Focus North - Q3 2022

Focus North is published 4 times a year by Associations North 1970 Oakcrest Avenue, Suite 100, Roseville, MN 55113

Phone: 651.647.6388

Fax: 651.647.6416

Website: www.associationsnorth.com

Email: info@associationsnorth.com

The opinions expressed herein are those of the authors and do not reflect the opinions of Associations North. Editorial contributors in any area of association management are welcome. Articles accepted for publication are subject to editing by Associations North.

Advertising is accepted on a space availability basis. Contact angela@associationsnorth.com or call 651-647-6388 for further advertising information.

Staff Angela Kisskeys President Steffanie Berg

Project Coordinator Mission

To advance and serve the association management profession in Minnesota, North Dakota, and South Dakota.

Vision

Associations North, our members, and their associations will thrive and grow.

Diversity & Inclusion

In principle and in practice, Associations North values and seeks diversity and inclusiveness within the association management industry. Associations North advocates for and promotes involvement, innovation, and expanded access to leadership opportunities that maximize engagement across underrepresented groups in the Associations North membership.

Board of Directors motivates the

Clara Albert, CAE (2022 Chair)

Electrical Association

Answer: “Progress and Impact.”

David Siegel, CAE, IOM (Past - Chair)

Answer: “I love the feeling that we are making a difference.”

Janel Fick (Chair Elect)

Global Management Partners LLC

Answer: “We have secret agent jobs and most people outside of our community don’t get what we do…

Passion, people and mission-driven work motivate me. We are uniquely positioned to lead our associations by making a positive impact globally. How cool is that? ”

Matt Gruhn (Secretary/Treasurer)

Marine Retailers Association of the Americas

Angela Kisskeys

Associations North

Answer: “Progress to goals and our mission.”

Justin Bieganek

Mercury Creative Group

Answer: “Helping our clients grow their business!”

Carrie Chang Minneapolis Area REALTORS®

Answer: “Our mission, our members, and my co-workers!”

Mary Detloff, CAE Crescendo Consulting Solutions, LLC

Answer: “Using my skillset to contribute to others’ success.”

Maria Huntley, CAE, MANM Minnesota Academy of Family Physicians

Karla Keller Torp Minnesota Shopping Center Association

Answer: “Finding new and/or creative ways to improve something or creating something completely new that will advance the organization in our new normal – in addition, hard work and perseverance that helps create success.”

Christi Kokaisel, CAE, MBA

American Academy of Neurology

Answer: “Mentoring and coaching others, and the excitement of innovation and change in the association world. ”

Shannon Thomasser

Visit Roseville

Answer: “Connecting people together helping them achieve their goals.”

What’s Going On?

The Human Side

I was recently reading an article from hbr.org, TheHumanSideofManagementfrom 1996. Yes, 1996 – but it still holds great value. There was a quote that stood out to me, “the only people who become great managers are the ones who understand in their guts that managing is not merely a series of mechanical tasks but a set of human interactions.” As I continue on my own leadership journey, I find myself very interested in the human side of leadership. I love getting to know people, hearing their stories, diving into the diversities of a person and finding out what their dreams are. I thought for this issue, why not share the human side of myself.

What has been your biggest learning lession since becoming President at AN?

Not to be afraid of change as it’s leading to a new beginning. Embrace the process and know the best way to predict the future is to create it. And...that I can’t eat a dinosaur in a day, and take things one day at a time.

What fills my cup?

I seek joy in both my work and life. I am on a continuous journey to find ways to enjoy both as it keeps me centered and motivated. Professionally, my cup is full when I have an idea or vision and see it come to life. My Associations

North cup overflows when I connect with members. I find member conversations inspire me, lift me, and always leave me feeling grateful. Personally, time with family and friends fills my cup. Currently, family time consists of cheering on my 7-year-old and 10-year-old in a hockey arena, on a lacrosse field, hitting the links, or enjoying time on the lake. Ok, maybe a good Bravo show by myself is my most favorite cup filler.

How do I invest in myself?

Growth. “When you’re green you grow, when you’re ripe you rot.” One of my favorite quotes. I try to stay green and always be open to growth, personally and professionally. Personally, I have invested in myself and challenged my patience in the game of golf. Where I’ve grown the most is in my friendships on the course. Professionally, I am in executive coaching and find the most growth comes from hard truths, difficult conversations, and flexing new leadership muscles.

What gets you up in the morning?

The thought of a hot latte or a sweet dog snuggle. In all actuality, I am trying to become a morning person. I feel I can set my intentions and be more mindful of my day if I start in the morning. I also am a very goal-oriented person, so making progress on my goals is what truly gets me up in the morning.

Last vacation, next vacation?

Ok, this is a fun one. Last vacation was Jackson, Wyoming. Next vacation is Kiawah Island + Charleston in 2023. I’ve learned that life is truly short and to take the vacation. You won’t regret it. My husband and I work hard to create memories and continue to enjoy life.

What could you give a 30-minute presentation about with no advance preparation?

Professionally, how there is an association for everything. Sometimes how I explain what I do for a living is like giving a micro-learning presentation about the association community. Personally, Tom Brady or the New England Patriots.

What is one important skill that you think everyone should have?

Effective communication. Successful communication helps us better understand people and situations, builds trust, and allows for better decision making. One of the most memorable college classes I have taken was gender communication. Humans are just fascinating!

What am I currently working on?

Turning my can’ts into cans and dreams into plans. Educational experiences, relevant resources, and curated connections to advance associations in 2023. I am excited to share Associations North 2023 plans very soon!

As Steffanie and I were talking the other day, there isn’t much that’s interesting about worker robots. Thank you for taking a minute to learn more about my human side. Next time I see you or if I haven’t met you yet, (lets!) I’d love to hear your story, grab a cup of coffee (as noted I love lattes), and share more about being awesome humans.

When Printing Industry Midwest (PIM) decided to create a Diversity, Equity & Inclusion (DE&I) Accreditation Program, they didn’t know at the start what it would look like, how much work it would entail, or how many of its members would participate. But they were certain after George Floyd was killed in May 2020 not far from the organization’s Golden Valley, MN office that they had a responsibility to their membership and greater community to join the movement for change that followed.

“I live three blocks away from where George Floyd was killed,” said Kristin Pilling-Davis, PIM’s Interim Executive Director. “We wanted to create something for the printing industry that we can all be proud of.”

Sadie Johnson, marketing specialist at PIM, also expressed her desire to encourage a more diverse, inclusive, and supportive workforce.

“As a woman of color, I often walk into a room and see all the same faces. I want to help open the door for others and make us collectively stronger.”

PIM’s DE&I Accreditation Program began as a pilot program within its membership in October 2021 and currently has 12 full-time participants. To earn the right to use PIM’s diversity logo in their marketing materials, they must track their progress and measure results through the four stars of the program: 1) commit to making DE&I efforts a priority; 2) aim to review current processes and documentation; 3) gain momentum by making progress toward DE&I goals; and 4) achieve excellence in always striving to do better.

Every participant is onboarded individually, and PillingDavis and Johnson check in monthly with surveys to see how things are going. When an organization earns its first star, PIM provides them with a marketing kit to help communicate the goals of the accreditation program. The program is reviewed and managed by the Diversity Coalition, which includes representatives from other print companies in addition to PIM staff members.

PIM stressed that achieving DE&I goals within an organization is a marathon, not a sprint, so there is no set time frame for a participant to achieve its stars. The first star is the biggest hurdle, and now that the pilot program has been operating for a year, three companies have reached or are close to reaching the first star.

“We had one company earn their first star who totally embraced the program, and it’s really neat to see,”

Pilling-Davis said. “We’re actively creating relationships, and customers are asking how to diversify their supply chains.”

PIM is planning a national rollout of its DE&I Accreditation Program in October or November 2022. The association’s membership consists of nearly 300 print and graphic communications service providers and suppliers in Minnesota, Iowa, Nebraska, and the Dakotas. They can also reach companies in other parts of the country through America’s Printing Associations Network, a new national organization for the print industry.

While PIM’s pilot program was free, the national program will collect an annual fee to help cover the extensive time it takes to administer the program. A fee of $200 for PIM members and $300 for other organizations in America’s Printing Associations Network will ensure the DE&I Accreditation Program has the resources it needs to thrive but is not an economic burden. PIM considers it an investment in training employees and reshaping the future, and one that participants are willing to pay for bragging rights.

DE&I initiatives are not only the right thing to do, but they can bolster organizations by attracting new generations of workers, reaching out to untapped labor pools, and standing out from the competition by demonstrating a commitment to real and lasting change. Industries can adapt to an evolving workplace and learn how to thrive with new ideas and ways of thinking.

PIM doesn’t intend to keep the DE&I Accreditation Program confined to the print industry. The goals and structure of the program can be replicated with other associations and translated to any employer. After all, creating a more diverse, inclusive, and tolerant workforce is the ongoing responsibility of entire communities.

“These DE&I efforts never stop,” explained Pilling-Davis. “It’s constant participation, training, involvement, progress, and achievement.”

To get the latest details about PIM’s DE&I Accreditation Program and see how you can get involved, visit www. pimw.org/pim-diversity.

“Wewantedtocreatesomethingforthe

Analysis Paralysis

Have you sat in a meeting knowing a decision had to be made while you watched the clock tick? So many ideas and objections are presented that the likelihood of reaching a consensus dwindles.

The situation is described as “analysis paralysis,” when individuals or groups over-analyze and over-think a situation. Decision-making becomes “paralyzed,” with individuals unable to reach consensus or recommend a course of action. The syndrome causes frustration, failure to complete a task, misunderstanding, wasted time, and resignation. Over-analyzing can derail the most well-intentioned group.

Recognizing Paralysis

By recognizing the symptoms, corrective actions can avoid paralysis. Individuals, or the group, might overthink the assignment. Frequently, they want to solve the entire problem and decide how it will be managed, who will do the work, and deadlines. They should focus on the recommendation, not on the “how-to” to carry out the decision. Recommendations usually go to a committee or staff for the implementation process.

Watch out for deep dives. For instance, an assignment to make a recommendation about the conference ends in discussing the name badges. It seems easier to address low-level issues than to be brave enough to offer solutions.

Group discussion and decision-making can be daunting for individuals. They may lack experience working in a group or the courage to state an opinion or make a recommendation.

Encourage everybody to join in the conversation. Sometimes the loudest person is not always the most valuable voice in the room. Be wary of those who speak twice as much as they listen.

Decision-making is avoided by offering a glut of ideas. At some point, the ideas must end, and closure reached. Also listen for the devil’s advocate with a pattern of disagreeing. Hear them out or call them out. Recommendations are meant to offer solutions, not to expand the problem. Be alert to time wasters. As the clock ticks, the opportunity for consensus diminishes. Finally, the culture of an organization may be seen as a rejection rather than acceptance. If a board of directors is known to reject or micromanage recommendations, the group isn’t likely to work as hard on solutions.

Reaching Failure

When finding yourself in these situations, the outcomes are predictable. The decision is rushed with groupthink taking over. Equally alarming is the group that missed the mark. They will state, “We didn’t have enough time,” or “We had a great conversation but didn’t reach a conclusion.” You want a group leader who can avoid a “hung jury.” It is disappointing when the group says, “Among us, we could not reach an agreement.”

Cures for Analysis Paralysis

Set the tone. Restate the assignment at the start. Quite often, the precise charge was uncertain, or participants don’t give it much thought. It’s critical to understand the task.

Appoint a facilitator. Decisions eventually must be communicated. A designated spokesperson will monitor time and engage everybody with statements

like, “Have we heard from everyone?” and “Have we reached an agreement yet?”

Keep notes. Ask someone to be a scribe. The only way to ensure the group agrees is to read the final recommendation accurately. If the notetaker is not accurate, almost immediately, the group fails, and their report becomes, “We talked about it but didn’t write it down.” As it is often said, an idea without writing it down is just a dream.

Rely on facts. Without data, any decision might sound reasonable. Ask for clarification and metrics. For example, “How did the program perform in the past? What is the potential for growth?”

Respect time. Know how much time is allocated for the process. If the group is assigned three tasks in one hour, they should give about 15 minutes per task, and the final minutes for a recap. Most groups work under the stress of time, but if a 5-minute break is needed to stretch and refocus, take the break.

Summarize. Encourage the statement, “Thus far, I think we’ve agreed upon…” Recap understandings often. Before adjourning, restate the final recommendation.

Be brief. To ensure the recommendations are understood, keep them brief. Listeners and readers prefer bullets and examples rather than verbose paragraphs.

It is rare to find a person who enjoys meeting “just to meet.” Stay laser-focused on the task, deadline, and expectation. Avoid the temptation to overanalyze so that paralysis doesn’t take over.

When it comes to creating or offering professional development for your members, there is no arguing that it’s valuable and necessary. However, for many association professionals, the subsequent response is often, “where do I find the time?”

Whether it’s because of shortening attention times or limited schedules, finding time for learning opportunities is tough, and microlearning may be the solution.

What Is Microlearning?

Microlearning can take many forms, including short quizzes, quick explainer videos, term flashcards or even infographics. While there is no specific time constraint, it is recommended for a microlearning opportunity to take less than 15 to 30 minutes, and the consistent throughline on all microlearning definitions is that it should be “bite-sized” and focused on a specific topic.

How Can It Help Your Association Members?

For associations, e-learning is likely one of the most significant member benefits you provide. However, those massive certification programs and complex coursework could be a barrier for your members.

Not only is their time limited, making it difficult to invest in professional development, but many of the topics are complex, which means they may forget information soon after they’re learning it.

More often than not, this can be addressed by adjusting your learning design – making things more engaging, integrating video, and changing your

LMS – but for many organizations, adding microlearning can be a valuable tool for creating more engaging learning experiences.

3 Benefits of Providing Micro Options

1. Makes Content Easier to Consume Providing value to your members means making their lives easier. Microlearning creates opportunities for quick and convenient lessons that can take any form. Not only does it help your members, but it ensures they’ll come back, building member engagement and rapport with your audience.

2. Helps with Information Retention

As mentioned above, the denser a topic, the quicker your audience forgets it. While you can always create additional resources to help reinforce those lessons (and we recommend you do), creating content that’s already optimized for retention is also helpful.

3. Allows for Personalized Learning

According to McKinsey, “training courses are most effective when they are tailored for specific roles and at identifiable career inflection points, as opposed to being offered episodically, according to the calendar, or when HR secures resources for new learning initiatives.” In other words, the learning opportunities you provide to members must be based on the experiences they’re likely to have and available when they need them. Microlearning allows you to easily create content at scale and with a scope specific to these inflection points.

Simple Ways to Create Microlearning Opportunities

We know your members’ time is limited, but they’re still looking for

valuable learning content. So what can you do? While a lot goes into creating microlearning content, there are ways to get some easy wins early on.

Repurpose Old Content

Plenty of organizations create longform content to delve into dense topics. Sidecar education content is built with microlearning principles in mind. Not only have we created additional blogs to make the individual subheadings their own lessons, but also we’ve included infographics that make it easier for visual learners along with video content in Sidecar Academy for members that want to learn on their own time. Your own content archives are great places to start looking for microlearning opportunities.

Create Micro-Videos

Maybe your members are on the go and don’t have time to sit and work through an entire learning module. However, they may find it easier to listen to or watch a video at their convenience. Whether the video is a how-to, an explainer, or even an interview, video can be a powerful tool for your association.

Design an Infographic

Complex ideas can be challenging to digest. A helpful way to break these down – particularly for your visual learners – is with an infographic. They can focus on illustrations or text, but by condensing everything into a one-pager, your content is easier to digest and much more shareable, another benefit to microlearning.

Why Your Association Should Experiment With Microlearning

“Microlearning can be a valuable tool for creating more engaging learning experiences.”

Advancing Meetings + Events: In The Details

If Events Could Talk:

10 Strategies for Fueling a Powerful Voice

Has your association conducted a communication audit within the last three years? More specifically, are your meetings and publications teams working together to ensure your association’s events are effectively marketed? If your events suffer from stagnant or declining attendance, sponsors or exhibitors – or if you have difficulty securing quality speakers –the answer lies not in a silo, but rather in your team. Following are 10 strategies your association can immediately implement to boost the reputation of its signature events and, in turn, its bottom line.

1. Branding

A uniform event name, acronym or hashtag from one year to the next is just the beginning. To ensure your members easily recognize an event at first glance, consider how colors, logos, fonts and overall design elements are used consistently across communication platforms.

2. Differentiation

Briefly scan the professional development landscape and you’ll find fierce competition all around you – colleges and universities, other associations and even your own members. Event messaging must clearly illustrate in both quantitative and qualitative terms how your event is different from the rest.

3. Value proposition

Every event comprises some combination of learning and networking. One way to elevate yours above the others is to demonstrate the value attendees can expect to gain in both the short-term (e.g., contacts, ideas, goals, objectives) and the longterm (e.g., strategy, tactics, products, services, profit).

4. Voice

If your event could talk, what would it sound like? An elderly grandparent? A progressive hipster? Ensure written collateral closely resembles the tone and sophistication of your audience. As appropriate, add in elements of levity, informality, slang and pop culture to also make them fun and interesting to read.

5. Brevity

Promotional pieces are not the place to be long-winded. Prospective attendees are inundated with messaging each and every day, so make it easy for them to cut through the noise and connect with your publications. Don’t be surprised if fewer words result in improved open and click-through rates, too.

6. Channels

Determine how your association communicates. And don’t just think in terms of print communications – include all digital and social media platforms, as well. Optimal event marketing is multimedia in nature and should include messaging in most – if not all – of these communication channels.

7. Testimonials

Never underestimate the power of an exceptional experience, particularly by Generation Yelp. Gather and share both written and video testimonials from attendees, sponsors, exhibitors and speakers. Ultimately, it means more coming from their peers than it does from you.

8. Images

We know a picture is worth a thousand words, so ditch the clipart and invest in a professional photographer to take pictures during your signature events. Use these photographs throughout your marketing materials to tell your event’s story: who attends, how they engage and what they learn.

9. Sample content

Sometimes prospective attendees and their supervisors are looking for added insurance your event will be worth their time and money. Sharing sample content in the form of slide decks, handouts, executive summaries and video clips may be just the ticket to secure their participation.

10. Volunteers

Identify your repeat attendees and arm them with the tools needed to promote your events. Consider guest blog posts, social media chats and featured magazine columns. Likewise, remove as many barriers as possible to encourage easy sharing of member-generated materials.

While you may not have the resources to employ each of these tactics between now and your next annual meeting, take some time this month to identify and address the low-hanging fruit. Then develop a long-term strategic plan for implementing the remaining marketing and communication ideas, remembering to include representation from both the meetings and publications teams. At the end of the day, you simply can’t afford to ignore what your events are saying about you, your department and your organization.

Foster Inclusion and Belonging with an Event Code of Conduct

2022 has been an in-person events renaissance for association professionals as members excitedly return to conferences, seminars and, tournaments. As schedules heat up going into fall, one of the best tools to make sure your organization is living up to its Diversity, Equity, Inclusion, and Belonging policies is having a Code of Conduct for your events. It gives participants (and staff) assurances that they will be respected and well treated, as well as letting them know what to do if problems arise.

We have both been thrilled to get back to seeing our members face-to-face and our experiences have been overwhelmingly positive, but we have both seen behavior at events that was not respectful of all participants and staff. In fact, this piece is inspired by Kelly’s experience as an attendee at an association golf outing. She experienced lewd comments, a series of microaggressions and was rear-ended in a golf cart at full speed all by the same individual while others looked on.

“I’ve never experienced this sort of behavior at a professional event. After processing what happened I quickly put on my association hat and wondered what would I do if this was reported at one of our events and more importantly, what can we do to help prevent this type of behavior in the first place.”

Having a well written and actionable Code of Conduct fosters of culture of mutual respect which can help to prevent issues as well as providing channels to remedy problems that occur.

Here is some advice on putting together or enhancing your own organizations Code of Conduct:

• Clarity and specificity are very

important in drafting the Code of Conduct, and it’s a best practice to list out behaviors so that there is no ambiguity about what is and isn’t acceptable.

• One smart item to list in your Code of Conduct is microaggressions and consider defining these with examples to make this item crystal clear to attendees.

• Bullet points help make the Code of Conduct easier to read than long paragraphs of text.

• Clearly define what actions can result from violating the Code of Conduct and give those who report a concrete timeframe for investigation and remediation. Leaving them hanging without an understanding of what will happen adds insult to injury.

• Giving a summary of your Code of Conduct at your events during introductions helps to set expectations of appropriate behavior – these preventative measures can help deter inappropriate behavior and encourage bystanders to promote a healthy environment.

Remember, your Code of Conduct is only as good as your follow-up, so clearly identify how people can report violations, who they should report to, and what expectations they should have for the process. It is very important to provide instructions on how to report problems during an event, and to make sure that staff and volunteers know how to handle responses to unacceptable behavior. But just as important, make sure there is a way to report these situations after events as well, as it is often difficult to snap into action after being harassed or mistreated. Harassment, mistreatment and microaggressions often have a chilling effect on the ability to speak up.

Additionally, those who are mistreated have to gauge the potential emotional and professional costs that can come with reporting inappropriate behavior. Anyone who has ever had to “sleep on it” has been through this internal struggle. Here are some final suggestions to keep in mind for a Code of Conduct:

• Bystanders can play an important role in reporting and responding to inappropriate behavior; make sure that your Code of Conduct makes them feel empowered to assist and support colleagues who are being hassled or harassed. “Bystander intervention would have made a world of difference to me. I felt alone and vulnerable out on the golf course.”

• Events where alcohol is served or more informal events such as sports tournaments may need additional attention from staff and volunteers.

• Provide more than one contact for members when report inappropriate behavior - this can be a good spot for a well-suited Board member (or two) to assist association staff. Think about whether there is diversity among the contacts to report to. “Reporting to a female peer made the reporting process comfortable. I’m not sure I would have reported to a male authority figure.”

• The Code of Conduct should also cover behavior towards and by staff working at the venue.

Once you have your Code of Conduct written and vetted, clearly post the code on your website and include it as part of the event registration process; this shows attendees you take these issues seriously and empowers staff to act with the backing of an official policy.

As you work on your own Code of Conduct, find and review some helpful resources and examples at: associationsnorth.com/EDIConductcExamples

The Art of Juggling Events: Strategy and Logistics Tips

Forty-one percent of marketers believe events are the single-most effective marketing channel. Start with these event planning tips for organized success.

follow-up to ensure they are taking advantage of (and know about) the services available to them. Think: how-to videos, welcome letters, onboarding checklists, and surveys.

Additional items to consider:

• Event hashtags. Create and share everywhere to get everyone using them before, during and after the event.

• Twitter lists. Build them based on sponsors and speakers; engage with them in real time.

Planning is the key to everything and sometimes you just need a nudge in the right direction for easy tools and processes to make it smooth for your next event. Here are some tips as you prepare for a new year of events to help keep it all in check.

Strategy

Strategy is at the forefront of every great event. Dive deep into your ‘why’ and what good outcomes look like.

• Who are you trying to reach? Consider attendees, sponsors and speakers. How will you communicate with them prior to, during and after the event.

• What kind of event do you want this event to be? Networking? Learning? Activities? Sales? A combination of all?

• Where will you hold your event? How much space do you need? Is it important to be in a city that offers additional activities?

• When will the event be held? Consider the schedule of your audience in addition to other events in the area.

• Why are you motivated to host this event? Outline what success will look like.

Pre-Event Planning

Prep from all sides—attendees, volunteers, sponsors. The biggest tool in your arsenal is your event timeline. Categorize tasks by team member, function or attendee type. Utilize a project management tool such as Asana, Trello or Monday, for easy access between all team members. Include tasks like:

• Emails to attendees/sponsors/speakers

• Print deadlines

• Speaker deadlines (call for presentations, notifications, contract deadlines)

• Sponsor deliverables (social media tags, promotion, payment deadlines)

• Registration deadlines (early bird, online registration)

• Catering deadlines (head counts, menus)

• Mobile app creation (content + design)

• Design deadlines (program, signage, handouts)

• Time-sensitive website updates

Build Your Touchpoints

First impressions matter. Onboarding matters. Develop solid touchpoints for all member types no matter where they are in their journey. Know the systems in place to welcome new members; do a lot of handholding in this stage to make them feel welcome, and

• Digital badges. Send them to speakers and sponsors to display on websites and email signatures.

•Guest blog posts. Offer them to speakers and sponsors to create excitement and trust prior to your event.

• Photo/videography. Use professionals to capture the vibe. Use in blog posts, emails, digital content and ads.

• Pre-event emails. Create drip campaigns to communicate with all. Set strategic email cadences based on audience type.

On-site communication

Be prepared with tools to take care of any hiccups and ensure your event runs smoothly. For the best on-site communication and experience:

• Host an event prep meeting a week before the event. Conduct a dry run of the event and answer any questions from your on-site event team.

• Create and share on-site master schedule. This may include a FAQs document for any on-site questions that may arise. This ensures that everyone is on the same page whether working registration, sponsor booths or speaker ready rooms.

• Assign walkie-talkies. Sure, smartphones are great, but connections are not always reliable. Invest in walkie-talkies and ensure key staff in the following areas have them readily accessible:

- Attendee registration

- Speaker and AV team managers

- Sponsor managers

- Catering/entertainment managers

• Dedicate a social media manager. Assign a dedicated staff member (or team) to engage in real-time on social media throughout the event. Keep an eye out for things like attendee feedback and mentions throughout the event.

Delegate key tasks throughout the event planning process—within your team or by outsourcing to consultants or event companies. The key? Focus on what you can reasonably achieve on your own to execute a strong event and leave additional tasks to the experts. Event planning is always a team effort. Good luck!

-Melissa Harrison, CEO, Allee Creative melissa@alleecreative.com

Destroy Decision Silos with Blended Data

Years ago, there was a joke in the association community that people weren’t creating silos. They were building Monuments to Excellence. Having lived through several eras in association management, I can say as an eyewitness that these were SILOS. And they weren’t excellent. While silos are great for storing grain, they aren’t good for organizations, especially associations that need to be aware of all aspects of the member experience.

The Data Silo phenomenon is a side effect of today’s “big data era” and is an underappreciated problem for associations - in addition to understanding the member experience, an association needs to know trending environmental factors, revenue and expense data, and measurements of market awareness to name a few. Just focusing on one is not helpful, and you will find you have landed in a Data Silo.

What silos really do is isolate people and information, which contributes to slower reaction times in decision making. Slower decision making and a lack of a complete picture of the environment puts all associations at risk. And it wastes one of your most valuable resources: your data.

As associations use an ever-expanding array of software tools to better serve members, an unintended consequence is the creation of isolated data that is seen in a vacuum. This doesn’t contribute to big picture thinking and can be a hindrance to making decisions that support the association’s mission. While it’s safe to dive into the data stream, data silos are barriers you can crash against if you don’t try to remove them.

How do silos of any kind happen? They aren’t usually built consciously. Organizations become siloed over time and different areas in the association focus on their “thing” whether it’s membership, conferences, or online community management. Focusing on their main responsibility leads to the creation of data silos as team members focus on their niche responsibility rather than seeing the data in the larger context of the association.

If you only use one type of data, you will have a narrow view that doesn’t provide context for the data. For example, if you only look at your conference registration numbers, you won’t see a clear picture of how else your members engage.

A common misperception is that the association’s AMS can and should be the central repository for member data – but Tim Ward has a different perspective. As CEO of Gravitate Solutions, Tim sees all the different software systems that associations use today because Gravitate performs AMS implementations and integrations with other systems. He reports that in a typical association today, the data stored in an AMS accounts for only 20% of all member data - the other 80% is external to the AMS, meaning it is in your emarketing system, online community, LMS, CMS, events software, and/or stored in another system outside of the AMS (like a survey tool).

This is an eye-opening statistic telling us that while AMS systems are vitally important to all of us, they themselves have become a data silo.

But wait – there’s more to consider. The volume of data generated by all of these systems is so large, and the types of data generated are so varied, that AMS

systems can’t be central repositories for it all. These are not “big data” systems. Just as in the commercial sector, there is so much data being generated today by our customers and prospects that organizations need data solutions designed to bring all their data together and make it usable. A term for this is “blending data”.

Using blended data can help take down those silos and bring team members together by showing how the data informs everyone’s area of responsibility. It can also help your team find points where what they do dovetails and can lead to more successful outcomes.

Blended data includes your quantitative and qualitative data. Sometimes this is referred to as “hard” and “soft” data.

Qualitative data is subjective while quantitative data is objective. Bringing these two together tells the story behind the numbers and explains the “why” behind declining conference attendance or increasing digital sales. One without the other is an incomplete picture. For example, if you add conference data to online community statistics, purchasing history, and volunteer activity, you get a much bigger and more informative view of how members are engaged.

Blended data supports organizations in a variety of ways: bringing teams together, supporting successful outcomes, supporting the mission, and driving strategy implementation. Integrating your data from the AMS, online community chats, conversations with members, press statistics, and other data sources outside the AMS strengthens the association’s position to successfully fulfill its mission.

Advancing The Essentials: Invaluable Insights

5 Ways to Create an Office Culture Around Well-being

Stacy Pollack, Workest by Zenefits

In the last few years, companies have been looking for more ways to show their employees that they care about their overall well-being, and with good reason. When people of all ages were asked in a Gallup survey what they look for in an employer, employees ranked “the organization cares about employees’ wellbeing” in their top 3 criteria.

It’s critical that all companies take steps to create an office culture around employee wellness and overall well-being. In fact, companies who don’t risk losing talent altogether. Wellness initiatives are a win for everyone: Your people will be healthier, happier, and more productive.

1. Provide (or Expand) Healthcare Benefits. While providing healthcare benefits is one of the most expensive ways to promote wellness, it’s also one of the most effective. When looking at what employees want most, health insurance is almost always at the top of the list. Not only will your employees be healthier, but your retention will be higher. In terms of recruitment efforts, you’ll also have access to a stronger pool of applicants: 70% of respondents in a Zenefits survey said they wouldn’t accept a job that didn’t provide health benefits.

If you already provide healthcare, one way to expand care is to invest in telemedicine. Another way to expand your already existing wellness program could be to encourage mindfulness — either with tools or hosting sessions to teach your people about mindfulness and meditation.

2. Offer Flexibility. Providing schedule and location flexibility is key to promoting wellness throughout your organization. This means allowing for some control over both working hours and location.

In terms of location, it’s best to allow the option to keep working from home, if your employees’ physical presence is not necessary for their job function. According to PWC research, what employees want is:

- More flexible working arrangements

- Opportunity to work remotely at least 3 days a week

- Option to go into the office a few days a week

In terms of schedule, you can still have core working hours, but tethering people to their desks is a good way to cause employee burnout. The key here is to focus on results rather than hours.

3. Take Burnout Seriously. A culture of wellness starts with empathetic management. While burnout existed well before the pandemic, it’s been on the rise since early 2020. While many remote workers feel they have better work-life balance, others feel very differently. Some ways to combat burnout include:

- Making sure employees feel seen + heard - Creating a transparent company culture around mental health

- Making burnout reduction a management issue

- Allowing for short-notice time off

4. Emphasize Work-Life Balance. As outlined above, many workers say their work-life balance has improved since working from home. That being said, other reports show a much bleaker picture. One report found that 50% of Americans check their emails before breakfast, and another study found that 26% of Australian workers felt “obligated” to check messages outside of work hours.

It’s in your company’s best interest to help your workers turn off after signing off. Workers with a good work-life balance

have less absenteeism, and are more productive and engaged.

As a company, you should understand that your people have a life and obligations outside of the office. Other ways to encourage a healthier work-life balance include setting a positive example by not overworking yourself, and encouraging breaks.

5. Encourage Connectivity Between Employees. While people prefer the option to work from home, remote work has presented its own set of issues.

Part of wellness includes how we connect with one another, including with colleagues. According to Pew research, people are not as satisfied at work, and a third of respondents say it’s because they feel less connected to their coworkers. Employees with workplace friendships “speak to their greater well-being, engagement and performance”.

So how can you foster connections in the office, even if you’re working remotely? Some ideas include:

- Virtual trivia nights

- Hosting virtual coffee chats or lunches

- Virtual fitness classes

With so many people working remotely, the office has bled into every aspect of employees’ lives. That means that workers no longer see companies as just a job, but as a key player in their overall wellbeing. Providing your people with health benefits, flexibility, and a place for connection can help facilitate a culture of wellness and well-being. While many wellness perks come with a cost, even small businesses can find ways to introduce more initiatives to help their employees feel cared for.

What Do You Think the Future of Work Looks Like?

Younger generations are entering the workplace, and with the political and social climate that they are currently experiencing, there is an unspoken obligation to help the surrounding community. As companies change and adapt, it’s important to teach the employees the importance that their actions will have in the bigger picture. There will be a spoken craving that the work executed helps/benefits themselves and others in the community.

I believe flexibility/hybrid work is here to stay. Also leading foremost with empathy and compassion. Doing so affirms for people that they will be treated as a person whose well-being is important and respected, which leads to more trust in their organization and their leaders. Employees are not just worker bees who accomplish daily tasks. If treated as such, employees lose their passion, and leaders lose future leaders.

SUN

Professional Development

Oct 4 | Peer Genius

Cohort Groups

Oc 13 | Member Engagement Lab: Cultivating Connection

Oct 27 | Member Engagement Lab: Cultivating Connection

Oct 28 | CEOSync (large + small)

Webinar

Oct 19 | Battle Burnout: It’s OK to Say You’re Not OK

Professional Development

Nov 3 | Meeting Planner Symposium

Webinar

Nov 16 | Get LinkedIn to Win: Building Genuine Relationships Online

Cohort Groups

Nov 18 | CEOSync (large + small)

Special Event

Dec 9 | Ideate + Celebrate with Silent Auction

Cohort Groups

Dec 16 | CEOSync (large + small)

Associations North Office Closed Dec 23 - Jan 3 events,

While growing up, I remember hearing and even saying the phrase “ignorance is bliss”. Although I must admit, I didn’t really understand the meaning of it until I was in my twenties in my new career as a social worker. What I experienced in my first four years on the job forced me to learn first-hand what it meant in my own life and its prevalence throughout society.

It was 1994. I had just moved to the Twin Cities from North Dakota to begin a job as a homeless outreach counselor. I served roughly 400 adults per year who were living with serious and persistent mental health diseases. I did outreach, so the people I met were either already homeless or about to be. In most cases, the issues were complex, heartbreaking, and systemic.

MY BLISS LENS

Over the course of my four years on the job, I came to learn that it was possible even for people with good-paying jobs to lose everything in an instant should they develop a serious mental health condition or other equally debilitating health issues.

As a homeless outreach counselor, I came to know the locations of hidden homeless shelters and apartments run by slumlords. I learned that even in below zero temperatures people called empty semi-trailer boxes home and that dumpsters doubled as teenage bedrooms and temporary hiding places for belongings while at school or work during the day.

To my surprise, I also learned that children can be removed from their homes under the guise of neglect because parents could not afford to purchase a new mattress, a mattress cover or wash their child’s bedding daily to get rid of the urine smell after their child’s nightly soiling driven by extreme levels of anxiety.

MY NEW LENS

Before the experience of my job forced me to see a reality different than my own, I lived what I would call an “ignorance is bliss” life. Like most of us, I drove through communities seeing only what is on the surface--shopping malls, churches, schools, city halls and parks. No longer. I have lost my “bliss factor”. What I was now aware of could no longer be unseen. I could no longer look at dumpsters and see just trash receptacles. I could no longer look at city parks and see only recreational space without seeing them as places people call home in the dark hours. I could no longer drive by apartment buildings without knowing some of what happens there and how many people would be evicted from them. I could no longer look at certain houses as family homes once I knew they doubled as homeless shelters.

With my “bliss factor” no longer intact, I had a new lens for looking at the world around me. I no longer only see what is on the surface but am curious about what lies below that isn’t readily visible. I no longer look at individuals without understanding they are part of a larger system. I no longer evaluate a person’s behavior based solely on what they are putting in front of me--I no longer see things simply as black or white.

The “Bliss factor” is real and no one is immune. It takes place within individuals, leaders, communities and entire systems. When ignored, we find black and white solutions or even worse, don’t see a problem that needs solving at all. These bliss factors can also create unconscious bias.

Our world is complex and the formula for solving these issues is nearly always in the gray. Consider what a difference it may make if we looked for the bliss factors in our own lives?

WELCOME, NEW MEMBERS!

Laura Anderson BOMA Greater Minneapolis

Dan Atwood MN HomeCare Association

Christy Blomquist NACM North Central

Chrystal Blow MEA Energy Association

Maranda DeSanto National Speakers Association

Candi Dolan American Academy of Neurology

Tracie Fauth CFA Society Minnesota

Elias Gomez MEA Energy Association

Gia Gunerius American Academy of Neurology

Shauna Kapsner Care Providers of MN

Barb Kilzer Bloom Consulting

Reminder: Review Your Profile

If you haven’t visited your member profile in a while, now is the perfect time to make any and all updates. You can also review your past event history, aquired CAE credits, outstanding invoices, select your communication preferences, view other pertinent information to your membership.

If you don’t remember the last time you logged in, now is the time! Log in to your profile at: associationsnorth.com and click on Manage Profile.

Need additional help? Contact us at: membership@associationsnorth.com

Gary Lee MN School Boards Assn

Morgan Lenz NACM North Central

Lisa Moltzen Regency Hotel Management

Jill Resler American Academy of Neurology

Kelly Ricker American Academy of Neurology

Dean Szambelan MEA Energy Association

Kelleen Trauger NACM North Central

Madeline Turbes American Academy of Neurology

Karin Warner MEA Energy Association

Katie Wright American Academy of Neurology

Thao Yohnk Minnesota Hospital Association

Search + Save Resources

Associations North has collected over 120 sample policies, procedures, and other templates relating to various association management topics to help you save time. Search by Advocacy & Public Policy, Communications, Financial, Human Resources, Membership, Board & Governance, Diversity & Inclusion, General Operations, Meetings, and Volunteer Management.

Check it out at: associationsnorth.com/samples

PLUS, we will be launching a new Knowledge Resource Hub in early October that will feature even more information directly from industry thought-leaders.

New Association Laboratory Partnership

Associations North has begun a new partnership with Association Laboratory Inc. Association Laboratory helps association leaders make better strategic business decisions through collaborative engagements led by experienced association and business executives and informed by state of the art research. In Spring 2022, we invited you to participate in the Looking ForwardTM survey.

Associations North members can now access a complimentary, customizable dashboard that allows you to view the data and download a unique report to guide you, your staff, and volunteer leadership on possible solutions to the issues facing you as an association executive.

Access the Dashboard at: www.associationsnorth.com/AssociationLaboratoryPartnership

SPOTLIGHT: MEMBER IN MOTION

Get to know industry movers and shakers.

What was the last book you read?

“High Conflict” by Amanda Ripley. A good read considering where we are today.

What podcast do you listen to most?

Conan O’Brien Needs a Friend. Funny, funny stuff.

What motivates you at work?

Creating opportunities for our students. Our Minnesota public schools do magnificent work. The leadership role of the school board is paramount to the success of our students.

If you could only eat one meal for the rest of your life, what would it be?

Egg roll in a bowl!

What’s an essential part of your daily routine?

Time for myself in the morning.

I have to wake up earlier than my family in order to set my own intentions for the day without all of the chaos.

What skill would you most like to learn?

Electrician

What makes you the most proud?

Our family

What song would you say best sums you up?

”Life’s Been Good”, Joe Walsh. Though a Maserati and riding in the back of a Limo has never been a part of my life experience.

What is on your bucket list?

Top two. Two weeks in the Ireland playing golf or a two week cattle drive.

You can ban one question from the interview process forever. Which one do you choose?

Where do you see yourself in 10 years?