a way of creeping into how associations think about their future plans and whether their decisions reflect the current reality or a wished-for one. At AAPS, that’s required some conversations with volunteer leaders about shifting their mindsets.

“Reinforcement was very important because we had different leaders who at different times during the year had challenges,” Morris says. “We were trying to be very deliberate as a leadership team about how we communicated the degree of change that was happening. We do realize that different people have different comfort levels.”

In her article, Davis explains some of the upsides of getting out of the apology mindset: opportunities to better understand a changing market, the new kinds of data that you’re gathering in a virtual environment, and the new ways of communicating that members are discovering and using. “Get a little excited about what you can do right now,” she writes. “Start every conversation from a place that encourages creativity and problem-solving. Ask your members to renew because you’re doing stuff that helps them where they are today.”

Davis recalls that one of the mantras at a previous association where she worked was “don’t get into a conversation about pricing—talk about quality.” That mindset kept AAPS from holding an apology meeting in 2020, but it’s also provided a north star for getting through the pandemic—it trusts that the value of what the association provides is more meaningful than the delivery method. And it trusts that members will pay what those products and services are worth in a challenging economic time.

“Treat your members like you want to have a relationship after this crisis is over—or any crisis,” she says. “If you really think you’re a content organization, you should be willing to say, ‘We’re a content organization and that’s the value here. You should be able to stand up for that.”

This article was sourced directly from Associations Now here, and is written by Mark Athitakis.

Melbourne Showgrounds Events Eligible For City of Melbourne Event Grants

Wed, 09 Dec 2020 23:10:25 GMT

Melbourne Showgrounds, operated by the Royal Agricultural Society of Victoria, is Melbourne's largest and most versatile venue, offering unique and flexible indoor and outdoor spaces designed to host a variety of events and activities including trade shows, exhibitions, expos, festivals and much, much more. The Royal Agricultural Society of Victoria, a not-for-profit, member-based organisation, has for over 170 years promoted excellence in Victorian agriculture, showcased food and beverage produce and producers, created vibrant event spaces and presented premier events.

The Melbourne Showgrounds is uniquely placed given the huge outdoor areas and multiple large venue spaces (varying from 1,500 sqm to 10,000 sqm). This means that virtually any event that is approved to proceed from a COVID Safe perspective would be possible at the Melbourne Showgrounds, especially the fantastic conference and dining space we were exhibiting at AuSAE LIVE – The Victoria Pavilion.

In addition, recent AV upgrades by Encore Event Technologies in the venue spaces & the appointment of a new catering partner make Melbourne Showgrounds the perfect location for your 2021 events.

The City of Melbourne recognises the events industry contributes strongly to their bold, innovative and sustainable city. They also recognise the events industry is facing unprecedented challenges during COVID-19.

As part of their reactivation initiatives, and in partnership with the Victorian Government, they are now providing grants up to $100,000 to help deliver COVID-safe events in 2021. Melbourne Showgrounds have been encompassed in the area covered for event grants.

Apply now for grants:

up to $25,000 for small events, exhibitions and activations
up to $100,000 for medium to large events – this requires evidence of funding from other sources.

Special consideration may be given to proposals seeking funding above $100,000.

To apply for the City of Melbourne Reactivation Event Grants to support you host your event, please click here.

Contact: James Gilham | 0403 657 624 | james@melbourneshowgrounds.com

ICC Sydney Welcomes Sweeping Changes to Restrictions

Wed, 09 Dec 2020 22:33:45 GMT

Australia’s premier convention, exhibition and entertainment venue supports major easing of restrictions for corporate and live entertainment events

International Convention Centre Sydney (ICC Sydney) welcomes the overnight update from the NSW Government to ease COVID-19 restrictions from 7 December for corporate and live entertainment events with maximum capacity limits determined by the new one person per two square metres rule.

Australia’s premier convention, exhibition and entertainment venue is promptly reviewing the implications of the proposed public health order changes to its operational capacity and upcoming events schedule, including the number of attendees permitted in its Convention Centre, Exhibition Centre and Aware Super Theatre.

ICC Sydney CEO, Geoff Donaghy said ICC Sydney supports the state-wide easing of COVID-19 restrictions which is a welcomed confidence boost for the business events industry.

“The changes will move us much closer to freeing up the national market and bolster our ability to promote Sydney as a safe business events destination with confidence. We are awaiting the finer details of the public health order and will be documenting it with our clients to support their event execution.”

Donaghy continued, “We still have some way to go with the resurrection of international business which is vital to our full recovery. We remain focused on continuing to work with industry representative bodies to progress a long term recovery strategy for business events to ensure this remains on the agenda with decisions makers.”

ICC Sydney is currently open and running a range of in-person and hybrid events in line with the venue’s EventSafe Operating Guide which integrates parent group ASM Global’s rigorous Venue Shield program, while meeting NSW Government regulations.

https://www.iccsydney.com.au/

'LIZARD BRAIN' IS REAL, IT’S TIME TO REVAMP MEMBER COMMUNICATIONS

Wed, 02 Dec 2020 18:26:19 GMT

Knowing how to communicate with members—and when—consumes many hours of discussion even in good times. Add multiple crises in a single year, and things really get complex. A communications expert offers some tips for engaging members in uneasy times.

Finally, Zoom fatigue explained! It’s caused by “lizard brain,” according Sheri Singer, president of Singer Communications. Lizard brain is one operating in survival mode, relying on fight or flight instincts. Understandable. We are experiencing several crises at once—a global pandemic, an unstable economy, racial injustice, political realignment, and more.

Compounding that, many people are sleeping less, working longer, eating and drinking more, and exercising less, all of which contributes to an inability to focus (including on all those Zoom meetings) and other issues. Our brains are not working like they usually do.

So how to better engage members when it’s difficult to make connections with such compromised brains? Singer recommends communicating in a way that doesn’t require as much energy for members to process. For example, research shows shorter emails have a 50 percent higher response rate.

“You can’t continue to communicate with members the ways you have in the past,” she said. Here are some additional insights.

SHIFTING PERSONAS

Now is a great time to look at your messaging. Singer cited a recent study from Ketchum, Brand Reckoning 2020: How Crisis Culture Is Redefining Consumer Behavior, Loyalty, and Values, which shows a marked change in Americans’ openness to reengaging with the outside world. The research identifies four crisis-culture personas:

Retro re-engagers want to return to the world as it was before.
Open-minded explorers have new priorities and are ready to embrace new things.
Worried withholders are not easily influenced and want to stay in their comfort zones.
Cautious questioners want to keep their distance until they know more.

The largest group of responders (33 percent) are retro re-engagers. Because it’s unlikely that the world will go back to the way it was, Singer said, it’s important to keep those personas in mind as you craft messages. She recommends using words like contribute, connect, navigate, cope, and respond instead of capitalize, offer, advantage, gain, and profit.

SHOW YOU CARE

“We’ve moved to a different playbook being driven by people under 40” who expect marketing and communications to be largely driven by experience, Singer said. That means it’s time to be more empathetic, sympathetic, and compassionate.

For example, it’s not enough to simply ask, “How are you?” Instead, ask, “How are you doing?” or “How are you handling COVID-19?” Eliciting a deeper response shows you care and gives your members—including your volunteer leaders—a safe space where they can expand on what is happening to them right now, she said.

KICK IT OLD SCHOOL

Singer recommends revisiting old-fashioned ways to connect, such as by phone or with handwritten notes, which will provide a welcome break from video calls. Or help members communicate directly with one another by setting up a phone tree and have one member, with a script, call five other members and discuss the value-added aspects of the organization. Then ask questions like: What is giving you value right now? How can the association provide that virtually? How can the organization be an innovator in the industry? And more.

Nothing feels normal right now, and our brains, in their lizard form, are not processing information like they usually do. To stay connected with your members, it’s time to reassess messaging, revisit more personalized—and old-fashioned—ways of communicating, and express compassion.

LISA BOYLAN
Lisa Boylan is a senior editor of Associations Now

YOU GOT THROUGH 2020. IT’S TIME TO KEEP THE MOMENTUM GOING IN 2021

Wed, 25 Nov 2020 18:49:16 GMT

2020 taught us a lot about strategic planning—this is what associations can do about it.

If you are an association professional, we don’t have to tell you that you’re working harder than ever before. When the pandemic hit, you scrambled, pivoted, learned new tech on the fly and did whatever needed to be done to keep your members informed and your organization alive.

Without question, associations big and small rose to meet this year’s unimaginable challenges. It was exhausting, at times frustrating, but you’re still standing. And now here’s the thing, a study conducted by Community Brands of over 1,000 association members says now is not the time to take your foot off the gas. If you upped your game in 2020, you’re really going to have to up your game in 2021.

More than 50 percent of our respondents said that they value their membership more than they did before the pandemic, and member engagement rates show that. Associations have always been important to the people they serve, but now members see them as absolutely vital, and with more online and virtual options more members are engaging.

So what can association professionals do in 2021 to meet the needs of current members, grow their membership base, increase revenue streams and not completely collapse from exhaustion? How do you meet big goals in a realistic and sustainable way? Our research has identified three key areas that truly matter to members, and that if executed thoughtfully, will make work for association professionals more impactful and more efficient.

CONCENTRATE YOUR RESOURCES ON GIVING MEMBERS WHAT THEY WANT

Associations do so many things for their members, but our research shows that a whopping 87 percent of those surveyed pointed to virtual meetings and conferences as the most helpful channels for building community and sharing information. Whether attendees are looking for new job opportunities, networking or education, these events are seen as crucial for career advancement. Again and again, we heard that while big splashy events are great, members really want more frequency and intimacy. Every event is an opportunity for growth, so associations would be wise to invest in tech that makes hosting and streaming with add-ons like breakout rooms simple and easy. While 2020 was a scramble where glitches and sometimes lackluster events were forgivable because everyone was learning how to do them in real-time, 2021 will be different. Higher expectations have been set, you need to meet or exceed them to keep people coming back for more.

GET BACK YOUR OWN TIME

Spending more time and energy on projects like these requires, well, more time and energy. While you can’t add more hours to the day, you can use technology to automate repetitive administrative tasks that eat away at your resources (password resets, dues reminders and the like.) Stealing back a few hours a day can make a massive difference to your workflow, and to your members. Assess what’s most valuable to your members’ in today’s environment, and focus there to make the biggest impact.

FOLLOW IN THE FOOTSTEPS OF NETFLIX AND AMAZON

Our research shows that more members are joining as students or within the first five years of employment—these are young people so your technology had better be on point. They want the convenience and ease they get with Netflix, Amazon and all of the other digital platforms they use. There should be no reason a member needs to re-enter a credit card number every time they want to buy something. There should be no reason that they can’t auto-renew a membership, or make monthly payments. Your goal is to remove as much friction as possible. Giving people the seamless tech experience they’re used to will help you retain and recruit more members.

2020 was a year of unprecedented struggle. By taking strategic direction from the insights gleaned from our study, associations can make 2021 a year of unprecedented growth.

This article was brought to you by Community Brands, the leading provider of cloud-based software to associations. To learn more about the association business model of the future, watch Preparing for 2021 and beyond on-demand webinar.

Digital Academy for Associations by Causeis a Success!

Thu, 19 Nov 2020 00:29:24 GMT

Last week Causeis launched their Digital Academy to resounding success! So much so, they are hosting another one before the year is out.

The next course is again set over two half days, 9.30am - 12.30pm (AEDT), commencing on Tuesday 8^thDecember and finishing on Thursday 10^th December.

"Fantastic learnings and discussions around the future of tech and digital trends for associations." Jazz Tyrril, participant from the first Digital Academy

This workshop-style course was designed to specifically help association professionals navigate digital transformation while remaining focused on the member experience. Attendees were immersed in learning the tools needed to formulate a comprehensive digital strategy and how to help their association adapt to a changing operating environment with confidence. An exclusive event for association executives and managers, it focused on defining and implementing a Digital and MX Strategy. The training covers:

Why is a Digital and MX Strategy critical for your association?
The interrelation of data, process, and experience
What can the past teach us?
Creating a culture of innovation
The role of member experience in your digital strategy
Framework for Digital and MX Strategy implementation
Industry leaders give us their predictions for digital strategy and future tech.

*Numbers are limited to 50 seats

MEDIA RELEASE: Business Events industry welcomes commencement of Government's $50m Business Events Grant Program

Thu, 19 Nov 2020 00:04:14 GMT

17 November 2020

BECA welcomes the commencement of the $50 million Business Events Grant Program – the Government’s support mechanism for the business events industry.
Austrade has opened EOIs to event owners to establish a Schedule of Approved Business Events. Owners of Approved Business Events may be eligible for grants under the program and Australian businesses wishing to attend will be able to apply for funding to cover up to 50% of eligible costs.
Industry continues to advise the Government on the grant guidelines. These will be announced as phase two of the grants program roll-out.
BECA urged State and Territory leaders to act proportionately in response to new outbreaks to ensure business confidence can be rebuilt.

The Business Events Council of Australia (BECA) has welcomed the commencement of the Government’s $50 million Business Events Grants Program which was announced by the Prime Minister, Deputy Prime Minister and portfolio ministers in September 2020.

As a first phase Austrade has opened an EOI process to business event owners to establish a Schedule of Approved Business Events. BECA has urged business event owners across Australia to submit EOIs by 30 November to ensure their events can be considered for the Schedule when phase two of the grants Program opens in mid-December.

“BECA are pleased with the design of this first phase and think it has identified the most important aspects of the contribution the business events industry can make to the recovery of the Australian economy,” Chair of BECA, Dr Vanessa Findlay said.

“The industry looks forward to working with the Government on the finalisation of grant guidelines and subsequent launch and allocation of grants across the business events industry.”

Australia’s $36 billion business events industry was one of the first and hardest hit industries by COVID-19 and may be one of the last to recover, due to the long lead times between booking and holding a major business event. The industry virtually ground to a halt in 2020 with most business events scheduled cancelled or postponed.

In welcoming the program’s commencement BECA noted the Government’s focus on the importance of the industry and the jobs that it supports. In September, Minister Birmingham said, “Our business events sector is doing it incredibly tough at present and getting events put back into the calendar will help this key part of our tourism industry which supports around 230,000 jobs turn the corner.”

Prime Minister Morrison stated ‘’Getting business events up and running again will be a critical part of the recovery of our tourism industry but will also have huge flow-on effects through the entire economy.”

“The industry has its fingers crossed that the design of the grants program will provide the necessary financial boost and confidence to business event owners to book and hold their business event during 2021,” Dr Findlay said.

“Another year of cancelled and postponed events would put the entire Australian business events industry in a questionable recovery position. Without a solid recovery in 2021, the whole logistics and supply chain for the industry could be dislocated to a point where the impacts are felt for years to come. We do not want to see the industry focused on 5 years of rebuilding, before moving to recovery and then rebound.”

“This grants program must first and foremost turn positive sentiment into confidence, and that confidence into event bookings.”

Noting the developing reaction and reimposition of border controls to the recent COVID-19 cluster in South Australia, the business events industry urged Premiers and Chief Ministers to react proportionately.

“As I watch the knee-jerk reaction of some Premiers around the country to the South Australian cluster with no notice, I fear the worst for any business trying to rebuild confidence in this uncertain environment,” Dr Findlay said.

“For business events, this means decision-makers – those that bear 100% of the risk - will favour the continuation of virtual meetings over in-person meetings, which will have serious consequences for the Australian industry and the economy if delegates can’t move around the country with confidence.”

BECA’s most significant priority is to create an environment where business event owners are confident to plan, book and hold a business event. Only then can the benefits of the industry flow across the economy.

BECA will continue to advise the Government on the design and implementation of the Business Events Grants Program to achieve its primary objective – the restart of the business events industry in Australia – as well as other policies that will support the recovery and rebound phase.

<ENDS>

For information contact:
Dr Vanessa Findlay
BECA Chair
vfindlay@businesseventscouncil.org.au

Why You Should Keep Fine-Tuning Your Content Strategy

Wed, 18 Nov 2020 19:46:18 GMT

As the internet continuously evolves and changes, organizations that regularly fine-tune, tweak and adapt their content strategies are more likely to stay ahead of the competition.

If you keep your content strategy the same year after year, your organization might not suffer in any obvious ways. But in the long run, this stasis can undermine your organization’s overall success.

There are many ways to experiment with content, but three tactics can help ##: Monitoring engagement, making adjustments and setting goals for improvement.

Monitor how people engage with your content

Every once in a while, a blog post will unexpectedly take off. Traffic will flood your website, engagement will skyrocket on social media and your newsletter sign-ups will suddenly spike. It’s a wonderful feeling — and one you’ll aim to replicate.

There are many variables at play when this happens. Maybe the news cycle made your content especially timely. Or perhaps an influencer sparked a wave of engagement. But often, many factors are actually within your control.

If certain topics are consistently engaging your audience, lean into making them a focus of your content strategy. Understanding exactly what your audience responds to will help you craft content that meets their interests and needs.

Similarly, if certain types of posts rarely receive engagement, it may be best to discontinue them. Doing so will allow you to devote more energy to content that drives the best results.

MORE: 7 ideas for creating engaging content

Experiment with adjustments

At a certain point, you may accumulate a backlog of content that doesn’t attract much traffic or engagement. Rather than quietly removing it or charging ahead with more content, your organization should experiment to see whether simple tweaks can produce better results.

For example, a past blog post might offer helpful content in an SEO-unfriendly format. In this situation, you might identify the most important keyword, then edit the post so this keyword appears in the headers and body copy. Next, look for opportunities to break long blocks of text into scannable lists or bullet points.

Simple changes like this may help you recover the time and resources you already invested, while informing your approach to future content.

Set goals for improvement

As you begin to refine what content your audience craves and best practices for formatting it, you can establish new goals and metrics.

Initial content goals should be simple and attainable, such as maintaining a regular production schedule for an entire quarter. Once your content strategy has a sustainable workflow, the possibilities are truly endless.

Common content strategy goals include:

Growing your list of newsletter subscribers by adding calls to action
Improving engagement on social media by posting more often
Launching a contributed content program to increase the frequency of posting
Experimenting with new forms of multimedia
Creating partnership or syndication agreements with like-minded organizations

As you reach and set increasingly ambitious goals, focus your energy on tactics that will grow your audience over time.

BY ASSOCIATIONSUCCESS.ORG STAFF | NOVEMBER 16, 2020

New Zealand's Meeting Newz Featured AuSAE's Recent LINC Conference in Wellington

Wed, 11 Nov 2020 22:44:17 GMT

New Zealand's largest gathering of association executive professionals is underway in Wellington. The two-and-a-half-day Australasian Society of Association Executives LINC Conference is being held at Shed 6 on the city's waterfront and kicked off on Sunday evening with a welcome function at Flamingo Joes.

As well as providing networking opportunities, the conference is connecting delegates with thought leaders who are shifting the way we approach leadership, the economy and change.

Further coverage of the conference will be in the November/December edition of Meeting Newz out later this month.

How to Make the Most of Your Member Needs Assessment

Wed, 11 Nov 2020 19:26:22 GMT

Before immediately jumping to a survey to assess member needs, take the time to get to know their preferences so you can create a responsive tool to find out what they actually want. Here are five tips to guide you.

Whenever association professionals start thinking about conducting a member needs assessment, they tend to leap immediately to a survey. Surveys usually include the usual prompts: “Rate our programs on importance and performance,” “On a scale of 1 to 5, how satisfied are you with the association?” and “How likely are you to recommend membership to a colleague?” In my experience—at both small and large associations—jumping straight into planning a survey is not a great place to start.
Instead, take time to do some preliminary work that will lay the groundwork for an effective member needs assessment. Here are five important steps.

Review what you already know about the relationship between your association and your members.

Interviewing the frontline employees who answer the phones and emails and who monitor social media can give you a lot of insight. Find out what members are reaching out about, what they’re angry about, what needs are not being met, and more. If you have the time, consider tracking member communications for a month or longer. This is easy to do on a shared spreadsheet, in your association management system, or in a Google form.

Gather all the data you have on members.

In a perfect world, this should all be in your AMS, but many associations use different systems for events, education, certifications, and research. You may not be able to collate the data collected in those systems with the information in your AMS, but it is still worth looking at what events members attend, which webinars they register for and actually view, who is certified, how many serve on committees or in other volunteer roles, and what past surveys have revealed. This will help clarify which members are highly involved with the association and what member involvement looks like.

Understand the competitive environment.

Look on LinkedIn and Facebook to see if there are groups that are meeting some of your members’ networking needs. Determine what other events members are attending. Review similar associations or for-profit companies that overlap your value proposition.

Review your membership situation.

Look at renewal trends over the past decade. Is your retention steady, declining, or growing? Are first-year members renewing for a second year? Are your new-member rates steady, declining, or growing? Are your new members similar to your long-term members? Membership data has many nuances that can be analyzed, but you need to identify he purpose of the member needs assessment.

Membership data has many nuances that can be analyzed, but you need to identify he purpose of the member needs assessment.

Interview select members on the phone, virtually, or, ideally, at events in the future.

It would also be insightful to interview former members and nonmembers who interact with your association without joining. Use the information you have gathered in steps one through four to put together five key questions for the interviews. Don’t ask too many questions; give them time to talk about anything related to the association. You can learn a lot when you allow the interviewee to guide the conversation.After collating and analyzing what you have learned in these five steps, then you are ready to develop a member needs survey. First, clearly define the purpose of the assessment. Identify what is most important to know and how the data will be used. If you cannot determine how the information will be used, then drop that question. If something will not change, such as the location of your conference, don’t ask about it.

The key is to keep the survey short and only ask questions that bring new insights or are needed for comparison with previous surveys. If possible, design the survey to use the information that you can collate for each member and non-member, such as events you know they have attended for example. It would mean you do not have to ask them first if they attended the event when asking about event value. The more the survey questions reflect what you know about each respondent the better the completion rate.

Fully understanding the membership environment is valuable for many reasons. And it is essential for developing an effective member needs survey.

Melissa Teates, CAE

Melissa Teates, CAE, is the principal and chief research officer at Worthwhile Research

A NEW REPORT SHOWS WHAT MEMBERS VALUE MOST

Wed, 11 Nov 2020 05:52:02 GMT

Members continue to engage with their associations, even in crisis, according to a new report, which reveals a surprise top member benefit and one that is rapidly emerging. Here are some insights to light the way forward.

A new report from software provider Community Brands, Association Trends 2020: From Disruption to Opportunity [PDF], finds that despite the many challenges this year has brought, member engagement continues to grow and loyalty to associations is strong.

Fifty-one percent of members surveyed said their association is more important to them today than before the pandemic. And they’re willing to pay for it: 74 percent of members whose employers pay for all or part of their membership dues said they would still renew their membership even if their employers stopped contributing.

Good news.

I reported on similar findings from Marketing General Incorporated’s (MGI) recent Association Economic Outlook Report, which also affirms growing member engagement in the face of adversity this year. It notes that 69 percent of association professionals who responded said they had seen a marked increase in the level of member activity and engagement in their organization.

VIRTUAL ENGAGEMENT A main reason members are engaging more, the Community Brands report states, is all the virtual opportunities associations have rolled out during the pandemic. Virtual conferences have made it possible for members stay involved from a distance, but the report shows that they increasingly value other ways to connect and learn virtually year-round. Offering more personalized options like online networking, continuing education, and social networks—in addition to large virtual events and webcasts—will be key to keeping members engaged, the report states.

A SURPRISING TOP MEMBER BENEFIT The recent presidential election highlighted the importance of understanding demographics and the role they play in influencing outcomes, and these are just as relevant in analyzing membership nuances. Black and Hispanic members, who tend to be younger, are more engaged than their white counterparts, the Community Brands report shows, and they are more inclined to value their association now than before the pandemic.

Black and Hispanic members also value certain benefits at significantly higher levels than white members. For example, they rank code of ethics information among the top five benefits they value most. (If you need any tips for updating your code of ethics, a recent Associations Now post has some helpful suggestions).

CAREER OPPORTUNITIES ARE KEY Members continue to value the job and career advancement opportunities associations offer. Interestingly, the association professionals surveyed in the study rated these less valuable than members did. With the unemployment and career challenges this year has brought, it is critical for associations to focus on these benefits when members need them most, the report states.

MGI’s recent report shows that many associations are already on the bandwagon. Eighty-four percent of respondents said their association plans to increase virtual professional development opportunities for members.

As I reported in the current issue of Associations Now magazine, the Council for Exceptional Children surveyed 26,000 prospective members it attracted with a free membership promotion to find out what was most valuable to them during the trial period. Eighty-five percent of respondents said online training and webinars were most beneficial. Sheri Jacobs, FASAE, CAE, president and CEO of Avenue M Group, told me that retraining and access to processes or standards will remain highly valuable, and associations are well positioned to meet those needs.

Challenges create opportunities, as we have learned many times over this year. These recent findings show that associations have incredible staying power and that members need them now more than ever. It’s time to really understand what members want and need—and give it to them.

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

EventsAIR wins Best Event Management Platform in Event Technology Awards 2020

Wed, 11 Nov 2020 04:52:18 GMT

LONDON, UNITED KINGDOM – 09 November 2020 –– The EventsAIR 6th Generation Event Management Platform won Best Event Management Platform at the 2020 Event Technology Awards (ETA). ETA recognizes the best in event technology.

Trevor Gardiner, CEO of EventsAIR, says the award affirms their commitment to continuous improvement and innovative business processes, and recognizes the achievements of EventsAIR in the research and development of event management software.

“We are very honored and humbled to win this prestigious award and congratulate all the nominees. I would like to dedicate this award to our hardworking team who work tirelessly to design, develop, and deliver great software so that event planners can add value for their attendees and delegates,” says CEO Trevor Gardiner.

The EventsAIR 6th Generation event management software is built on the latest web architecture and delivers a comprehensive suite of event management tools that is trusted by event planners around the globe. Its recent addition to the platform is OnAIR, allowing event organizers to run virtual events with ease.

“In a changing event climate, having the ability to deliver a great event experience is still at the heart of every professional event organizer and although in person events remain top of mind, it’s time to look at ways to deliver great content while keeping your audience engaged in new and exciting ways whether it be virtual or hybrid,” said EventsAIR Global Sales and Marketing Director Joe Ciliberto.

The EventsAIR platform has been designed by event planners for event planners and has evolved thanks to the feedback and support from our loyal customers plus our dedicated EventsAIR team who makes it happen every day.

About EventsAIR

EventsAIR has been at the forefront of Event Technology and Innovation for over 30 years, continually pushing the boundaries of what an event management platform can do. Built by event planners for event planners, EventsAIR is a secure, scalable, cloud-based solution that can manage everything from in-person, virtual to hybrid conferences, meetings and events in a single online platform – anywhere, anytime and on any device. In use in over 50 countries by multi-national corporations, professional conference organizers, government departments and tertiary education institutions, EventsAIR is also used in global congresses such as G20, APEC, CHOGM and ASEAN, as well as sporting events like The Olympic Games, World Rugby, Commonwealth Games and Pan Am Games. EventsAIR is trusted by event professionals around the globe. For further information, visit www.eventsair.com

AuSAE Member Chat Series – Half an Hour of Power with Ken Griffin

Tue, 10 Nov 2020 23:04:05 GMT

Welcome back to our AuSAE Member Chat Series – Half an Hour of Power. This week we are delighted to have sat down with AuSAE member, Ken Griffin, Chief Executive Officer, Australian Primary Health Care Nurses Association.

In a short 30 minute interview we discussed four key questions with Ken to reflect on the last six months and look forward to the future.

What do the next 6 months look like for your association and your members

From our association’s perspective the next 6 months will be an opportunity to harness and grow on the foundations we have already created this year. Our key focus will be reflecting, refining and creating a strong member value proposition as we move into a new stage of this crisis. This year has provided us all with the opportunity to stop, think and redefine what we can provide and what value we contribute to our membership communities.

This year we have been able to increase our advocacy impact and play an important role in the development of health strategies in Australia, raise our profile with government, broaden our stakeholder network and ensure the voice of our members is being heard.

I believe every Association CEO is grappling with the same set of issues from an internal team perspective – how do we keep staff engagement high and provide support during a time where uncertainty and the unknown is all we know. We are based in Melbourne which adds further challenges. For our team, over the next few months my goal is to provide as much certainty and control where possible.

From our members’ perspective this year has been frantic, overwhelming, and difficult. They have had to adapt quickly and will continue to do so as this crisis continues to unfold. Our members’ focus and attention is now turning to the COVID vaccine and the role they will play on the frontline of administering this, and the impact on the health care system of avoidance on chronic disease management during the time.

Areas of concern

Our biggest concerns moving forward will be the policy surrounding telehealth for nurses and extension of funding as well as key budget priorities and the impacts on our members.

Like most associations the changing landscape of events and our delivery of member value is also a concern. The days of gathering large groups of members are gone and it’s time for associations to reimagine their modes of delivery. We will seek to understand members – their priorities and expectations and form our strategy from here.

Areas of opportunity

We have some key areas of opportunity and we need to use this time to effectively prioritise and utilise the advantages we have been given this year.

At an advocacy level we will play a large part in the development of primary health care strategy for the next 10 years.
For all of us, geographic barriers have well and truly been removed during this crisis. This opens a doorway to new ways of recruiting and retaining new talent into the sector. Over the coming months as organisation’s restructure and people reassess what they want to do, associations and not-for-profits have a great opportunity to harness this talent in the market.
The innovation that comes from difficult times is something I’m particularly passionate about. The new tools and technologies that will be available to businesses to refine efficiencies and increase organisational performance and growth is exciting. This innovation will help us to better manage remote workforces, help to make people more efficient and help us to communicate and interact with each other better than ever before. What we’ve seen in the past year is just the tip of the iceberg in where we will go.

Celebrated moments in the past six months

Our association has managed to retain all roles, and we have been able to grow our headcount during this time.

We are about to enter a concerning workforce issue, as students graduating this year are unable to graduate because they haven’t met their placement hours. During this time we have partnered with Monash University to secure 175 placements for students so they can graduate as scheduled.

I think what we are all proud of and what we have celebrated across the team is that when it counted we’ve been there for our members, representing their voice and being their anchor through all of this. At the end of the day – that’s what associations are here to do and we couldn’t be prouder to represent our members during this time.

Membership Renewal Strategy: The Top 6 Reasons Your Members Don’t Renew

Wed, 04 Nov 2020 18:44:05 GMT

Member retention: It’s always on our minds. And in 2020, that’s truer than ever. When people face so many competing demands for time, attention, and money, how do you plan to get your members to stick around?

Your membership renewal strategy is a critical component of revenue — and when it’s neglected, your association risks undermining your financial health and overall ability to serve members for the long term.

The 2020 Membership Marketing Benchmarking Report asked associations why they think members don’t renew.

If you’re wondering how to attack the retention question this year, these stats are a pretty good indicator of where you should start. While a poor retention rate is bad news, the good news is that each reported reason is addressable.

This is precisely why you can, and should, be addressing the top six reasons associations believe their members aren’t renewing:

43% of associations say it’s because of a lack of engagement with the organisation

Note: This number is growing – up from 37% in 2018 and 41% in 2019.

29% of associations feel members don’t renew due to budget cuts/economic hardship of company
28% of associations report that members couldn’t justify membership costs with any significant ROI
25% of associations believe it’s because members left the field, industry, or profession
25% of associations say it’s because members forgot to renew
25% of associations find it’s because of a lack of value

(By the way, Marketing General Inc. added that although they conducted this research prior to the global pandemic of COVID-19, this report explores core foundations that “predict whether or not an association’s membership will thrive going into the future.”)

Based on this list, there are obviously some common problems that plague associations. We’re not telling you these problems will be quickly solved – they’ll require serious attention from your association – but they can be solved.

Let’s go through and address each issue and how it can be fixed.

REASON #1: LACK OF ENGAGEMENT WITH THE ORGANISATION

Engagement has a serious impact on retention. According to the report, the biggest reason members aren’t renewing is because they don’t feel engaged. Focus on improving engagement as a part of your membership renewal strategy, and you’ll see improved retention.

Also? A reported 24 percent of associations do not have a tactical plan to increase engagement. If that’s you, or even if you think your members are pretty engaged, this is an area where you should be focusing if you want your members to stick around.

How to fix it: Get your members engaged

Center your focus: To start solving this problem, you first need to recognize that engagement is a real need for your members (and it’s also not going away).
Next, recognize engagement as a top priority in your organization. It’s not about blasting your members with content that may or may not be relevant to them. It’s about finding out who they really are, what they want, and providing it to them at the right time. (More on this below)
Embrace engagement technology tools: Dedicated engagement software, like online community and automated email campaign platforms, can help you get members involved.
Build an online member community: An online community for your members helps you engage your members, by giving them a specialized space for connecting with both you and other members. Discussion threads, resource libraries, gamification rules, automation rules – these are just a few of the built-in tools at your service to get members interested and draw them into participation. See how other associations are using their communities to support members during COVID-19.
Automate your emails: Use automated email campaigns to send more targeted and personalized messages to all segments of your membership, increasing the effectiveness of your communications.

With these types of powerful data-driven tools at your fingertips, you’re now engaging members with highly relevant content that inspires them to engage (since you’re targeting them based on what they were already interested in).

REASONS #2 AND #3: BUDGET CUTS/ECONOMIC HARDSHIP OF COMPANY OR LEFT THE FIELD, INDUSTRY, OR PROFESSION

Of the six retention issues, this one will probably be the toughest for you to solve, since these reasons for not renewing are external. That being said, the best way to meet these kinds of retention issues is to make your association membership so valuable that dropping it is out of the question, even during this tough time.

How to fix it: Make member success your top goal

One of your top goals to address leaving the field should be to provide members with the resources they need to succeed in the industry.

Make joining your association equivalent to becoming the best in the field, so members are empowered for success in the long-term.
Again, look to engagement tools to help you with this task. Higher Logic’s online community software has networking tools, mentoring opportunities, learning management systems, access to experts, etc. and members can build the network they need to be empowered and well-connected in the field.

Bonus: You could try restructuring your dues or creating special dues offers to encourage members to renew. Again, this isn’t going to be the strongest approach, since if members don’t see value, a lower price won’t be extremely convincing. Marketing General Inc.’s report provides a helpful analysis on successful strategies for association due discounts, so refer to the report for those strategies.

Don’t miss our eBook: Streamline Your Membership Renewal Process: Go From Outdated to Automated.

Overall, the best defense against this retention issue is going to be your engagement and value offense.

REASONS #4 AND #5: UNABLE TO JUSTIFY COSTS WITH SIGNIFICANT ROI OR LACK OF VALUE

These reasons are combined, since they’ve got similar root causes and solutions. Between 20 and 30 percent of members aren’t renewing because they don’t see value in paying for your organization. Since we both know your association offers amazing member benefits, the problem may simply be miscommunication.

Providing value to members entails a few key communication needs:

You know what value members expect from joining your organization.
You communicate where and when they can get what they want.
You make what they want easily accessible.

How to fix it: Cover the common bases

Of course, there are a few buckets of “association membership value” you can generally expect members want, such as professional development, networking, or certification in the industry. From that perspective, here are a few practical ways to provide more value to your members, using engagement tech:

Match each need with a tool:

You know you have a network of amazing members that want to connect and mentoring each other. Give them a way to connect from anywhere in the world by developing a mentorship program through your online community.
If you have an excellent webinar series going on, give members an event calendar in your community where they can immediately see all the learning opportunities that are available.
If you offer incredible advocacy power, connect with them through your community so they understand you’re accessible.

How to fix it: Meet individual needs

But how can you know what members want, specifically, without undertaking a significant project where you ask each one individually and start catering to their unique requests?

Look to the data: With automated email campaigns, you can gather important engagement data. Your goal of providing members with relevant value is no longer based on guess-work or intense research. Your content is based on real, active data points that inform how you engage with them.

For example, if a member engages with your emails and visits pages on your website about a certification you offer, you can continue to nurture this interest by providing them with more information in an email nurture campaign. You act on the cues they provide and share the content they want.

Review conversations: What are members talking about in your online community?

Don’t let your members leave your association without a clear understanding of the value you offer. Make sure you’re communicating the value you have and the value they want. This is a key piece of your membership renewal strategy.

REASON #6: FORGOT TO RENEW

No, no, no. You can’t let members forget that renewal is coming up. This is due to a lack of action on the part of the association (unless the member dropped off the face of the earth and stopped checking their email for three months). Your members should decide not to renew for a good reason, not because you allowed them to forget.

How to fix it: Notify members about renewal

Put renewal on auto-pilot: Maybe your staff is too busy to notify each member about their renewal expiration, but if that’s the case, you need to adopt technology to help you streamline the membership renewal process. Once you’ve created your amazing automated email campaign for renewal, you can set these renewal campaigns on annual autopilot.
Automated campaigns take care of your repetitive tasks like renewal reminder emails, and they’re more efficient, too. Your staff will save time that they can use to reach out to members and make those personal calls that make a difference for key members.

These automated email campaigns will build on your engagement and value strategy well. You’re not only providing value to members, you’re letting them know when they’re about to miss out.

MEMBER RETENTION IS IN YOUR HANDS

Members deciding not to renew isn’t a problem you’ll ever solve once and for all, and retention isn’t something you can keep at 100 percent. But you can take control of the problem by addressing the top reasons members don’t renew.

Engaging your members, communicating your value, providing tools for member success, and reminding your members about renewal are just some of the ways you can affect your retention rate for the better.

But either way, the majority of the stats we shared from the Membership Marketing Benchmarking Report are really about how your members perceive the value of their membership with your association.

You could be offering what you think are the best membership benefits in the world, but if these benefits aren’t what your members are looking for, they won’t value them. Furthermore, they may not be willing to pay up when it comes time to renew their membership.

So, how can we bridge this divide between what you’re offering, and your members’ expectations?

We need to take a member-first approach, and we’ll get there through: 1) research, 2) refinement, and 3) follow through.

FOLLOW THIS 3-STEP PROCESS TO REFINE YOUR ASSOCIATION’S MEMBERSHIP BENEFITS (AND IMPROVE YOUR MEMBERSHIP RENEWAL STRATEGY)

1. Research: Find Out What Your Members Value

Your members join your association because they think they’ll benefit from the membership. If they’re not renewing because they’re not getting the benefit they expected, it’s time for you to do some digging.

Finding out what your members need and want from your association is as simple as asking them. But how do you ask them? Try these suggestions:

Online Community

If you have an online community, this is a great place to get to know your members. Even without asking for it, you’ll get feedback. They’ll share their needs, interests, and problems as they engage with their fellow members, and you get to hear it all because your organization owns the conversation.

You may want to ask some specific questions about your membership. In this case, it’s usually most productive to reach out to a smaller group of members. Ask if these members would be willing to participate in a focus group. Your focus group can be a private sub-community, open only to those who accepted your offer. Ask honest questions and request honest answers. Try these on for size:

Do you think membership with our association is worth the dues you pay? Why or why not? (Explain)
Is being a member of our association what you thought it would be? Why or why not? (Explain)
Is there anything you could use or benefit from that we don’t currently offer? What’s missing? (Explain)

Email Campaigns

Sometimes your method of asking doesn’t have to be obvious. With marketing automation, you can run email campaigns that collect members’ activity on your site. This allows you to start personalizing their experience based on what they truly need. When you have the data in aggregate, you can analyze the most popular links clicked and most common web pages visited and infer what your members want to see more of.

Individual Outreach

Sometimes a little anecdotal evidence is helpful for justifying change. Contact a selection of new, lapsed, and long-time members, and ask them about their experience with your association. Get the details on why they joined, stayed, or left. Of course, don’t base changes to your membership solely on this feedback, as it might not be what everyone thinks or feels. But you can use their feedback to confirm things you’re already finding in your other research.

Next, it’s time to do something about all these cold, hard facts.

2. Refinement: Rework Your Offerings

Depending on what you heard from members, you might need to keep up the good work, communicate what you’re offering more clearly, make your membership benefits more accessible, or change it completely. It’s likely you’ll need to do a mixture of all four. The bottom line is to use the research you’ve done to make sure your value proposition is answering their biggest needs.

Here are 6 ideas for indispensable association membership benefits.

Take their feedback and start a working group within your association – think about how you can better meet their needs. You might find that you need a new tech tool or a bigger investment in marketing to deliver a more personalized member experience.

For example, if you hear members say, “I thought I’d have tons more networking opportunities than I do,” it might be time to invest in an online community and give members the connection they’re craving.

Especially when in-person events aren’t possible, an online community is available year-round. Generally at no cost to members, it can be a great tool for linking members up with the right mentors or volunteers to fuel their professional growth.

Or, if you’re hearing members ask for more relevant content, maybe you need to invest in a marketing automation tool that you can use to personalize and target the communications they receive.

With the right tweaks, you can give your members the value they want.

3. Follow Through: Communicate and Check In

Any basketball or tennis players out there already know: follow-through is key to a good shot.

Once you’ve finished refining your membership program, you’ve got to follow up with members to let them know you’ve made changes and to make sure they’re happy with what you did. It’s imperative.

Communicate

Instead of jamming every benefit you offer into one email, spread it out. Try creating a series of emails to welcome new members to your association, and create the workflow based on their interests.

For example, if they’re really interested in your online community, guide them to participate in your mentoring program through the community. If they only read information about your advocacy efforts, give them more content about how to sign up.

Check In

This piece echoes the research you did in the first step:

Convene your online community focus group again, or better yet, ask a new set of members if they think the revisions will meet their needs
Run another drip campaign through your marketing automation platform to survey members about the feedback, and schedule one-on-one calls with those who seem particularly interested
Follow up with the same group of individuals you interviewed and ask how they like the changes (and if they heard about them)

POSITION YOUR ASSOCIATION FOR SUCCESS IN 2020: HELP YOUR MEMBERS HELP YOU

If you want members to stick around, you’ve got to help them. And by help them, we mean both help them see the value of being in your organization and literally help them – that’s why they joined your association in the first place. They were looking for something. Something they thought you could offer. But if they’re not renewing, they didn’t find what they were looking for, or even an unexpected value that made it worth staying.

You need to know what your members want from their association membership in order to deliver on that value.

So, dig in, and really get to know your members and how you can best serve their wants and needs. This is your key to creating a member experience they’ll find worthy of holding on to.

Melanie Bond

Manager, Strategic Services

Melanie is Manager of Strategic Services at Higher Logic. Melanie advises clients on community management strategy and best practices for building a highly engaged and successful community. Prior to Higher Logic, Melanie worked at WeddingWire as a Senior Customer Success Manager.

SIX WAYS TO MAKE NEW-MEMBER DIGITAL ONBOARDING A SUCCESS

Wed, 04 Nov 2020 03:56:23 GMT

Wondering how to show new members the most value during digital onboarding sessions? Here are six tips to make them aware of all the benefits that can help them maximize their membership and—ultimately—prompt them to renew.

A thread in ASAE’s Collaborate community [member login required] asked for advice on conducting successful digital new-member onboarding sessions and how to facilitate the conversation to give members the most value. Lia Zegeye, senior director of membership at the American Bus Association, offered some excellent suggestions on what has worked well at ABA since the pandemic began. I followed up with her to learn more.

ABA is a trade association representing many parts of the travel industry—including bus operators, tour operators, lodging, attractions, and more—and its members have been hit hard by the pandemic. Like many other associations, ABA has been working tirelessly on the advocacy front to support the industry, and the membership team is leveraging that work to recruit new members. Once they are on board, Zegeye shows them all the benefits of membership they might not know about, customized by member segments.

Showing members value at the outset is paramount, Zegeye said. Her mantra: “Keep it clean, concise, and easy to digest.” Here’s how she and her team do it.

Make it personal. Zegeye conducts the onboarding webinars herself. “It’s a great way for me to connect with our members,” she said. The webinars immediately put a face with a name, and members are more likely to reach out to her directly with questions about the webinar. The digital onboarding has also been a good way to keep members updated on new programs in real time. Zegeye easily updates her PowerPoint slide deck and is good to go. “Mailing out packets has become a thing of the past,” she said.

Show, don’t tell. The onboarding session includes a short promotional video from ABA’s tradeshow, providing a personal testimonial about the value of the event from a member’s perspective. It shows why the member is there and how they benefited from attending. Zegeye said she often gets thank you notes from webinar attendees who say, “Wow, I had no idea you guys did all of these things!”

Guided website tour. During the webinars, Zegeye walks new members through key parts of ABA’s website, like where to access a government affairs report or how to edit their company’s description in the membership directory to market themselves more effectively. With the travel industry lagging, it’s a good time for members to update their information so they can hit the ground running when the industry kicks back into gear, she said.

Engage with social media. Zegeye shows new members all of ABA’s social media platforms during the webinar and asks them to follow ABA from the start. Members tend to gravitate toward Facebook to discuss their challenges, which gives the membership team a good way to tap into what members are experiencing and engage with them in a meaningful way, she said.

Share incentive programs. ABA has a member-get-a-member incentive program. Any member who brings in a new member gets a $50 gift card and is entered into a raffle with a chance to win $1,000 at the end of the year. Letting members know about incentives from the beginning means it’s on their radar from the start. “Your members are your best ambassadors” for recruiting new prospects, Zegeye said.

Highlight social responsibility. Remember to include information on social responsibility programs, such as local community service projects at events. Through its ABA Cares program, ABA conducts fundraising events for a selected charity in the city that hosts its annual tradeshow. Talking about these programs during an onboarding webinar shows new members “you are more than just an industry,” she said.

“We all have a wealth of information to share with new members at an early stage,” Zegeye said. “It’s all about how they can maximize their investment.”

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

MEMBERSHIP RESHAPED BY CRISIS

Wed, 04 Nov 2020 03:30:49 GMT

It’s telling that when a pandemic hit, many associations moved immediately to get their members what they needed as fast as possible. This shift to quickly delivering value will be key to maintaining membership through the crisis and in the long run.

When COVID-19 hit, one of the first things the Council for Exceptional Children did to support its members was to give away as many pertinent resources as it could—recorded webinars, journal articles, and more—and then use the value of those resources to seize a membership opportunity.

CEC created a free membership promotion that would give new members access through the end of the year, and about 26,000 special educators took advantage of it. So far, CEC has retained nearly 20 percent of the members who came on during the free trial, says Executive Director Chad Rummel, CAE.

Once they saw a spike in interest that nearly doubled their membership, they began to wonder why those people weren’t already members. “As we began talking to and surveying them, I was extremely excited to see how they identified an untapped need for professional development that I know we can provide,” Rummel says.

COVID-19 has already had an enormous impact on membership, and how the future plays out is going to be different for each organization, says Sheri Jacobs, FASAE, CAE, president and CEO of Avenue M Group. But, she says, “I believe there are pandemic habits that are here to stay.”

Jacobs compares the decisions many members will have to make about how they spend their organizational budgets to managing a household budget. They will assess what they really need and what they can do without. Many association members will likely need a different set of skills than they needed before the pandemic, because the way many professionals do their jobs has changed dramatically.

“There’s going to be a significant increase in certain kinds of retraining, or new skills, or access to processes or standards that members are going to find very valuable and are going to need,” Jacobs says. “That’s a positive that presents a huge role for associations.”

The challenge is in how to package and deliver the new offerings, especially when association budgets are slashed. Jacobs says it goes beyond planning virtual events and asking: How do we get quick, easy, and reliable answers and new ways to work out to our members?

What Do Members Need Right Now?

One of CEC’s solutions was a new online training program called QuickTakes—short, on-demand mini-tutorials that focus on specific topics—to quickly address pressing issues for members, such as online privacy for students. Rather than planning a 75- to 90-minute webinar, the QuickTakes sessions run eight to 20 minutes and provide fast and highly relevant answers for members with more agility than a webinar.

At the end of the free membership offer, CEC surveyed the 26,000 participants to ask why they took advantage of it and what they found most beneficial. Over 85 percent said it was the online training. Rummel says the team took that feedback and did a deep dive into their membership package offerings, which they determined were structured more around discounted add-ons than professional development opportunities. So they changed their membership packages.

Now CEC has three tiers of membership built around valuable content. The first tier offers access to members-only content and the in-house QuickTake video series. Middle-tier members get access to all recorded webinars in the library. And the top tier allows unlimited access to all CEC’s live webinars. In addition, they used this jumpstart to launch a learning management system and their first five-part synchronous course, a timely resource designed for new teachers in the post-COVID classroom.

Rummel says members’ professional development needs should be addressed not just at the programmatic level, but also in membership offerings. “These can’t be seen as just add-ons when they are so fundamental to why members come to our associations,” he says.

THERE IS NO PLAYBOOK

Staff and volunteer leaders at the Association of the Wall and Ceiling Industry spent the last year anticipating an economic downturn, although not to the degree of the current crisis, says Chris Williams, CAE, AWCI’s director of membership. AWCI repositioned its messaging when the pandemic struck to emphasize that it was there for members through good times and bad. The staff was confident in the association’s value to members after a 2019 focus group where members said their dues payment gave them a significant return on their low initial investment.

Based on the organization’s position as the networking hub for the industry, a message of “Together We Are AWCI,” and the proven value of their dues payment, Williams says, “I believe we’ll be able to meet our recruiting goals even in the face of economic hardship.”

AWCI will keep its dues as-is through the 2020-21 membership year, but it plans to help some of its chapters spread out their membership dues throughout the course of the year. Chapters collect dues from members and pay a portion of each member’s dues, in one lump sum, to the national office by July 1 of each year. AWCI is working with individual chapters to spread that lump-sum payment out over the course of the membership year.

This will likely be a popular trend, according to Jacobs, who says there is so much more opportunity to take risks that were unthinkable in the recent past.

There is no playbook, she says. Associations will have to plan for a likely dip in revenue while also offering members more flexible payment options and installment plans. “It’s what they’re comfortable with. It’s what they know,” Jacobs says.

AWCI is launching a new membership management system in March 2021, which will provide an entirely new and interactive experience for its members. AWCI will tout increased access to member benefits and virtual networking and promotion opportunities created by enhanced member profiles, directories, and more in the new system.

This is an opportunity to reinforce the actual value of not only AWCI membership, but association membership in general, Williams says.

“Membership isn’t an expense—it’s an investment in not only sustaining your business and your employees through this unique time in history, but positioning yourself to grow now—and as we emerge from the storm,” he says.

EXPECT THE UNEXPECTED

Nothing has turned out as planned since the advent of COVID-19—and that includes membership numbers. The American Society for Histocompatibility and Immunogenetics actually saw an increase in membership, with 100 new members joining since the same time last year, says Kathy Giovetsis, CAE, ASHI’s executive director. She attributes the growth to members’ need for ongoing education and continuing education credits.

Rather than immediately changing ASHI’s dues structure because of the pandemic, Giovetsis’ team continues to analyze and reevaluate the membership categories and benefits linked to each tier. For example, the technologist membership category was originally offered for the first three years of a technologist’s career, but it was extended to five years to better align with the career trajectory of technologists. Recently, the ASHI board decided to lift the five-year restriction altogether and allow technologist members to retain that level of membership indefinitely.

The unpredictable nature of the COVID-19 crisis has upended many sacred cows and forced everyone to crush the phrase “think outside the box”—maybe forever—with actions that go way beyond the brainstorming sessions and flip-chart purgatories of the past. Virtual events and webinars quickly became the coin of the realm, but Jacobs cautions that “it’s a dangerous thing to rely on what’s happening today,” because change is happening so fast.

Jacobs credits the speed at which things are moving for waking up associations and getting them to “try new things and let the market tell them what works.” She adds, “We made decisions on what worked in the past based on the opinion of the highest-paid person in the room.”

She sees a lot of “very smart” association professionals who have been waiting for permission to explore new ideas and innovative programs. Her optimism about the future is rooted in the knowledge that change is going to happen rapidly, and for the good.

“I am optimistic because I’ve never seen such a great need for associations to exist,” Jacobs says. “But I’m also realistic in knowing that it’s going to take many iterations. We are not going to figure it out right out of the gate. And we’re going to have to be strong as we figure it out.”

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

Time to get back to meeting face to face… in Sydney!

Wed, 28 Oct 2020 22:33:21 GMT

Whilst technology plays an important role when it comes to enabling communication, in-person networking is still the foundation of knowledge sharing, collaboration and innovation.

Virtual conferences, online seminars and daily Zoom calls with our colleagues have been fundamental in staying connected in the current environment. But while we’ve seen exponential growth in digital tools and platforms to make this possible, face-to-face meetings remain catalytic to the kinds of conversations and collisions that spark future innovation.

Sydney’s business events bidding specialists BESydney have kicked off an integrated marketing campaign to boost confidence, focusing people’s attention away from Zoom and onto back booking meetings again.

Launching the It’s got to be Sydney campaign NSW Minister for Jobs, Investment, Tourism and Western Sydney, Stuart Ayres said that now is the time for organisations to begin planning their meetings and events for next year, as the government continues to ease restrictions across a range of venue categories.

“It’s now crucial for the business community to be able to get back on its feet, to collaborate, share ideas and do business in person once again and we’re working hard to provide as many opportunities as possible to achieve just that. Zoom meetings only get you so far.

BESydney CEO Lyn Lewis-Smith said: “In our work securing Sydney hosting rights for global conferences and incentives over the past 50 years, BESydney has been at the forefront of promoting, protecting and growing our city’s reputation as Australia’s premier destination for business visitors.

“It’s got to be Sydney is about hope,” Ms. Lewis-Smith added.

“This campaign is filled with optimism for a new COVID Safe future, where our expert Australian business events sector is once-again delivering safe ways for business gatherings to get people making real connections off-Zoom and face to face.

The Why Sydney? proposition is delivered in a punchy promo video jam-packed with reasons. Whatever you love – great places to eat and drink, the arts, festivals, noisy debate – Sydney’s happy collision of ideas and people often provides a twist on what’s trending elsewhere.

For access to Sydney’s expert business events suppliers, tips and inspiration, visit www.meetinsydney.com.au

3 WAYS TO GENERATE NON-DUES REVENUE

Thu, 22 Oct 2020 18:37:40 GMT

The American Society of Association Executives (ASAE) Foundation regularly reports on association sources and ratios. According to a November 2016 report, revenues from membership dues were down to 45% of total revenue for trade associations and a meager 30% for professional associations.

Advances in technology have opened new doors of opportunity to drive non-dues revenue. Let’s take some lessons from the business world and leverage them into association revenue ideas outside the traditional membership fee.

PODCASTS

For those who may not be aware, podcasts have enjoyed an enormous surge in popularity. At least 112 million Americans have listened to podcasts, a figure up 11 percent from 2017, with 67 million listening to podcasts every month.

Podcasts supply an affordable way to drive content and engage members, as well as generate non-dues revenue. Talk about your association and its particular industry and benefits. Interview key association members on topics relevant to your membership. After you have a following, you may even consider charging to have some members or partners interviewed on the podcast.

As your podcast grows in popularity, especially a wide local audience, you could look into sponsorships from other related businesses. Sell banner ads or even mentions in the podcast itself.

Podcasts also supply an opportunity to collect new membership leads. End each broadcast with a way listeners can find out more about your association and its benefits.

A YOUTUBE CHANNEL

Depending on your association’s purpose or related industry, you can produce how-to or promotional videos and post them to your association’s own YouTube channel. Once a channel reaches 4,000 watch hours in the previous 12 months and 1,000 subscribers, it is eligible for the YouTube monetization program.

YouTube also allows you to produce a live feed with up to 6 cameras that you control, for little to no cost. Imagine a world where you can do live telecasts at your events or interviews. And yes, even your podcasts can live on your YouTube channel.

This combines publicity for your association with non-dues revenue. Win-win for everyone, especially your association members. And why not be the first association in your area with your own YouTube channel?

A LA CARTE MEMBERSHIP PERKS

Why not utilize the base of people that you are already engaged with to create non-dues revenue by expanding your offerings with a la carte purchase opportunities? Possible perks that could be available for an ongoing or one-time additional fee include:

Educational events that offer industry certification or earned credit
Listings in or access to an exclusive job board
Consultation with an expert who holds a broad appeal
Access to association resources (such as a state-of-the-art lab or online catalogs)
Paper copy of online resources (nominal fee)
Paid access to one-time or multiple direct mailing list
First look at market research
Opportunity to send out surveys or marketing materials to members
Access to pertinent industry data
Listing in an associate member directory

This is another great opportunity to look at what you’re offering those associate members. Some services might work well as a free membership perk while others could be offered for an additional fee.

Your association type and purpose will dictate which of these association revenue ideas will work for you. Whatever you decide to do, it may require a deeper dive into your association culture and structure.

This blog was originally published by CIMATRI. CIMATRI delivers cost-effective, efficient solutions that optimize your association’s technology for complete digital transformation, and you can learn more about their offerings on their website.

ASHLEY NEAL

Content Intern at AssociationSuccess.org | ashleyneal@associationsuccess.org | Website

Ashley joined the AssociationSuccess.org content team in March of 2020. Having previously interned with Innovative Advertising, a division of People Who Think, LLC, Ashley discovered her love for mass communication through hands on experience. Ashley is passionate about making a safer, and healthier environment through education, and does what she can to make the world a better place.

HOW TO BRING INFLUENCERS INTO YOUR ASSOCIATION’S ADVOCACY EFFORTS

Wed, 14 Oct 2020 22:24:54 GMT

Influencers can drive a lot of attention and engagement toward your cause. But for the partnership to work, it takes the right influencer and an association that knows how to negotiate and collaborate effectively.

When thinking through your cause-marketing strategy, working with an influencer might not spring to mind. But influencers are powerful persuaders who have built trust with their audiences. On top of that, influencers tend to prioritize authenticity—a useful trait for cause marketing—says Kristy Sammis, executive director of the Influencer Marketing Association.

“A lot of influencers won’t take work if it doesn’t make sense for who they are,” she says. Consider these tips to find the right influencers for your cause-marketing efforts and how to collaborate with them effectively.

LOOK WITHIN

Before venturing out into the world of influencers, take a look in-house—the right influencer could be a member of your organization. “I guarantee that any association has members who are natural advocates, because they’re already members and they have a good following across social media,” Sammis says.

If a member has a strong online presence, ask if they would be willing to advocate for your association and its cause. To promote participation, you could offer member incentives such as discounts and special benefits, similar to a member referral program.

SEARCH WITH FOCUS

If you look outside your association, you’ll want to find an influencer who naturally aligns with your cause, not just someone with a large following. Instead of mass-emailing stock messages to a bunch of popular influencers—which Sammis calls the “spray and pray” method—identify ones who fit your niche and reach out to them.

A simple online search is a good place to start. To narrow your search, check Twitter and Instagram to see who’s been using hashtags that relate to your cause or organization.

Take advantage of tools that go deeper: The free site Upfluence offers an influencer search tool, and Influence.co provides a platform where you can build relationships with influencers. Platforms like these offer data on an influencer’s performance, so you’ll get a sense for how effective his or her messaging is. As you search, keep in mind that featuring diverse and underrepresented voices will benefit your organization, as inclusive marketing is on the rise.

Once you’ve identified candidates, do your research: Look at their entire social media presence to make sure they are truly compatible with your association’s message.

“Even if you’re expecting them to post on Instagram, see what they’re saying on Twitter,” Sammis says. “It’s about looking at the whole picture.”

FIND AN INFLUENCER WHO PRIZES AUTHENTICITY

In cause marketing, you’re asking an influencer to advocate for a cause, not a product, which is why the message needs to be genuine. Sammis says influencers who post only sponsored content might not be your best bet because the message won’t seem as authentic.

Look for someone who populates his or her feed with a balance of sponsored and nonsponsored content—a sign that the influencer knows how to work with a brand while maintaining a distinct, authentic voice.

To see a successful example of this, look to the the Arbor Day Foundation, a nonprofit that partnered with popular YouTube content creators Jimmy Donaldson (better known as MrBeast) and Mark Rober on the viral #TeamTrees campaign, a fundraiser with the goal of planting 20 million trees. Donaldson’s and Rober’s positions as authentic, influential voices attracted major publicity and led to $20 million in donations in just a few months.

INVITE COLLABORATION

When approaching influencers, it’s useful to have a specific plan of action to present to them—where they’ll post, how often, the type of content, and so forth. But Sammis says that associations will not get the best out of influencers if they treat them as if they’re freelance copywriters or photographers instead of collaborators.

“Influencers love to be consulted, to be collaborative, and to be given the freedom to be creative,” she says. Give influencers a chance to push back on your original idea and offer their own, as they’ll be most effective when using their own words in a genuine way.

That said, cause marketing could have you talking about serious or sensitive topics, so it’s reasonable for associations to provide guidelines on tone, topics to avoid, and what language is appropriate.

NEGOTIATE WITH INDUSTRY BENCHMARKS IN MIND

It’ll help to have a sense of what to offer influencers based on their reach and what you’re asking of them. Sammis says while cost fluctuates from one influencer to another, an expected charge from a micro-influencer (someone with 10,000 to 50,000 followers) for a single Instagram post would be $300 to $500. Sammis says payment is usually preferred, but benefits such as a membership in your organization are appropriate as well.

Some organizations may bristle at paying an influencer on ethical grounds, but Sammis argues that it’s not payment for a glowing recommendation.

“You’re not paying the influencer for their favored opinion—you’re paying the influencer for their time, for their creativity, for the effort that they’re putting into this,” she says.

This article was sourced directly from Associations Now here, and is written by Michael Hickey.

THREE STRATEGIES FOR SELLING DATA-BASED DECISION-MAKING TO LEADERS WHO RESIST DATA

Wed, 14 Oct 2020 22:21:02 GMT

In the first of our three-part series about data today, we invite people who typically make gut decisions to consider the value of data-based decision-making. How do you win over the skeptics? Read on for a few ideas.

COVID-19 has made the case for the value of data-based decision making to many association pros who might have previously missed it. After all, given the precarious situations the pandemic has created, who wants to be caught guessing?

“If you can understand the data behind a business and how it ties to the operations, you could really understand how to control the outcomes you’re going to get,” says Association Analytics CEO Julie Sciullo.

Still, not everyone may be on board. So, how do you effectively connect with the stragglers? Sciullo offers a few ideas for selling analytics within an organization:

Narrow your initial focus. For many associations, trying to sell an analytics-based approach to a skeptical board or executive team means building a track record of success beforehand. “I would say start smaller, and start with whatever your main revenue driver is—so if you’re a trade group, with your event; if you’re a membership group, start with your membership,” Sciullo says. During this time, it’s best not to complicate things with data that goes too in-depth, she adds: “Start simple and then show the value.”

Present the data in a dashboard format. In the past, some people might have rolled their eyes at data in part because of the way it was presented—Sciullo notes that data can be twisted to support an argument. But presenting data in an objective dashboard format, she says, can offer a stronger baseline for understanding the state of your organization and its members—something many leaders struggle to capture. “It’s really hard to get a 360 view of your customers—I mean members and nonmembers,” she says. “Typically, you want to know just as much of your nonmembers as you do your members.” An objective data visualization can supply that comprehensive view because of the breadth of information at hand. When presented this way, its value is more likely to click with leaders. “There’s just like this lightbulb that goes off,” Sciullo says.

Set the example at a higher level. What if the data skeptics aren’t in your boardroom but on your staff? Executives need to set the tone. Sciullo cited an example of a client who now asks employees to study the data at meetings before pitching ideas, to ensure the ideas are relevant to the data. “They don’t go in and start an agenda until data is brought to the table,” Sciullo says. “And so if you don’t have data to support whatever you’re bringing to the table, it’s not going to be entertained.” This approach, she says, will encourage data skeptics at lower levels to take the research seriously “because you know your boss looks.”

Once everyone is on board with data analytics, she says, it can open up opportunities, something she has seen in many organizations that have invested in data analytics in the wake of COVID-19. Among other things, she says it discourages a siloed approach and allows decisions to be made from a position of offense rather than reflexively—which matters now more than ever.

“When it comes down to you and your organization and your members and, you know, your future as an association, you have to use your data,” she says.

This article was sourced directly from Associations Now here, and is written by Ernie Smith.

CREATE A YEARLONG EMAIL DRIP CAMPAIGN THAT ENGAGES NEW MEMBERS

Wed, 14 Oct 2020 22:11:10 GMT

Delivering useful, actionable information to members throughout their first year will have them ready to renew.

So you’ve got a bevy of new members in your organization. Great news—but keeping new members engaged until renewal isn’t easy. Associations must captivate new members throughout their first year to build their member base long-term.

“It’s about nurturing them in that first year because that is critical to them coming back,” says Rachael McGuffin, membership and community manager at the International Society of Automation (ISA). “You lose most of your members in that first year.”

A drip campaign is an effective way to engage members, as it delivers personalized, relevant information. Some organizations run drip campaigns that last just a few months, but research shows that new members respond best to a campaign that lasts their full first year and is delivered through email, as association leaders rated email as their most effective engagement tactic for new members. Use these tips as you create your own yearlong email drip campaign.

FOCUS ON NURTURING MEMBERS

The goal of a first-year campaign should be to provide members with essential information that will help them make the most of their membership. At ISA, members receive four emails, one per quarter:

The first is about getting started, showing new members how to set up their member profile.
The second is about making connections, offering information about divisions within the organization that members can join.
The third is about staying informed, explaining how to get the latest industry news and content that will help them professionally.
The fourth is about getting involved, detailing how members can volunteer at ISA.

“These emails actually had a higher open rate than any of our other emails at ISA,” McGuffin says, noting that this campaign’s key performance indicators (KPIs) exceeded industry benchmarks.

PROVIDE A CALL TO ACTION

Every email in ISA’s drip campaign directs members to a landing page with more information. Research shows that calls to action can have a dramatic effect on engagement—in some cases, a 371 percent increase in clicks.

“You definitely want your call to action right upfront,” McGuffin says. “It’s about giving them something to do.”

DON’T FILL UP MEMBER INBOXES

ISA’s new-member campaign is only one part of its communications strategy. Consider how frequently you contact members overall to determine an appropriate number of drip campaign emails. McGuffin has found that spreading out a small batch of emails across a full year has kept new members engaged without overwhelming them.

“Talking to members too much might scare them at first,” she says. “They’re also going to be getting emails about our products and services, so we have to be careful not to bombard them.”

The optimal email cadence will depend on your members, but organizations such as MarketingSherpa have found that most people would like to hear at least monthly from organizations they’ve done business with. According to SendGrid’s 2018 global email benchmark report, the nonprofit industry’s median monthly send rate is two emails a month.

TAKE ADVANTAGE OF AUTOMATION TOOLS

Email marketing automation platforms are powerful tools for drip marketing campaigns. You can set up a campaign that is triggered by a specific action—such as a member joining your organization—and from there, the series of emails is sent automatically. Each recipient is on his or her own timeline, so the message is always relevant.

USE SEGMENTATION TO PERSONALIZE MESSAGING

You can divide your group of new members into smaller groups based on location, age, areas of interest, and other factors. Many email marketing platforms let you segment your audience, so you can tweak your messages to cater to each group.

“It adds a whole new level of complexity, and if you are able to do that, I say go for that,” McGuffin says.

The result? Higher open rates and click-through rates, according to Klaviyo’s Email Segmentation Benchmark Report.

MEASURING SUCCESS

Email marketing platforms track metrics such as open rates, click-through rates, and bounce rates. Compare these KPIs against nonprofit industry benchmarks to get a sense of how your campaign is doing. This will help you hone your campaign so you can better engage future members. And if you’ve done new-member drip campaigns before, you can see if there have been year-over-year improvements in engagement and renewals.

This article was sourced directly from Associations Now here, and is written by Michael Hickey.

STRUGGLING TO MANAGE CHANGE? THESE 4 STRATEGIES CAN HELP YOUR ASSOCIATION ADAPT AND EVOLVE

Wed, 14 Oct 2020 19:01:21 GMT

Change is an unavoidable part of life.

Some changes are positive, like a brilliant executive taking the helm or a sudden flood of funding transforming your association’s capabilities. Others can be difficult, like an economic downturn that prompts layoffs. And other changes are more mundane but no less monumental, such as the emergence of technology or shifts in language.

To survive and thrive, associations need to have change management strategies they can count on.

Having a change management plan that supports employees will help your organization evolve.

Have a clear objective

By its very nature, change is disruptive. Before asking your entire organization to change its daily operations, it’s crucial to identify and articulate a clear objective.

Employees and members need to understand why the proposed change matters, what it will accomplish and how it will strengthen the organization in the long run. When organizations skip this step, widespread dissatisfaction can swiftly spread.

If you can demonstrate how a proposed change aligns with your association’s core purpose, you might be surprised by how quickly people adapt.

Get the right people involved

Change isn’t just about telling others to do things differently — it also means listening to people with direct involvement in processes and trusting their expertise.

When guiding an organization through a period of change, it’s important to make sure the right people are involved.

This doesn’t exclusively mean C-suite leaders.

While some changes will be internal, others might even benefit from other sources of input. If your association is considering two equally promising courses of action, you could poll members or even the public to decide. The nature of the change at hand will help you determine who is best positioned to weigh in.

As a general rule, the right people will bring lived experience, knowledge and insight to the table, helping your association to successfully move forward.

Have an inclusive mindset

Thoughtful, effective change management takes everyone into account. Every association is made up of people with diverse experiences, roles and identities.

These individuals may require slightly different support through times of change — and have unique strengths to offer.

When assembling working groups or soliciting feedback, it’s crucial to include as many perspectives as possible. Not only is this a morally sound practice, but as the old saying goes, many hands make light work.

An inclusive approach to change management can help your association spot potential issues ahead of time, and come up with practical solutions.

Communicate like crazy

Successful leaders never miss an opportunity to communicate with their teams.

When your association is experiencing significant change, a single email, meeting, or memo won’t suffice. Instead, leaders should spend time developing a plan for when and how to communicate—and reiterate—key messages.

Though you might worry about nagging, repeating important information is rooted in empathy. During periods of intense change, your employees may need multiple reminders before they settle into a groove.

Reinforcing new information will help everyone cope with any bumps along the way, and help managers avoid making any one employee feel singled out. If you feel like a broken record, you’re doing something right.

With excellent communication and thoughtful inclusion, change management doesn’t have to be intimidating. With enough practice, your association will become nimble enough to weather changes big and small.

4 Steps For Engaging Disinterested Readers

Wed, 14 Oct 2020 18:47:42 GMT

Most publications attract a handful of true fans — readers who devour every post, share content on social media and open every newsletter.

But in the long run, understanding who doesn’t regularly read your content — and why — is far more valuable. If you can identify the disconnect between your content and your audience’s needs, you can begin to close the gap and increase engagement.

Still, it’s not always clear how to start. Here are four steps you can take to begin engaging disinterested readers.

Understand your audience

You understand your fans, but what about the rest of your audience? Developing a complete picture of your audience will help you develop content that addresses their needs and provides genuinely helpful information.

The reality is your total audience will include multiple segments. These subgroups might be defined by:

Niche or specialty within your industry
Level of professional experience and seniority
Geographic region
Demographic factors, such as race and gender

There are many ways to identify these segments, but two tactics stand out.

First, take a look at any data and analytics you can access. Data will reveal basic demographic and behavioral information, such as where your audience lives and how they find your content.

To clarify further nuances, you can go one step further by surveying your audience. Be sure to leave a few open ended questions so you can gather feedback about what kind of content they’re most interested in reading.

Personalize your content

Because no two readers are exactly the same, adding personal touches can help cater to a variety of perspectives. It can also pull readers deeper into your content by helping them discover more articles they might enjoy.

If your organization has the technological capability, you can implement website features that automatically recommend articles based on what a reader has previously read. This can create a variety of personalized journeys through your archive.

If your website capabilities are limited, you can still segment your newsletter audience with relatively little effort. Rather than sending out one newsletter that contains a mix of content that not all subscribers will be interested in, you can create several newsletters that focus narrowly on specific topics.

Nurture reading habits

When it comes to content, less isn’t always more. Publishing too infrequently can cause your content to fade from readers’ minds. If other outlets are filling the void, your content might be lost in the shuffle.

To stand out in readers’ minds, it’s important to publish frequently and consistently. If publishing daily is out of reach — as it is for most organizations — a weekly cadence may be more reasonable.

While your current staff may be unable to meet this pace, there are plenty of creative opportunities to increase the amount of content you publish.

Launching a program for your readers to contribute content can increase the frequency of publication. If you’re unable to hire more full time staff, consider hiring freelancers to work on assignments as needed.

Step 4: Plan for the Future

Adjusting your content strategy using these tips may drive some initial results — but your content journey shouldn’t stop there. As your content gains traction, it’s important to step back, refine your plan, and repeat the cycle.

Analyzing your results will help you set attainable, metrics-driven goals. As you identify content that performs well, you’ll be able to replicate the factors that make it successful and cater further to your audience.

BY ASSOCIATIONSUCCESS.ORG STAFF

9 October 2020

AuSAE Member Chat Series - Half an Hour of Power with Matthew Fisher

Kerrie Green — Wed, 14 Oct 2020 00:37:36 GMT

Welcome back to our AuSAE Member Chat Series – Half an Hour of Power. This week we are delighted to have sat down with AuSAE member, Matthew Fisher, Chief Executive Officer, Australian Chiropractors Association (ACA).

In a short 30 minute interview we discussed four key questions with Matthew to reflect on the last six months and look forward to the future post this crisis.

What do the next 6 months look like for your association and your members

In the next few months the associations’ focus will be on reflection and making decisions on what we want to continue, stop and start doing more of. Over this period the ACA has sent over 100 separate pieces of communication for members from both a business and health practitioner perspective. We will continue to monitor the current situation for members and provide support as we move into a stable COVID operating environment.

After a successful membership renewal period, achieving a 95% retention rate, our focus will turn to non-member recruitment. The work we have provided over this crisis has impacted and helped not just our members but the profession as a whole.

Most importantly, as an Association CEO I will be encouraging the team to take a break, rejuvenate and prepare themselves as we move towards the end of the year. The toll this year has taken on everyone is something we all need to consider. The focus shouldn’t be just on our teams but ourselves as leaders of Associations and drivers of key business objectives. We can’t fill from an empty cup.

Areas of concern

The biggest challenge for the organisation moving forward is aligning our strategic direction, public perception and ensuring the broader profession understand why we do what we do. Over the last few years we have worked hard in media and public relations to increase awareness and understanding of the profession and the role the ACA plays.

Areas of opportunity

As an association moving forward we want to ensure we capture and harness the great work we have achieved in the past six months. The impact we have achieved in advocating for the sector during COVID-19 is significant and affects the entire profession.

Looking forward into next year, we have an opportunity to focus on building the reputation and standing of the profession, building on positive public perception and increasing our penetration into the profession.

Celebrated moments in the last six months

We moved out of our offices on March 24 and are still working from home. Over this period, the performance and culture of the organisation has improved. The team are working well together and this challenging time has aligned the team towards a common goal. We are seeing more communication, collaboration and understanding of one another.

The team have transitioned well and as a leader it does make you think about your options for office space and working arrangements. Do we really need an office, do we want to wear office attire again, do we want to travel as much as we were, do we want to commute back and forth? This year has shown that we can perform and operate successfully in a new working environment and this needs to be considered as we move back into business as “normal”.

Brookside Equity Partners Makes Minority Investment in Advanced Solutions International (ASI)

Tue, 13 Oct 2020 05:33:56 GMT

Alexandria, VA, USA (24 September, 2020) — Advanced Solutions International (ASI), a leading global provider of software and services for associations and non-profits, today announced that Brookside Equity Partners has made a significant investment designed to support the company’s long-term growth and expansion plans. Learn more at www.advsol.com/prASIinvestment.

ASI is the company behind the iMIS Cloud Engagement Management System (EMS)™. Brookside Equity Partners makes strategic private equity investments in middle-market companies with a philosophy of partnering with what they believe to be excellent management teams to help create long-term value. The investment will be used to increase ASI’s market share in the global association and non-profit communities, enhance global product offerings, and support new initiatives.

“Brookside Equity Partners’ investment in ASI is a testament to the value of our strategic transition to a Software as a Service (SaaS) model starting in 2014, our talented staff, and long-term growth potential,” said Robert Alves, Chairman and Chief Executive Officer of ASI. “Our partnership with this impressive, well-respected firm brings us access to patient and flexible growth capital in addition to an infusion of fresh ideas and experience that will guide us as we move into the future.”

“ASI is a world-class leader in the global association marketplace and we’re looking forward to working with the company to expand its market share,” said Donald L. Hawks III, Managing Director & President of Brookside Equity Partners. “As one of the longest-tenured software providers in the association and non-profit market, ASI has continually delivered innovative technology solutions over its nearly thirty-year history and developed meaningful relationships with its loyal customer base. ASI also has tremendous upside potential in the years to come and we’re excited to support this.”

Terms of the deal were not disclosed. While Brookside Equity Partners is the primary investor, ASI is partnering with a number of financial institutions — including GarMark Partners and Investcorp Credit Management BDC, Inc. — that will provide debt and equity capital. Mr. Hawks and Michael LaConti, Principal of Brookside Equity Partners, will join ASI’s Board of Directors.

About Brookside Equity Partners

Brookside Equity Partners LLC focuses on private equity investments, including direct control investments, majority or minority co-investments alongside of other investment firms, and, on a selective basis, investments in private funds or special situations. Brookside Equity Partners emphasises LBO transactions but will consider a limited number of growth capital investments in partnership with other value-added investors. The team at Brookside aims to partner with excellent management teams and co-investors to help create long term value.

Brookside Equity Partners is not a traditional fixed-term private equity fund. Its capital, whether from individuals, families, or other sources, is evergreen, patient, and flexible. Brookside Equity Partners investment horizons are determined by the needs of the businesses in which it invests, rather than by pre-determined investment periods. This flexibility distinguishes the firm from other private equity groups which may seek investment realisations based on fund raising cycles rather than fundamental business reasons. Management teams can take comfort in the fact that exit decisions will be made in partnership with management and not pressures imposed by outside limited partners. In addition, investments are structured with a conservative capital base and term that are appropriate for the company. Learn more at: www.brooksideequity.com/.

About GarMark Partners

GarMark Partners provides direct lending and structured equity capital to a wide range of middle market companies and small businesses. Since GarMark's founding in 1997, we have invested more than $1.5 billion in over 75 portfolio companies covering a wide range of industries and transaction types. We provide capital for sponsored as well as non-sponsored transactions through offices in Stamford, CT; Vero Beach, FL; and Detroit, MI. More information on GarMark may be found at www.garmark.com.

About ASI

Advanced Solutions International (ASI) is a leading global provider of cloud-based software to associations and non-profits. We're the company behind iMIS Cloud, the Engagement Management System (EMS)™ that empowers you to engage your members anytime, anywhere, from any device. Since 1991 we've helped thousands of clients grow revenue, reduce expenses, and improve performance by providing best practices, pragmatic client advice, and proven solutions. Learn more at www.advsol.com.

Associations Build Membership Resilience Through Innovation

Wed, 07 Oct 2020 19:02:47 GMT

A recent report found that associations that are focused on innovation have had more success in growing membership and meeting other challenges in the current environment—and overall. Here are three key reasons why.

In our current turbulent environment, innovation may be more critical than ever for associations to remain healthy and vibrant. The most recent edition of the Membership Marketing Benchmarking Report highlights the need to change and adapt. The report revealed a strong correlation between associations that had a growing membership and those that had established a defined plan for innovation. At the same time, associations that did not have a focused innovation effort were more likely to be experiencing a decline in their membership counts.

If innovation drives growth, how does it happen? In his book, How Innovation Works, Matt Ridley presents the foundations for the innovation process. He maintains that “innovation is not an individual phenomenon, but a collective, incremental, and messy network.”

Innovation requires effort and experimentation. Ridley cites the example of Thomas Edison. Many people had the idea for an electric light bulb, but Edison and his team were the ones who developed a commercially viable product. “He did so not by genius, but by experiment.” Edison’s team tested over 6,000 plants before he found the right option for the light bulb’s filament.

Associations’ innovation process is not unlike Ridley’s description. The elements that associations say make up their innovation efforts include active collaboration, forgiving mistakes, and providing encouragement to their colleagues who are focused on improvement. As one survey respondent commented, “Don’t be afraid of making mistakes. The only way of knowing if a tactic or strategy is going to work is by trying.”

Engaging Members Digitally
This year’s benchmarking research identified several areas where associations have been successful with innovation. One of the best examples shows up where member participation is increasing. Historically, the three legs of the stool where members tended to engage with an association were in book purchasing, buying insurance, and volunteering. Today these are some of the slowest growth or declining engagements for association members.
Interestingly, the products and services where associations report seeing growth in engagement now did not even exist years ago: mobile apps, webinars, and public and private social networks.

The products and services where associations report seeing growth in engagement now did not even exist years ago: mobile apps, webinars, and public and private social networks.

Shifting Membership Models
Adopting new membership models is also a key component of association innovation. In the past five years, 58 percent of associations have either adopted a new membership model or investigated making a change. The models most likely to be selected are a tiered membership or a combination membership structure.
The tiered structure changes the membership relationship from who you are—like a job title or company size—to what you get in your membership package. This model offers a variety of membership options like gold, silver, or bronze benefits. The combination membership model, primarily introduced by individual membership associations, adds an organizational membership option available to allow for an entire department or company to access membership.

More Digital Marketing
Associations are rapidly shifting how they communicate with members and prospects. Each year in the benchmarking research, there has been a significant increase in the reported use of paid digital marketing tools. The data shows that 46 percent of associations now use some form of paid digital advertising. Thirty-one percent use retargeting ads to continue to follow and display ads to visitors once they leave their website. Additionally, the use of texting, while still rare among associations, has more than quadrupled in use over the last year as a communication tool.
Innovation is not only a requirement during challenging times. It is a constant need for associations. An article by Gary Hamel and Liisa Valikangas, The Quest for Resilience, makes the case to prioritize change. “It’s not about rebounding from a setback,” they write. “It’s about constantly anticipating and adjusting. . . . It’s about having the capacity to change before the case for change becomes obvious.”
Associations that have built innovation into their culture are finding help in weathering today’s storms. New challenges and opportunities are constant, so it is never too late to start.

October 6, 2020By: Tony Rossell

Tony Rossell

Tony Rossell is senior vice president of Marketing General Incorporated.

MEMBERSHIP TIPS FOR CHALLENGING TIMES: THREE WAYS TO PUT MEMBERS FIRST

Wed, 07 Oct 2020 02:22:55 GMT

When everyone is affected by the same crisis, figuring out what you can do to help others is not always easy. Here are three ways one association, inspired by its members, helped them during a critical time.

In response to a recent blog post on keeping members close in challenging times, I heard from Keith Chamberlain, director of membership and experience at the Healthcare Financial Management Association, with some ideas he has implemented for members during the pandemic.

HFMA’s members are finance professionals in the healthcare field, and the association helps them navigate many challenges in the U.S. healthcare system. Knowing that its members had the backs of the clinicians they were working with during the pandemic, Chamberlain said, we asked, “What can we do to have their backs?”

HFMA created these new programs for its members in response to the pandemic:

Renew now, pay later. With the help of its IT team, HFMA created a “Renew Now, Pay Later” program for its largest group of members, who were lapsing on June 1. Members clicked a button stating their intent to renew and gave their credit card information, but HFMA didn’t charge it for 90 days, providing a grace period for payment.

It was not difficult to set up, Chamberlain said—the IT team simply created a new 90-day subscription for that group of members. HFMA already had monthly billing installed, so they just leveraged the technology to use monthly dues payments in a similar way. Fewer than 100 people have taken advantage of the offer, but those who have are “delighted” with the option, he said.

Sheri Jacobs, FASAE, CAE, CEO and president of Avenue M Group, said she has seen organizations extending their dues payments from 60 to 120 days. “It is my recommendation that associations do what they can to keep their members,” she said, “even if it means they will experience a loss in dues revenue.”

Responsive resources. In January, HFMA launched a new version of its members-only online community forum. Like many other online communities, this one has specialty areas focused on topics like revenue cycles and legal and regulatory issues. When the pandemic hit, the association’s business partners asked what they could do to help members, so HFMA created a unique forum for them where they could share ideas, solutions, and resources. It gave business partners “a place to reach out to their customers and connect in a way that was authentic and provided supportive value,” Chamberlain said. “It remains one of our more active community forums.”

Thirty-day free trial. In April, Chamberlain’s team unrolled a full-access 30-day free membership trial at a time when people in the healthcare space needed access to resources specific to their field. HFMA’s publishing team had ramped up content related to Medicaid reimbursement and other pressing healthcare topics, which new trial members could now access when they needed it most. That program brought them “hundreds and hundreds” of new members, Chamberlain said. Almost 60 percent of those new members have stayed on past their free trial.

Many associations had been slow to change until the crisis hit, which Jacobs attributes to their tendency to evaluate the “risk of change without considering the greater risk of maintaining the status quo.” Cognitive bias causes people to resist change because, she said, “they focus on what they might lose rather than what can be gained.”

HFMA’s experience is a good reminder to consider the second part of that equation.

This article was sourced directly from Associations Now here, and is written by Lisa Boylan.

SOCIAL MEDIA CAMPAIGNS CAN IMPROVE ENGAGEMENT WITH REVENUE-GENERATING CONTENT

Wed, 07 Oct 2020 00:35:21 GMT

Many associations judge the success of their social media campaigns by likes, rather than whether that content leads users to engage further on their site. Changing how social media is used and measured can improve engagement and help generate revenue.

In today’s COVID-19 world, all associations are looking for ways to maintain revenue and membership. Social media can help, but only if you use it right, contends Dan Stevens, president of WorkerBee.TV, Inc.

“Social media is a really a low-cost recruitment tool, advocacy tool, and marketing tool, if used effectively,” Stevens said. However, “if you are publishing full stories, full videos, full anything on social media, you are accelerating your own demise.”

The problem with using social media platforms like Facebook, Twitter, Instagram, and even LinkedIn to publish your content is that it leaves your members and prospects on the social media platform, rather than drawing them to your site, where they can dive deep into all your association has to offer.

“I always joke that likes are for losers,” Stevens said. “It’s about awareness and conversion, not likes.”

So, how does an association use social media as a jumping off point to pull people into their content, particularly paid offerings? Stevens recommends a drip approach, where you offer a tiny snippet—micromarketing—to pull people to your site.

“Micromarketing gives awareness and pulls people into the full story on your ecosystem and your brand, where you can monetize with advertising or pay per view,” Stevens said. “They may say, ‘This is good, and I’m going to sign up and do something for free.’ And that’s how the internet works: People have to try before they buy. What you [as an association] have to do is create those experiences to pull people in.”

The good news is that associations are poised to easily create these experiences because they have awesome content. Stevens noted that in a typical year most associations only get about 15 percent of their members to attend their annual meeting. “When you interview members, they always say the meeting is a top benefit and has the best content,” Stevens said, noting the association’s best content should go wider than 15 percent of members.

But this year, with most associations moving to virtual conferences, they now have recorded sessions chockfull of good content they can use to draw people into their ecosystem.

“Why not take that great one-hour session and produce a three-minute version for your website and a 30-second social media version,” he said. Then post the 30-second version on social, where people can click through to see the three-minute version on your site. Associations can then charge for access to the full session or place it behind a member paywall. “We are seeing incredible conversion rates, when you go from micromarketing to microlearning to full learning,” Stevens said.

That said, Stevens notes that every interaction doesn’t have to be about pulling members back to your platform. Staying on platform and engaging can be useful at times. “Social media is a great way for you to have a two-way conversation in real time,” Stevens said. “It is a great way to test ideas, test themes, and see if people in a specific category care about topics. It’s a chance to post content and take a pulse of what’s important to the audience you are attracting and that may influence your programming mix.”

Whatever mix you use on social media, the key is to make sure that it makes sense from a revenue-generating perspective. “If you can’t convert, you’ve basically built another cost center, not a profit center,” Stevens said.

If an association finds its members aren’t as active on social media and wonders if devoting limited resources to this is a good idea, Stevens said that social media is also where you’re going to find your future members.

“If my future recruitment is based on attracting the young demographic who views content as free and thinks ‘I can find everything online, why do I need to pay?’ then you really have to engage to get them,” he said. “You have to get them to engage in your environment, so they can say, ‘This is worth paying for.’”

This article was sourced directly from Associations Now here, and is written by Rasheeda Childress.

DON’T FAKE THE ENGAGEMENT: THREE MARKETING STRATEGIES TO BUILD EMOTIONAL LOYALTY

Wed, 07 Oct 2020 00:27:45 GMT

It’s not about pushing short-term campaigns or even long-term purchases. You want to win over customers to your side, according to the CMO Council. Here’s how you can make emotional loyalty work for you.

Not all loyalty is created equal, and if it feels like a simple transaction, it could harm the overall effectiveness of your marketing strategy.

That’s a takeaway from a CMO Council study on loyalty, which found that 43 percent of marketers identified their customers as being “transactional” in nature. The result of this is that, while another 43 percent of respondents called building deeper customer relationships a “top priority” in the next year, only 11 percent of respondents felt that their current engagement strategies were going to help them reach their long-term goals for growth, profitability, and engagement.

“Too many of these organizations are building relationships with line items and invoices, instead of the actual people behind the voice and the transaction,” said Liz Miller, the CMO Council’s senior vice president of marketing.

So how do organizations get closer to the broader goal of drawing lasting, meaningful customer relationships rooted in emotional loyalty? Some key points underlined by ‌Loyalty That Lasts: Evolving Growth Strategies to Activate Emotional Connections with Brands.

Put less focus on purchases, and more on overall experience. The report highlights how loyalty is often defined by what consumers buy—with 58 percent of respondents expressing the belief that loyalty is reflected by repeated purchases—rather than how they interact with the brand. The report suggests that leaning on unwavering attachment rather than individual purchases has the effect of creating a stronger bond of loyalty. “While this definition may still involve transactions, and more specifically purchases, these organizations have chosen to prioritize the bond over the scheme, building lasting relationships with their customers instead of just developing programs that develop more lucrative single outcomes,” the authors state.

Build toward a deeper relationship. The report notes that emotional loyalty comes in multiple parts that come together to create a stronger whole: a general affinity, a long-term attachment, and trust that the brand will do the right thing. It requires something more than a mere habitual purchase. “These are the touchpoints that bring brands and consumers closer together, but genuine loyalty is an outcome—a goal that can only be achieved by truly knowing your customers and carefully nurturing every relationship you have,” the report continues.

Think toward the long term. Trying to grab customers based on a series of well-executed campaigns may help to juice numbers over the short term, but it’s better to lean on an engagement strategy that focuses on long-term nurturing over short-term growth. And that requires a long discussion about what customers mean to your organization and how to best serve them, so that they not only stick around but also care about what you represent. “Emotional loyalty isn’t a campaign or scheme implemented in one department. Emotional loyalty can’t be achieved by just installing a new system or adding a new solution,” the report adds. “A path towards emotional loyalty must start and stop with a foundational evolution of how a brand thinks, sees, and respects their customer, from their data to their voice.”

This article has been sourced directly from Associations Now here, and is written by Ernie Smith.