MAGAZINE VOL. 1, ISS. 2 2024 ASSOCIATION EXECUTIVE Michele Ware President, BOMA LA
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35 The Association Community Needs a Different AI Conversation Right Now 37 SOAP Update 38 Beyond the AMS Empowering Small Orgs to Lead 40 Leave a Legacy Like Springsteen How Digital Accessibility and Gifting Can Secure Your Association's Future TECHNOLOGY 18 Trust Your Unique Value at Work 20 Reimagine Your Mindset and Advance Your Career Be Inspired, Innovate, and Lead Social Impact 22 The Job Hunt CAREER ADVANCEMENT 27 Identifying What Matters Most LEADERSHIP 09 Building Bridges Values-Driven Leadership in Challenging Times INSIGHTS & IDEAS 11 Experiential Events Creating More Accessible Networking Opportunities for Introverts and Reserved Attendees at Conferences 14 The Volunteer Revolution Passion, Purpose & Pitfalls in the Engagement of Our Association’s Lifeblood 16 Navigating the Engagement Loop A Roadmap for Association Success ENGAGEMENT VOL. 1, ISS. 2 2024 MAGAZINE Thank You to All of Association Chat’s Sponsors! 04 Letter from the Editor 22 Life As An Association Professional COLUMNS 42 Flock Around and Find Out 45 Word Search 47 Overheard in Associations PLUS+ From the Association Chat Road Trip to ASAE, “Why Don’t You Ride the Bus?” p.34 Michele Ware, President, BOMA LA From Job Listings to Leadership ASSOCIATION EXECUTIVE PROFILE p.24 Deedre Daniel Disrupting the Way We Think About Engagement at Events (And I Like It) FEATURED DISRUPTOR p.30
4 Letter from the Editor Dear Association Chat Community, As we close out an incredible year, this issue captures some of the most vibrant voices and groundbreaking ideas that have shaped our association community in 2024. At a time when the world seems more divided than ever, our commitment to unity, purpose, and progress stands out—and it’s in these pages that you’ll find the inspiration to lead with intention. In our Featured Disruptor section, Deedre Daniel shares her unique approach to creating memorable, engaging experiences. Her work on the Association Chat Road Trip to Cleveland during ASAE Annual brought 30 association professionals together, fostering genuine connections through shared adventures and a touch of spontaneity. It’s a reminder that networking doesn’t have to be formal to be transformative. We also have a powerful piece by David Allison on building bridges in divisive times. His research, featured at IMEX America, uncovers the “Power Values” that unite association members across the spectrum. By focusing on Loyalty, Personal Responsibility, and Independence, we can foster environments where diverse perspectives strengthen us, rather than divide. I think it’s an essential read as we look toward 2025. And don’t miss my interview with Michele Ware, a trailblazer in our industry who exemplifies what it means to lead with vision and integrity. Her insights into association leadership reveal the courage it takes to shape the future of our sector and to create spaces where all voices feel heard and valued. This issue also features some unforgettable moments from ASAE Annual, IMEX America, and CONEXIONES—the inaugural conference for Association Latinos! Through these photos, you’ll see firsthand the power of in-person connections. Whether you’re an introvert or an extrovert, events like these remind us of why we gather: to learn, to grow, and, ultimately, to move our world forward together. Our industry touches every sector, from healthcare to technology, and our impact should never be underestimated. As association professionals, we hold the potential to solve some of the world’s most pressing challenges by bringing people together in meaningful ways. As we wrap up 2024, let’s continue to celebrate our shared purpose and the invaluable work we do to strengthen communities across all industries. Here’s to another year of leading with courage, purpose, and an unwavering commitment to making a difference. Keep asking questions! KiKi L’Italien Editor-In-Chief, Association Chat Magazine Subscribe to the magazine! https://bit.ly/ assnchatmagsublist associationchat.com EDITOR-IN-CHIEF KiKi L’Italien [email protected] PUBLISHING Big Red M 571-814-3443 [email protected] Design & Layout Juliette Miratsky Advertising & Sponsorships Dylan Burkhart [email protected] ASSOCIATION CHAT PODCAST (available on) Apple Spotify Amazon Music LIKE/FOLLOW/SUBSCRIBE https://www.youtube.com/ @AssociationChat https://www.linkedin.com/ company/associationchat https://www.facebook.com/ groups/associationchat2 Copyright © 2024 Association Chat. All rights reserved. This material may be reprinted only with the expressed written permission of Association Chat.
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6 Association Community ASAEAnnual Conference
7 Association Community IMEXAmerica
8 Association Community Conexiones
9 Insights & Ideas In our increasingly diverse world, association executives face some unique challenges. Associations are meant to bring people together around shared goals, but let’s face it—collaboration can be tricky when public discourse sometimes feels heated. The good news? We’ve got a powerful tool to help: shared human values. By focusing on what unites us rather than what divides us, we can create more cohesive, effective, and harmonious organizations. Let’s explore three “Power Values” identified through valuegraphics research: Loyalty, Personal Responsibility, and Independence. These values are particularly strong among members of professional associations in the USA. For transparency, our study included individuals who had been members of a professional association for at least five years and served on a board or committee. Step 1: Setting the Stage for Success Before we dive into handling disagreements, let’s talk about proactive steps. The key is to align your association—and its members—so closely with these Power Values that it creates a deep, meaningful connection. When you achieve this, people will think twice before saying or doing anything that might damage that alignment. Loyalty: Strengthening Our Bonds Loyalty among association members shows up in a special way—it’s all about shared experiences. This means that creating more experiential programming can really boost both member engagement and loyalty. It’s a great way to lay the groundwork for friendlier interactions when tough subjects arise. Fun Idea: Instead of the typical “rubber chicken” lunches, why not try walking lunches, mentorship breakfasts, tours, or hands-on workshops? These give members a chance to learn together, share experiences, and build stronger connections. Food for Thought: How can you inject more interactivity into routine meetings? Could you transform a standard committee meeting into a collaborative problem-solving session or a team-building activity? Personal Responsibility: Your Stability Superpower Members across the political spectrum are driven by Personal Responsibility—for them, it’s all about getting things done. Completing tasks gives them a sense of stability. This insight can transform your BUILDING BRIDGES Values-Driven Leadership in Challenging Times David Allison recently spoke at the ASAE Association Leadership Forum at IMEX America, Las Vegas, sharing fascinating results from a valuegraphic study. This study analyzed hundreds of millions of datapoints to identify shared values among association members across the political spectrum. Here’s an article based on those intriguing research findings.
10 Insights & Ideas communication and engagement strategies. Your mission? Become a trusted source of stability in their lives. Try This: Use social media to share practical, actionable content that teaches new skills and solves industry-relevant issues. Even simple tips like faster ways to handle new regulations or chatGPT prompts to speed up routine tasks can be incredibly valuable. The goal is to link your association with that satisfying feeling of “getting things done” and the stability it brings. Brainstorm This: Could you create a series of how-to videos or guides addressing common challenges in your field? These don’t need to be fancy—you might find eager volunteers within your organization to create and share these resources. Independence: Celebrating the Trailblazers For association members, Independence means avoiding unnecessary control over their lives. This shared value offers another great way to connect their relationship with the association to their core drivers. Idea Spark: Why not introduce awards that recognize members who’ve blazed new trails, challenged norms, or shaken up the status quo? This not only honors their value of independence but also encourages innovative thinking and leadership within your organization and theirs. Think About: Take a moment to reflect on your members’ achievements. How can you spotlight those who’ve demonstrated independence and innovation? Could you create a platform for them to share their stories and inspire others? No More Guesswork These three shared values and the ideas we’ve discussed might not seem revolutionary at first glance. But here’s what makes them unique: they’re based on solid data, not guesswork. We identify these Power Values using an extensive survey process and rigorous statistical analysis that’s more precise than what’s required for a PhD from Harvard or Yale.* Why focus on values? Because they drive everything people do—from choosing where to live and work to how they lead their lives. By understanding and leveraging these specific core values, you can create more meaningful and effective strategies based on facts and data instead of hunches and opinions. Step 2: When Storms Brew Let’s be real: there will still be storms— moments when people with opposing viewpoints clash. Given the state of the world, how could there not be? If you’ve laid the groundwork with the three Power Values as we’ve discussed, the weather might be a bit less severe. But disagreements will still happen. When they do, the Power Values can help. People never truly resolve a conflict until one thing happens first: they must see themselves in each other. They need to find common ground. The common ground you can rely on is their shared values. I’ve had success using what I call the LEAD conflict resolution model. While it might not work in every situation, try to bring the conversation back to the three Power Values at each step of the process. The L.E.A.D. Conflict Resolution Model L – Listen Practice active listening and let everyone have their say. Keep an ear out for connections to the Power Values. If it’s not immediately obvious, don’t be afraid to ask “Why?” to encourage deeper explanations that might reveal underlying values. E – Empathize Acknowledge the emotions and feelings behind what’s being said. Try to reframe key points to align with the Power Values. A – Adjust Reframe the discussion so both sides can see how they’re actually on the same page. Show them how the root of the conflict often traces back to different ideas about the same values. D – Discover Brainstorm new ways to give both sides the values alignment they’re looking for. Bringing It All Together By creating a strong connection between members’ core values and what your association provides, and by anchoring difficult discussions in shared values, you can lead more effectively in challenging times. Remember, the ideas we’ve shared here are just starting points. Use the values of Loyalty, Personal Responsibility, and Independence to create your own tailored strategies that fit your unique organizational context. When you lead with values, you build stronger, more united, and more resilient associations. And that’s something everyone can agree on, no matter their perspective. Values are the answer. Now, let’s put them to work! David Allison is a human values expert, CEO of a global research firm, best-selling author, and international speaker. *The data and insights discussed in this article come from the Valuegraphics Database, the first statistically accurate global inventory of shared human values. The database was created from a million surveys in 152 languages across 180 countries. Valuegraphic Profiles access this data through a unique methodology and yield results that maintain a +/-3.5% level of accuracy and 95% confidence. For more information, visit www.valuegraphics.com.
11 Engagement Networking is often seen as a cornerstone of professional growth—providing opportunities for sharing knowledge, fostering collaboration, and advancing careers. However, large conference networking environments can feel overwhelming and intimidating for many introverts and reserved individuals. Unlike extroverts, who are fueled by social engagement, introverts can find it challenging to thrive in high-energy environments that favor extroverted behaviors. Similarly, reserved individuals, who may experience anxiety when initiating conversations, can struggle to engage in traditional networking formats. This topic is close to my heart because, living with two introverts and working with introverted and reserved colleagues, I see firsthand how these bustling, high-energy environments can be draining and discouraging for those who thrive in quieter settings. Too often, conferences cater primarily to extroverts, with group activities and fast-paced sessions that leave introverted participants sidelined, making it difficult for them to contribute meaningfully. This means we miss out on valuable insights simply because the structure doesn’t support different styles of engagement. To foster inclusivity and ensure that conferences offer equitable opportunities for everyone, we need to adapt both the conference structure and its networking formats to accommodate a diverse range of personalities. Here are some strategies to create more accessible conferences and enhance networking opportunities: Offer Small Group and One-on-One Networking Opportunities Large networking sessions can be intimidating for EXPERIENTIAL EVENTS Creating More Accessible Networking Opportunities for Introverts and Reserved Attendees at Conferences By Amilie Parent
12 Engagement introverts. Creating smaller group settings or organized one-on-one discussions can provide a more comfortable environment. Consider setting up oneon-one interactions based on shared topics of interest, allowing participants to engage in deeper, focused conversations. This format eliminates the pressure of large group dynamics and offers a clear, conversational framework, making it easier for introverts to connect meaningfully. Additionally, hosting small group discussions or breakout sessions centered around specific topics of interest allows introverts to engage in meaningful conversations aligned with their expertise. Drawing inspiration from Open Space Technology, these sessions can empower participants to set their own agendas and create discussions on topics they are passionate about. This approach allows introverts to join conversations that resonate with them and contribute in a way that feels natural and authentic. To maximize participation, ensure these topics are communicated in advance, giving attendees time to prepare. This structured approach fosters deeper connections and ensures that interactions are both purposeful and valuable. Create Quiet Zones or Networking Lounges Conferences can be noisy and overwhelming environments, which can be particularly challenging for introverts. Creating designated quiet zones or networking lounges where attendees can relax, recharge, and have low-pressure conversations can be highly beneficial. These spaces should offer a peaceful retreat from the hustle and bustle of the main conference areas, with comfortable seating and a calming atmosphere that promotes well-being. They should also allow attendees the option to be in silence if they wish, offering a safe space to simply unwind and collect their thoughts without any pressure to interact. Networking lounges can serve as spaces for informal, organic interactions. By providing a more relaxed and serene environment—often with comfortable seating, calming decor, and a quieter atmosphere—introverts can engage with others on their own terms, free from the expectations of traditional networking activities. Leverage Technology to Facilitate Connections Technology can be a powerful tool to help introverts navigate networking opportunities more comfortably. Conference apps or online platforms that allow attendees to view profiles, send messages, and schedule meetings in advance can alleviate some of the anxiety associated with initiating contact. However, it’s important for organizers to take an active role in guiding these interactions by encouraging participants to connect before the event. This could include offering incentives such as a VIP experience or hosting a contest for those who engage with others ahead of time. Including features for anonymous submissions—such as feedback, suggestions, or questions—provides a low-pressure way for introverts to contribute without the need to speak up in person. Virtual networking tools, like topic-specific chat rooms and discussion forums, can also serve as digital icebreakers, enabling participants to explore shared interests and build familiarity before meeting face-to-face. By fostering these pre-event connections and offering various ways to participate, organizers can create a more inclusive environment that ensures everyone feels comfortable and motivated to engage meaningfully during the conference. Facilitate Structured Networking Activities Introverts often thrive in structured settings where expectations are clear. Incorporating structured networking activities, such as roundtable discussions, workshops, or facilitated networking sessions, can provide a more manageable framework compared to open, unstructured mingling. To enhance these activities, consider utilizing the principles of Open Space Technology (OST), which encourages participants to set their own agendas and contribute to discussions that are meaningful to them. By allowing attendees to take ownership of the topics they wish to discuss, OST fosters an environment where introverts can engage without the pressure of conforming to a pre-determined structure. Sharing questions, concepts, and topics ahead of time is also beneficial, as it provides introverts with the opportunity to reflect and prepare in advance. This proactive approach helps them feel more confident and engaged, leading to more meaningful and thoughtful interactions. Encourage Participation Through Purposeful Engagements Introverts may be more inclined to participate in networking activities if they can engage at their own pace. Providing purposeful engagement opportunities, such as attending a Q&A session, joining a group for a meal, or participating in a collaborative project or discussion, can increase the likelihood of meaningful interactions and outcomes. For example, organizing a “walk and talk” networking event, where attendees pair up for a short walk, offers a less formal and more comfortable way for introverts to connect. These activities encourage organic conversation and create opportunities for deeper, more genuine connections without the pressure of traditional networking formats. Train Moderators and Foster a Culture of Inclusivity and Respect Moderators and facilitators play a crucial role in creating an inclusive networking environment. By training these individuals to be mindful of different interaction styles, we can ensure that introverted and reserved attendees feel equally valued and encouraged to participate. Facilitators should be equipped with strategies to engage quieter participants, such as gently inviting them to share their thoughts or creating structured opportunities for everyone to contribute without feeling pressured.
13 Engagement Additionally, it’s essential to foster a culture of inclusivity and respect throughout the entire conference. This involves setting expectations that all forms of participation are welcomed and encouraging attendees to be empathetic and mindful of diverse personalities and engagement styles. Associations can reinforce this culture by incorporating messages of inclusivity in conference materials, opening remarks, and during sessions—emphasizing the value of different perspectives and contributions. Provide Networking Tips and Resources in Advance Preparing introverts for networking opportunities can significantly boost their confidence and success. Providing resources such as articles, webinars, or guides on effective networking strategies for introverts before the conference can empower attendees with tools to navigate social interactions more comfortably. These resources might include topics such as conversation starters, setting networking goals, and tips for following up after meetings. Associations can also organize pre-conference workshops or webinars specifically tailored to introverts and reserved individuals, focusing on skills such as managing energy, overcoming networking anxiety, building authentic connections, and leveraging personal strengths in networking scenarios. Additionally, hosting a dedicated “How to Network” session on the opening day offers attendees a unique opportunity to connect with others who share similar needs and challenges right from the start. This session not only equips participants with practical networking tips but also allows them to network ahead of time in a more relaxed, supportive setting—helping to break the ice and create a sense of community before the larger conference begins. By setting the stage in advance, organizers can help attendees feel more prepared and confident, ensuring a more inclusive and engaging conference experience for all. Conclusion Creating accessible networking opportunities for introverts and reserved individuals requires thoughtful planning and a commitment to inclusivity. By offering small group and one-on-one interactions, quiet zones, and leveraging technology, associations can help introverts feel more comfortable and engaged at conferences. Living with introverts and working with introverted colleagues, I have seen the importance of including their perspectives in the planning process. Since many event professionals tend to be more extroverted, it’s essential to actively seek input from introverts—asking questions like, “Would you feel comfortable in a session if we did this or that?” This approach ensures that all voices are considered, and the environment is truly inclusive. I dream of a world where every attendee leaves a conference feeling energized, transformed, and empowered—where everyone’s voice is heard, and every perspective is valued. By making these changes, I hope we will create an environment where our incredible introverts can share their unique insights and ideas, as they have so much to contribute. Taking these steps can foster a more inclusive environment that embraces diverse networking styles and ensures that all participants can connect meaningfully in ways that feel natural to them.
14 Engagement Let’s cut to the chase, shall we? Volunteer recruitment and retention isn’t just another project on your association’s to-do list. It’s not even a mere “membership issue.” And don’t give me that “volunteer engagement is everyone’s job”—we know what that means. No, what we’re facing is a full-blown, value-driven, multigenerational, communications and engagement EMERGENCY. (Yes, all caps. It’s that serious.) I get it. We throw the word “engagement” around like it has a Webster’s definition or a hard and fast calculation. In Naylor’s Association Benchmarking Report, I was surprised to see that “volunteerism” was FIFTH down on the list of most important criteria for assessing member engagement. Are we relying less on volunteerism as a metric of engagement because it’s waning? Or do we just not yet know how to truly measure volunteer engagement? More importantly, do we know how to measure the return on investment FOR the volunteers? However you measure engagement, if you’re still relying on the same old volunteer management playbook from the last decade or even from the COVID years, I hate to break it to you, but you’re already behind. Way behind and likely running low on people, interest, and enthusiasm! It’s time to toss out that dusty approach and embrace a volunteer revolution that will propel your association into a relationship-centric and participatory-fueled future. Buckle up because we’re about to challenge everything you thought you knew about volunteer engagement. Based on my own experiences and global consulting work with member associations, I am convinced that we need to establish a new paradigm for volunteerism. We must present a bold new vision for engagement in and with our associations. We need to build a mutually beneficial connection that sparks involvement in all its forms. What I’m advocating for is radical selflessness within your association. This goes beyond a members-first or volunteers-first slogan; it’s about creating a culture of volunteer engagement that is entirely focused on who they are, how they want to participate, and what they want/need out of it. Creating a Culture of Purpose-Driven Volunteerism In a culture of radical selflessness, volunteers would actually care about, benefit from, and want to do the work required of their volunteer role. I know, groundbreaking stuff. But seriously, today’s professionals are looking for more than just a line on their resume or an online badge. They want purpose, impact, and a chance to make a difference, not to be your free labor. Start by clearly communicating the association’s mission and how each volunteer role contributes to that bigger picture. Share success stories and tangible outcomes. And PLEASE, stop treating volunteers like workers. They are your purpose and partners in your mission, not unpaid interns. Establish volunteerism as a strategic thread throughout all organizational goals. Make benefit to them the criteria for which programs get started and which continue. I understand that all nonprofit associations have paid staff. For those organizations run by volunteers for members, the lift is even heavier, meaning the connection to mission, demonstration of volunteer impact, and value proposition for participation is that much more necessary. THE VOLUNTEER REVOLUTION Passion, Purpose & Pitfalls in the Engagement of Our Association’s Lifeblood By Elisa Pratt, MA, CAE, CVF
15 Engagement The Personalized Volunteer Journey: One Size Fits None Too often, volunteers are a list of names, a field in the database, or, at worst, a check box in the member profile. It’s time to recognize that each volunteer is unique, with their own motivations, skills, and availability. Develop a personalized volunteer journey map that guides individuals from initial interest to long-term engagement. Think of it as a “choose-your-own- adventure” opportunity. Use data and feedback to tailor opportunities, appreciation, and communication to each volunteer’s preferences. It’s not rocket science, but it might just feel like it compared to our current approach. With awareness of opportunity, appreciation of impact, measure of benefit, and the potential of recognition—volunteers will give their time and expertise! Intergenerational Volunteer Teams: Because Age Is Just a Number Stop pigeonholing volunteers based on their age. Yes, our Gen Z volunteers are probably better at TikTok, and our Boomers might have more board experience. But the magic happens when we bring these diverse perspectives together. Please stop relegating you’re your young members to “Emerging Leaders Councils” or asking them to coordinate the community service projects. Create intergenerational volunteer teams that leverage the strengths of each cohort. Pair the tech-savvy of any age with seasoned industry veterans. Implement reverse mentoring programs. The resulting knowledge transfer and innovation will make you wonder why we ever segregated volunteers by age in the first place. In addition to what they can contribute, the age of a volunteer, or more importantly, where they are in their career or life journey, will help determine what they expect and need from the volunteer experience. Don’t presume all volunteers under 30 want the same thing. Ask and listen to volunteers (and members, for that matter) of all ages. Micro Volunteering for Them, with the Help of Technology News flash: Not everyone has time for a year-long or multiyear committee commitment. Shocking, I know. Enter micro-volunteering. Is it the answer to everything? No. But these bite-sized opportunities allow volunteers to contribute in meaningful ways without sacrificing their firstborn or their sanity. Think 30-minute virtual mentoring sessions, one-hour content reviews, or quick social media takeovers. By offering a variety of micro-volunteering options, you can tap into a whole new pool of talented individuals who might have otherwise passed on traditional volunteer roles. In the end, however, it still comes back to what volunteers get out of giving. It’s not just about smaller chunks of time or effort. You need to demonstrate a benefit no matter the size of the ask, especially if you want them to come back and play an even larger role in the future. Micro volunteering is made more possible and impactful through technology. By embracing digital tools and creating tech-savvy positions, associations can provide meaningful experiences that match modern volunteers’ skills, ensuring more efficient use of the volunteers’ time and amplifying their impact. The Revolution Starts Now It’s time for a revolution in how we engage, empower, and elevate our volunteers. By building a culture of radical selflessness and focusing on the volunteers’ motivations, expectations, and skillsets, you can transform your volunteer program from a necessary evil into a dynamic engine of organizational success. Most importantly, the volunteers must get something out of it. They deserve to! In turn, they’ll want to do more, they’ll share their positive experience with others, and they will become more successful as individuals, members, and potential leaders. The future of our association depends on it. No pressure or anything. Elisa Pratt, MA, CAE, CVF [[email protected]], is an association antagonist and expert in strategic nonprofit solutions that increase membership, diversify revenue, and ensure relevance. Prior to the founding of Brewer Pratt Solutions, LLC, she served for nearly 25 years as an impactful association management executive with several national trade and individual membership associations. Known for her candid and hyper-custom approach, Elisa architects innovative engagement solutions, tactical member development campaigns, and operational effectiveness strategies. With a unique background in fundraising and advocacy, membership and stakeholder relations, as well as national and chapter operations, Elisa’s diverse expertise makes her a valuable partner and advisor to both national and international non-profit clients.
16 Engagement Association professionals know that keeping members engaged and active is the secret sauce to a thriving organization. But how can you make sure everyone is on board and excited, ready to make a real difference? The key lies in understanding where your members are in the Engagement Loop—a cycle through which members move from passive to highly active engagement. What Is the Engagement Loop? The Engagement Loop, described in the 2024 Association Engagement Index (AEI), represents a continuous cycle where members interact with the association in four key stages: Consume: Here’s where the journey begins, where members engage passively by consuming content developed by the association. Whether it’s reading newsletters, attending webinars or perusing blog posts, this phase represents a low-effort yet foundational step in engagement. Contribute: As members become more invested, they move on to participating in networking programs, attending live or virtual events, or engaging in online forums. At this point, members are beyond passive consumption—they are starting to get active. Collaborate: Here, members are collaborating with their association peers, sharing their expertise and becoming integral to the community. From task forces to special interest groups, collaboration provides a sense of belonging and collective achievement. Co-create: This phase is where the magic happens. Members are directly influencing the association’s direction by helping shape its mission, strategy or products. This is where true advocacy takes place, as members work together with the association to advance its goals. Using the Engagement Loop to Activate Your Membership Members can be at any stage of the Engagement Loop in their relationship with the organization. By tracking their engagement, associations can tailor communications to guide them to new opportunities. For instance, if a member has contributed by presenting at an event, the association should direct them to collaborate in task forces, committees or expert groups, or co-create by participating in strategic planning activities or volunteer leadership roles. One key step in doing this is by creating roadmaps for your members. Once they have consumed, contributed and collaborated, clearly outline the next steps they can take to step into a volunteer or leadership role. Communicate these roadmaps at every step, so members have a strong picture of what their participation looks like and the impact it makes. To effectively navigate the Engagement Loop and elevate member involvement, associations can consider implementing the following strategies: 1. G uide members to consume thoughtfully. While consumption is a passive activity, it’s an important entry point. Many times, this is a member’s introduction to your organization. To enhance this phase, provide tailored content that aligns with members’ interests. Using data-driven personalization, such as recommending relevant articles or webinars, can help members feel the content is curated just for them. Remember, the goal is to keep members coming back for more. NAVIGATING THE ENGAGEMENT L OP A Roadmap for Association Success By Erin Fuller Collaborate Consume Contribute Co-create
17 Engagement 2. E ncourage contributions through targeted opportunities. The leap from consuming to contributing can be facilitated by offering bite-sized opportunities for involvement. Associations should make it easy for members to engage in discussions, attend events, or participate in polls and surveys. Clear, actionable invitations—especially ones that highlight the personal and professional benefits of participation—can make all the difference. 3. F oster a culture of collaboration. Collaboration is where associations can build deeper relationships. Create environments where members can collaborate meaningfully, whether that’s through a task force or committee, or through a project that addresses a need within the association community. Providing platforms for peer-to-peer collaboration, as well as the tools and support they need to activate, allows members to share expertise and grow their professional networks. 4. E mpower members to co-create. Co-creation is where associations can truly capitalize on their members’ dedication. By inviting members to help shape the organization’s direction, associations create a sense of ownership and belonging. This is not only beneficial for the organization but also rewarding for members, who feel empowered to influence change. Be specific in outlining how members can engage at this level, whether that’s on the board or some other leadership capacity, and the ROI for the organization and for them. When opportunities are clearly presented and closely tailored to members’ interests, they are more likely to participate actively and with enthusiasm. The AEI Engagement Loop is more than a model—it provides strategic insight on building lasting relationships between your association and your members. By creating clear, action-oriented steps that guide your members through the stages, you can strengthen engagement, loyalty and advocacy, ultimately leading to a more secure future and amplified industry relevance. Erin Fuller is the chief strategy officer at MCI USA. By creating clear, actionoriented steps that guide your members through the stages, you can strengthen engagement, loyalty and advocacy, ultimately leading to a more secure future and amplified industry relevance.
18 Career Advancement I love learning. That’s the simple introduction that I always provide when asked to introduce myself. I also love helping adults learn. I love devising formats, methods and programs that utilize technology to help adults learn and to inspire those adults to love learning. This is my unique value to build the workforce of a professional association. In my career, I’ve been the matchmaker of technology and learning. When that match is found between the content and the learning format, the desired outcomes for the learner are understanding, comprehension, application of knowledge, confidence and competence. It is critical to use technology where it’s appropriate. It can be challenging and political to determine where to apply technology and where/when to not apply technology. The right learning—at the right time—helps people achieve things that they never dreamed possible. It expands abilities to enhance their current career, or initiates change to morph into someone they didn’t realize that they could become. Learning is informational, inspirational, and transformational. Working in or with professional and trade associations can be challenging. It is common to lose enthusiasm or feel frustrated at times. There are days that require much patience and perseverance as a leader. We want our member service and tech stack to offer an excellent customer experience. We want time to innovate while spending our time implementing historic, traditional programs—some often outdated. We want our work to have an impact on the profession(s) that we serve while we watch limited open and click-through rates to our digital marketing efforts. We want to advance in our professional roles with limited time, budgets, and energy to dedicate to ourselves. When frustration occurs, how do you manage that stress? Does it impact your attitude or productivity? Do you have a strong peer network for support or resource recommendations? Do you allow others to minimize your contributions and deflate your enthusiasm for work? Here are a few suggestions to keep you focused and grounded: Make a fist with your thumb in between your index and middle finger. This is “T” in American Sign Language (ASL). Instead of the fist symbolizing anger, think of the “fist T” whereby the “T” is trust. Trust yourself. Trust your ability. Trust your intuition. And, trust that you can guide your department, your association, your membership, and your company forward. TRUST YOUR UNIQUE VALUE AT WORK By Tracy Petrillo, EdD, CAE — Chief Learning Officer, CASBO Learning is informational, inspirational, and transformational. —Tracy Petrillo, EdD, CAE
19 Do you remember your most recent job interview for where you currently work? How excited were you to get the interview and then be offered the role? What knowledge, skills, and abilities did you bring to the table to make them select you? Remember the early enthusiasm that you brought to your role and to the association/company. That is where you demonstrated your unique value (UV). Each person has unique value that combines skills and personality. Everyone seeks a workplace that values individuality that aligns with an organization’s culture. It’s important to personally examine how you represent yourself and how you positively represent your association/company. You don’t have to be the same as a co-worker or the person who preceded you in the role. You create your unique value by sharing your experiences and bringing your best self to work, every day—like you did during your interview. Purpose drives performance. Too often, we forget the real purpose of our work—the “W” is “Why.” Why does your organization exist? Why do you work in your current role? Why are you motivated to make a difference and impact your members/customers? Your why is very important. You might be in your current job because you fear job change, or can’t land a new interview, or are unable to relocate. Your family situation may be very comfortable. You like the leadership, membership, and customers served where you work. What happens when you are no longer bringing your best self to work every day? As organizations evolve, do your knowledge, skills, interests, and abilities continue to match the workplace staffing needs? It is scary to consider a career stage mismatch. However, know that the association space is so vast and if you’re not in the right space, that’s serving your trust and your unique value—find another association or find another technology/hospitality organization that will support you and will take you to the next place in your career. Tracy Petrillo, EdD, CAE is Chief Learning Officer for CASBO. She serves on the ASAE Individual Honors and Awards Committee and was a past-Chair of the CAE Commission. She was a recipient of the ASAE Professional Performance Award and was the 2023 ACTW Leadership Award Winner. She speaks, facilitates, writes and consults on leadership development, HR/workforce issues, micro-credential creation, digital badging, and LMS selection/ implementation. Contact Tracy at [email protected] and connect on LinkedIn to share your “TUVW” stories. Career Advancement You create your unique value by sharing your experiences and bringing your best self to work, every day.
20 Career Advancement Mindset is the foundation of professional and personal success. Whether you’re an association executive shaping strategy or leading a team, the mindset you bring defines the outcome. Adopting an entrepreneurial mindset empowers you to lead with creativity, resilience, and adaptability. You don’t need to be an entrepreneur to think like one—this mindset allows you to break through limitations and reach new heights in your organization and your career. As a keynote speaker and change agent, I’ve had the privilege of inspiring leaders across industries to adopt this mindset and become the CEOs of their lives and careers. By embracing principles like leadership, ownership, and innovation, individuals unlock their full potential, achieving organizational and professional goals. One experience that left a profound impact on me came after a training session I delivered to a Fortune 500 company. As I was leaving, two employees who had just attended the training stopped me and said, “Dr. Time, the inspiration, wisdom, and knowledge you share with us to do better in our jobs, we actually take home and use in our personal lives, which is why we are happier here at work.” This conversation underscored three important truths. First, we don’t live two separate lives; our professional and personal lives are deeply intertwined. Second, when we invest in people’s professional growth, we also enrich their personal lives. And third, the principles of the entrepreneurial mindset—leadership, adaptability, and innovation— are universal and can drive success in both realms. Success in life is holistic. Personal and professional growth are interconnected. When we adopt an entrepreneurial mindset, we unlock new ways of thinking and behaving that transcend the workplace, leading to a more fulfilling and purposeful life. This mindset is a powerful driver of self-actualization, helping us not only meet but exceed our aspirations. The most impactful leaders think and act with this mindset. They lead with vision, resilience, and adaptability, driving growth and embracing challenges as opportunities to create positive change. Ministers of Social Impact: Elevating Lives Through Leadership Through my experiences as a keynote speaker, I’ve come to see association executives in a unique light. Your work is more than just managing membership and orchestrating programs—it’s about making a profound social impact that shapes members’ lives far beyond the immediate interactions. You are Ministers of Social Impact, driving initiatives that bring meaning, connection, and value to the communities you serve. Throughout my journey in entrepreneurship and philanthropy, I’ve been given many titles. One that resonates with me is “Minister of Entrepreneurship,” reflecting my mission-driven approach to social impact, centered around serving and caring for people. In the same way, successful association executives do more than manage—they serve and uplift their communities. As an executive, your role is to create strategies and initiatives that inspire, educate, and motivate. Whether you’re leading an annual conference that delivers REIMAGINE YOUR MINDSET AND ADVANCE YOUR CAREER Be Inspired, Innovate, and Lead Social Impact By Dr. Michael Time, M.D.
21 Career Advancement groundbreaking knowledge or launching a program that fosters personal and professional growth, you are crafting moments that leave lasting impressions. Members may forget the finer details, but they will never forget the way your leadership and initiatives made them feel. You deliver hope, joy, and connection—intangible gifts that resonate deeply. Your leadership plays a critical role in this mission. You’re not just providing resources or opportunities; you are creating environments that foster member engagement, innovation, and growth. By working collaboratively with your teams and stakeholders, you ensure that every initiative serves a higher purpose, helping your members leave with more than they started with. Think Like an Entrepreneur, Lead Like a Minister: Using Design Thinking Principles Entrepreneurs often use design thinking to innovate and solve complex problems, and as an association executive, these principles can transform how you approach leadership. Design thinking is a human-centered approach that focuses on understanding the needs of the people you serve, brainstorming creative solutions, and continuously refining ideas through iteration. By applying these principles, you can design programs and initiatives that deliver memorable experiences and exceed expectations. Here’s how you can use design thinking to elevate your role as an association leader: 1. Empathy for Members: The first stage of design thinking is empathy—understanding the needs, desires, and pain points of your members. As an executive, this means truly getting to know your membership base. What are their goals for engaging with your association? What challenges do they face in their professional or personal lives? Have you had an opportunity to spend a day with them at their job to experience their reality firsthand? By stepping into their shoes, you can design programs and initiatives that address these needs, whether it means creating more networking opportunities, offering targeted professional development, or ensuring an inclusive environment for all. 2. Define the Problem: Entrepreneurs focus on solving specific problems, and design thinking encourages you to clearly define the core challenge. For association executives, this could mean narrowing down the key objectives of a new initiative—are you trying to inspire, educate, or connect people? Have you spent time with members in person to learn more about their goals and needs? Once you’ve defined the goal, you can focus on creating a solution that directly addresses that challenge. 3. Ideate with Creativity: The ideation phase is where entrepreneurs brainstorm a wide range of ideas without limitations. As an association leader, you can use this stage to think outside the box when designing new programs or initiatives. Instead of sticking to traditional formats, explore new possibilities such as incorporating immersive technologies and experiences, hosting events in unexpected venues, creating hybrid opportunities that blend in-person and virtual interactions, or designing interactive experiences. 4. Prototype and Experiment: In design thinking, creating prototypes and testing ideas is essential. For association executives, this could mean creating pilot programs or small-scale versions of larger initiatives to gather feedback before launching on a broader scale. Maybe you test a new member engagement platform, a micro-learning module to see how it resonates with your members, or plan different types of events to encourage new connections between your members. 5. Iterate for Continuous Improvement: The final step in design thinking is to gather feedback, learn from it, and make continuous improvements. After launching an initiative, take time to reflect on what worked and what could be improved. Collect feedback from members, stakeholders, and your team. Use this data to refine your approach for future efforts. Online surveys are helpful, but also speak with members via phone or virtual meetings to get more personal feedback that may not be shared in online surveys. By adopting design thinking, association executives can foster creativity, empathy, and problem-solving in their roles. This mindset allows you to view your work not as a series of administrative tasks, but as dynamic, evolving opportunities to meet the real needs of your members and community. Incorporating these principles into your leadership ensures that every initiative you touch is more than just a success—it becomes an unforgettable experience that drives connection, learning, and transformation. Just like entrepreneurs, you’re not simply managing an association—you’re leading with purpose and designing experiences that make a lasting social impact on the people you serve. Dr. Michael Time, M.D. is CEO of TIME TALKS, [email protected]. Design Thinking A human-centered approach that focuses on understanding the needs of the people you serve, brainstorming creative solutions, and continuously refining ideas through iteration.
22 Career Advancement In this issue of Association Chat Magazine, we’re looking at one of the most challenging and rewarding parts of any professional’s journey: the job hunt. Whether you’re just starting out or looking for your next big opportunity, the process can be a rollercoaster of emotions, uncertainties, and triumphs. For association professionals, in particular, the landscape is constantly evolving, requiring adaptability and clarity in choosing the right path. To shed light on this journey, we sat down with Mary de la Fe, who recently completed her own successful job search. In this candid Q&A, Mary shares her experiences, insights, and advice for those working through the complexities of finding a role that not only fits their skills but also aligns with their life goals and values. From managing uncertainty to identifying the perfect organizational culture, Mary offers a wealth of practical tips and personal reflections to inspire association professionals at every stage of their careers. Q: Hi, Mary! What motivated you to begin your job search, and what were you specifically looking for in a new role? I left my last full time association position back in March 2020 with the idea of working freelance. Obviously, those plans changed. After exploring a few pivots—learning to build websites and proofreading as a couple examples, I realized that meeting planning was what I’m meant to do. Unfortunately, most of the work I was finding were one off, on-site work, or online support for virtual events and I missed the full planning process. And I missed being part of a team and an organization. Q: How did you balance the desire for a position that aligned with your personal goals and the practical need for stability? Over the last four years I’ve learned a lot about myself and one thing I learned was that at this point in my life, I want a stable income that will allow me to live my life. Allow me to spend time with family and friends—I have a brand-new grandnephew that I look forward to watching grow up—and to travel for fun. I want to do work I love, but I do not want to dedicate all my time and effort to that work. One thing I really focused on in my search was flexibility. I knew before the pandemic that a daily commute and rigid rules regarding work hours was frustrating. So, in my search I focused primarily on organizations that offered fully remote or primarily remote options. Q: Were there any aspects of the job search process that surprised you, either positively or negatively? The number of times I did not receive a follow up email after an interview letting me know whether I was moving on in the process and/or did not get the position. I don’t really expect an email letting me know I wasn’t even going to get an interview, although with automated systems, I often do eventually get a generic, “thanks, but no thanks”, email. But I have had at least two organizations with no response after an interview, not even the eventual generic email that they went another way, after the first interview. And one even after a second interview. Q: How did you approach evaluating an organization’s culture? What were the key indicators that helped you decide if it was a good fit? I did as much research as possible into work culture— reading Glassdoor and other reviews, noticing if they had information about their work culture on their websites, if they had staff listings to check out, and, as much as possible, the diversity on staff and boards. I also paid attention to their process, and, when I was lucky enough to have interviews, I also really listened to my instincts to know whether this would a good fit for me. I tend to have good instincts for people. It’s as much about the right fit—on both sides—even more Life as an Association Professional THE JOB HUNT An Association Chat Q&A with Mary de la Fe, CAE, CMP
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