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FOCUS NORTH January/February 2021

Industry Awards in the Time of Covid The Minnesota Multi Housing Association recognized outstanding members in an extraordinary year PG 5

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Focus North is published 6 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, Co-Director VP of Operations & Communications

CONTENTS

Sarah Ruzek, Co-Director VP of Finance & Education

Mission

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

Awards in the Leaders: 5 Industry 7 Advancing Time of Covid Fuel For ForwardThinking

The Minnesota Multi Housing Association recognized outstanding members in an extraordinary year

Vision

Want a Higher Performing Board? Then it’s Time for SelfReflection

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.

Advancing Engagement + Recruitment: Moving Membership

Advancing Meetings + Events: In The Details

Moving Forward Together

What’s CO-ing On?

18 Conversations 19 Calendar of Events 20 Brain Power 24 Et Cetera 25 Spotlight: Member in Motion

Beyond Hybrid: Repackaging Your Conference Content

How Your Association Can Prepare to Implement a New Model

16 Advancing 15 Advancing Communications: The Essentials: 11 Advancing Diversity & Inclusion: Stay Connected Invaluable Insights Journey Forward

There’s no going back: Time to PIVOT for Productivity and Profits

Honoring Black History Month: Inclusive Leadership

Preventing Cybercrime: Protecting Your Organization from Online Hackers

Board of Directors One unexpected joy you have found from working remotely… David Siegel, CAE, IOM (2021 Chair) Housing First Minnesota

Walking the dog at lunch.

Angela Kisskeys Associations North

No commute and extra hugs.

Robbie Thompson (Past - Chair) Eating healthier lunches. Professional Liability Underwriting Society

Justin Bieganek Mercury Creative Group

Clara Albert, CAE (Chair - Elect) Electrical Association

Carrie Chang Minneapolis Area REALTORS®

Janel Fick (Secretary / Treasurer) Global Management Partners LLC

Working on my front porch on a nice day. So much happiness! How quickly I can get Zoom ready with leggings and all.

Sarah Ruzek Lunch with my kids. Associations North

Having a window into client worlds, meeting their kids, pets and unexpected guests!

Mary Detloff, CAE Crescendo Consulting Solutions, LLC

Having lunch with my family.

Sweatpants, snacks and windows that open.

Matt Gruhn Marine Retailers Association of the Americas

Maria Huntley, CAE, MANM Minnesota Academy of Family Physicians Karla Keller Torp Minnesota Shopping Center Association Christi Kokaisel, CAE, MBA American Academy of Neurology Shannon Thomasser Visit Roseville

Lunch with kids.

Better work/life balance. No commuting.

Connecting in a more meaningful way with my coworkers.

A different view out my window. Nature vs traffic.

Being around and spending more time with teenage daughters.

Moving Forward Together: Associations North Partners

FEATURED YEAR LONG SPONSOR: CLA

How we can help associations CLA is a national professional services firm working with over 2,000 professional and trade associations across the country. Our industry-focused professionals help our association clients with finance and accounting operations, human resources, wealth advisory, assurance, tax, and more.

Why we partner with Associations North CLA is proud to partner with Associations North, supporting member organizations in the region. Now, more than ever, the collective power and influence of organizations like Associations North and all of its members, make meaningful changes in our businesses and communities.

PREMIER PARTNERS

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Fargo-Moorhead CVB | Kahler Hospitality Group | St. James Hotel | Visit Duluth

What’s CO-ing On?

The Transforming Landscape of Associations Welcome to 2021! With each new year brings opportunity for fresh starts, setting and achieving new goals, and the chance to write the first chapter of your 2021 book. There is no going back to normal so the question is, how can you spend your energy to move forward? The Associations North team continually invests time in professional development, connecting with industry leaders and talking with members to uncover current needs. The past year brought necessary changes, new innovations, streamlined processes, procedures and operations, a new lens on the value of membership, reskilling of staff to meet current demands and changing work requirements - to name a small few. Organizations were not only in a continuous state of strategy and innovation but accelerated execution, transforming the landscape of associations forever. Recently, as part of a mastermind group, Mary Byers suggested associations consider the following questions to guide our work in the future: • What does this time make possible? • What can you do for members that they can’t do themselves? • What are you uniquely positioned to do? • What do members need now that they didn’t need before? We’ve referred back to these questions throughout the pandemic and were reminded recently how important they are still today. As we navigate 2021, we will continue to ask ourselves what is possible today, this month, this year and in the future. The current moment commands we revisit and adapt priorities as needed to serve members in the best capacity possible. One way we’re living this is through the creation of new programs to meet your changing needs. In January, Associations North launched CEOSync, bringing together 20 elite leaders invested in each other’s success to collaborate, share and innovate. We look forward to participating in this cohort and sharing valuable tips and resources with the full membership. Additionally, we hope to see you at Meetup Group Day coming in March and other exciting opportunities to engage in the near future. We are grateful for the inclusion of PPP funding for 501c6 organizations. If your organization was negatively impacted by the pandemic, we encourage you to consider applying for PPP1 and PPP2 funding.

Employee retention credits (2020 and 2021) are often another overlooked option for economic relief and something to consider. Learn more about PPP2 eligibility and forgiveness at our webinar on 2.23. Please reach out if you need additional resources, we’re happy to help. As we continue to write the 2021 story of Associations North, it will be a continuation of our commitment to Move Professionals Forward and we will review Mary’s questions along the way. One other certainty, we will remain cautiously optimistic, cultivate new opportunities, embrace flexibility and create engagement. What are you waiting for? 2021 is waiting to be written. Make this year structured enough for success and flexible enough for creativity and self-care.

Co-Directors, Associations North

Associations North kicked off the 2021 CEOSync coh ort program in January. come together for focuse Participants d conversations on key lead ership topics, to share res and experiences, hear from ources industry experts and tran sform as leaders. Find out more at: associationsnorth.com/ce osync.

Industry Awards in the Time of Covid The Minnesota Multi Housing Association recognized outstanding members in an extraordinary year For many associations, an annual awards program gives members and staff a chance to shine. Akin to the Oscars of a particular industry, these highly anticipated events provide members a chance to get dressed up and be recognized in front of their colleagues for their hard work. This year, however, during a global pandemic with strict public health guidelines to follow, awards programs – like so many other things – needed reimagining. For the Minnesota Multi Housing Association, that meant renting a cargo van and driving all over the state to deliver awards in person. 5

“It was incredible to find a way to celebrate these people, albeit in a less traditional way,” said MHA President & CEO Cecil Smith. “We still wanted everyone to feel like they’re winners.” The MHA is the only statewide association in Minnesota for property managers and owners. They are the go-to place for member resources like forms and leases for rental properties, certification programs, and over 300 educational offerings each year, as well as lobbying at the municipal and state levels. Every year, the MHA highlights their members’ hard work and awards excellence in the industry through the Multi Housing Achievement in Design, Advertising, and Community Support (MADACS) program. Awards span 52 categories, including staff, remodels, property excellence, marketing, and customer service. Members may nominate their own work, and all categories are judged by industry peers. The success of the program depends on 225 volunteer judges and committee members that help behind the scenes. Over the years, the MADACS awards program has grown from 700 attendees to having thousands of tickets selling out in hours. For the 25th anniversary this year, the event would have been held at US Bank Stadium in Minneapolis. However, with the submission deadline in early April – right at the beginning of the Covid-19 crisis – MHA’s Director of Events Stacey Caris knew they needed a Plan B. “Instead of a property tour and interview for the judging process, we changed it to a 45-minute Zoom call,” she explained. “It actually helped the judges focus on the person they were speaking to. This year, I had never seen such a spread of winners in my 14 years with the program.” Many categories moved to an online format, such as submitting a digital photo binder or narrated videos. Property visits were scheduled for July to take advantage of being outdoors in warmer weather. When the judging process was complete and the winners were determined, how could the MHA recognize the winners and make them feel special despite Covid-19 restrictions? That brings us back to the cargo van.

“It was incredible to find a way to celebrate these people, albeit in a less traditional way,” said MHA President & CEO Cecil Smith. “We still wanted everyone to feel like they’re winners.”

At the end of September, a few MHA staff members and the MADACS jubilee sponsors delivered 45 awards in person. That meant a lot of behind-the-scenes phone calls to make sure the unsuspecting winner would show up at the right place and time. Some winners had members of their corporate offices show up with balloons, and most supervisors were there to say a few words. The MHA staff members recorded the surprises on their cell phones and reveled in the reactions. “Driving around in the van and handing out those awards gave me so much joy, especially in a time where there hadn’t been a lot of joy,” Caris said. “It was incredible to celebrate these people, and my only regret is that we weren’t able to celebrate everyone like that.” As some of the awards were given out at the end of September and the rest of the awards program was recorded in a studio on October 14, the winners who knew were sworn to secrecy. The MHA’s videographer supplied a studio and a crew, and MADACS top-level sponsors were allowed three guests each, so there was a total of 15 people in the studio. Not all of the awards were delivered ahead of time, so the program was able to maintain the element of surprise. The video was presented on October 23 and reached over 2,000 people. “Despite the challenges, it worked out well this year,” Smith said. “In the future, we may do it again in a hybrid format, using the best of the traditional and virtual programs.” To learn more about the MHA and its MADACS awards program, visit www.mmha.com/Networking/MADACS.

Advancing Leaders: Fuel for Forward-Thinking

Want a Higher Performing Board? Then it’s Time for SelfReflection Eric Ewald, CAE, Ewald Consulting, BoardSource Certified Governance Trainer

What board does not want to perform at a higher level? You might have a “cheeky” answer to that so let’s consider it a rhetorical question. We all want “better boards” to effectively lead, guide, inform, and serve as the face and voice of the industry. To that end, conventional wisdom and data suggest boards should formally review their own performance if they are to perform at a higher level. According to the most recent BoardSource National Index of Nonprofit Board Practices survey, 58% of boards have conducted a formal selfassessment “at some point”. Only 40% have conducted a self-assessment in the past two years. This is up from 23% in 1994. By comparison, 60% of boards conduct an annual formal review of their CEO. BoardSource recommends that boards conduct a formal selfevaluation at least once every two years.

“Show up with the goal of getting just a little better every day. Over time you will make great improvement.” Why boards should conduct periodic self-reviews According to the same National Index of Nonprofit Board Practices report, boards that routinely conduct formal self-reviews perform better across every area of board performance. They are better at developing and adhering

to strategy, oversight responsibilities, understanding their roles and responsibilities and have stronger levels of commitment to the organization and their leadership positions. Conducting a self-review also highlights where there are opportunities for improvement and boards that conduct self-reviews have opportunities to grow stronger as a team through open, respectful discussion about the results. A quick note… Do not limit discussion of board performance to annual or biannual processes. I served on a board that had each member complete a 5-minute survey at the end of every board meeting rating sentiments about individual preparedness for the meeting and how the group conducted the meeting together. So, in additional to a formal annual or biannual process always be mindful of other ways the leadership group can identify ways to improve. Getting started Ideally a self-review would be conducted by a board governance committee that has annual or biannual self-reviews built into their regular program of work. If you do not have a governance committee find a logical person to lead this effort. My recommendation is that this be a board-led process. The board can choose to involve the CEO as a part of the process and offer their input or to conduct it just amongst the board.

Start with a discussion with the board that the point of the self-review is to help increase the board’s performance and thus their ability to serve the organization’s stakeholders. Keep the focus positive. Much like other types of reviews, when you find areas of weakness, look at them as opportunities to improve or at least be happy that you have an increased and shared awareness of a weakness or potential “blind spot”.

“58% of boards have conducted a formal self-assessment “at some point”. Only 40% have conducted a self-assessment in the past two years.” Next steps As a group, determine what process will be right for your board. How much time are you willing to spend contemplating and answering questions and discussing the result? Then look for a process that fits your needs. A simple internet search will yield a multitude of sample board self-evaluation forms. If you do find an existing self-review survey that seems about the right length, take time to examine it carefully and make sure the questions are relevant. If the source gives you permission, take time to tailor it as needed to provide the greatest value to your organization. Whatever survey method you choose or create on your own, make it a confidential process to allow for honest and candid responses. Finally Take time to discuss the results, think of even small ways to improve and commit to those actions. I met with a former FSU football coach who told me his mantra with his players was “show up with the goal of getting just a little better every day. Over time you will make great improvement.” Use the board self-review process and good discussion of the results to “get a little better every day.” Over time your board will improve.

Advancing Engagement + Recruitment: Moving Membership

How Your Association Can Prepare to Implement a New Model Matthew Cavers Senior Director, Research and Consulting + Emily Thomas, M.Phil., Senior Research Consultant, Avenue M Group

Even before the pandemic, many associations were beginning to realize that adapting to the needs of members meant implementing a new membership model. The pandemic has just accelerated that need for some associations. Developing a new membership model is no easy task, but staying the course has its own risks, especially now. Below are four key recommendations your association should consider when undertaking this endeavor. Start with your value proposition: Switching to a new membership model is a great way to improve retention and growth. Still, even a great model alone will not increase the tangible and intangible value your membership provides. Without membership value, a new membership model cannot succeed.

not take a back seat, particularly in light of COVID-19’s impact on many industries. When you consider the cost to acquire and onboard new members far exceeds the cost of retaining current ones, associations should make retention a priority in a new membership model for the sake of current and future revenue stability. Moreover, with companies’ and people’s budgets tightening because of the pandemic, members who drop membership now might be less likely to return. In other words, former members might be less willing to give your association a second chance if membership value doesn’t meet their expectations or needs during this crisis.

Exploring a new membership model should start with evaluating your value proposition. Does your association’s value proposition need to be updated, expanded, or merely repositioned? There are several signs of a weak value proposition:

Know your total addressable market: If one of your primary goals of a new membership model is growth, then it is crucial to understand your current market share and total addressable market. A common mistake some associations make when creating a membership model is overestimating their market by assuming the entire universe of their profession will want membership when that may not be true.

Related to understanding market size is understanding the competitive landscape. Are many prospective members getting their professional needs met by another association? Does your association have value to meet this audience’s unmet needs? Be ambitious when exploring new audiences but also realistic when measuring your market.

• Usage of key product lines is decreasing • Engagement is low or declining • Members indicate the value of membership is lower than the cost of dues • Former members cite lack of value as the main reason for not renewing

If a weak value proposition is the starting point, then improving the value of membership becomes a critical component of building a new model. Alternatively, the value of membership may be strong, but awareness and usage of that value are low. A new membership model can enable your association to reposition its value proposition, emphasizing the value in a way that resonates with former and prospective members, as well as current members. Focus on retention: While expanding to new markets and maximizing member growth are often the impetus for a new membership model, retention of current members should

Finally, consider how the size of your market may change in the future. Is the profession your association serves thriving during the pandemic, with plenty of future members coming down the pipeline? Or has the pandemic made things less certain? Both your current and future market potential should factor into the model you choose and the risk your association is willing to undertake. Don’t let fear of change be debilitating. Every new model has risks, but so does your association’s current membership structure. Sheri Jacobs, FASAE, CAE, CEO & President of Avenue M Group, often shares the following advice when talking to riskaverse associations about their membership models: “Making no change is also a choice, and it’s a risky one.”

THE DAY WILL COME WHEN

WE MEET AGAIN. Count on us to be ready.

rivercentre.org

Advancing Meetings + Events: In The Details

Beyond Hybrid: Repackaging Your Conference Content Dave Lutz, Velvet Chainsaw

Over the past nine months, many industry experts have proclaimed that meetings and conferences are forever changed and hybrid is here to stay. While I agree in principle, I think the future is so much more than hybrid. Meetings of the future will be improved and monetized by embracing the tenets of strategic product management. If the pandemic has taught us anything, it’s that we should optimize the benefits of the best, most-advanced and relevant content from your annual conference by thinking beyond the three-day in-person or virtual meeting experience. By adopting the principles of product management, organizers can think more broadly about how captured session content can be repackaged or rebroadcast to deliver member value and/or new revenue. 5 Product Management Principles to Adopt Conference content product management requires a good deal of business acumen. It’s most effective when developed collaboratively across different functions of the organization and by putting the customer at the center of all decisions. Here are five tips. 1. Target your audience’s jobs, pains, and gain This goes well beyond defining a target audience based on demographics or past spend. Conference attendees will invest in content that helps them solve their current problems or find opportunities

to take leaps forward. Identify key audience segment roles and conduct qualitative research to understand their pressing priorities. 2. Create a problem-based learning experience design (LXD) Design a program that is organized by your target audience’s pressing priorities, not by their role or function. Vet content for relevance, quality and the potential to inspire action. 3. Packaging and product development No question, the next-best thing to being there is to participate virtually in real time, but you don’t need to broadcast every concurrent session. Instead, offer access to some of the best ones. Audio (much cheaper) or video record all sessions. If you designed the program with problem-based tracks, you have the framework to repackage four or five sessions into a series that can be marketed as a rebroadcast or on-demand product. In our experience, scheduled replays outperform ondemand views from an engagement and consumption perspective. 4. Enlist education champions When you capture and rebroadcast or provide on-demand access to premium session content, sponsors can be seen by attendees as a champion for their education — way better value than a webinar. Sponsors are more willing than ever to invest in high-quality thought leadership opportunities.

5. Special offers and silo-busting It’s not uncommon for less than onethird of an association’s membership to attend the annual conference in person. Repackaged and repurposed premium content is easier to access and can spark renewals. Offer free access to an ondemand series for each member renewal in the next 60 days. Provide a discount code for another program for everyone who purchases an on-demand series.

“Meetings of the future will be improved and monetized by embracing the tenets of strategic product management. ” Hybrid as a Bridge to Recovery For some, the costs involved in taking all, or a portion, of your meeting hybrid can be prohibitive when considering expenses for video cameras, internet drops, lighting, streaming platform, and technical support. The revenue needed from virtual registrants and sponsorship to break even may be difficult to predict and generate in the early going. Whether hybrid is self-funding or not, associations should strongly consider making portions of their annual conference available virtually through the end of 2022. Once business travel returns and attendees are comfortable being a part of mass gatherings, the future opportunity for hybrid should be re-evaluated. Reprinted with permission of Convene, the magazine of the Professional Convention Management Association. ©2021.

Advancing Diversity & Inclusion: Journey Forward

Honoring Black History Month: Inclusive Leadership Management HQ

To honor Black History Month, meet Dr. Aida MartinezFreeman, Management HQ (MHQ) Managing Director. This interview is how leaders can drive diversity, equity and inclusion (DEI) in their organizations. Aida has dedicated her career to supporting equitable and inclusive work environments, and the talented individuals who make up these spaces.

departments. This leads us back to the internal work we can do on ourselves, asking questions like: How can I grow so that justice can thrive within me as a starting point? How do we show justice every day, from the board room, to meetings with clients, to one-on-one sessions with staff? That is how we get closer to aligning our outside efforts to the efforts inside of us.

Many leaders are looking to be more inclusive, and drive equity and inclusion in their organizations. How do you suggest they start? This point in our history points us toward looking inward at company culture, operations, and ourselves as leaders. How can we better grow as leaders to learn more about experiences outside of our own? Do we need coaching? What books do we need to read? Who do we need to connect with to learn more? The challenge for many leaders is that they feel pressure to have all the answers. This work requires us to be vulnerable, say “I don’t know,” open ourselves to learning, and move into action.

What are some action steps leaders can take? Most organizations have data on their clients, who they attract, who their network is, and how they manage their teams. There are numbers and dollar amounts attached to these activities. Leaders can use that data to dig into the blueprint of operations and have discussions with their teams, asking: What am I not seeing? What is this data telling me beyond not having diverse staff, beyond not having diverse managers in critical positions, beyond struggling to engage diverse members, volunteers, clients? Then creating workplans and action plans around that feedback.

How can leaders then bring this internal work back to improve the inclusiveness and equity of their organization? Much of the work is about the organization’s values. It is easier to list a set of values than to actually live those values, this requires accountability and action. At MHQ, our full team has a weekly discussion focused on this question, “how have we lived out our values?” Diversity, equity and inclusion are powerful ways that we live these values, and it is important that we celebrate this work with one another.

Who within our organizations should be doing the work? Leaders often expect the folks who are most impacted by oppression to fix the system that enables it in the first place. While some of our BIPOC (Black, Indigenous, People of Color) and LGBTQ+ (lesbian, gay, bisexual, transgender, queer / questioning) colleagues may embrace this work, this can be exhausting for others in our communities. It is important to mentor and nurture white allies within our organizations, who are competent to carry this work, and to do the work in an equitable and just way.

We often hear from leaders who are struggling to recruit and retain diverse individuals, whether as volunteer board leaders, or employees. Why do you think this is a challenge? In some cases, organizations are having a hard time recruiting and retaining diverse applicants because managers don’t understand how to run equitable units and

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To that end, a powerful step that leaders can take right now is to ask themselves and their teams, how are they living out their values? How can DEI thrive here? Then, use that as a first step to set up a plan of action. Create a practical and attainable vision, set key metrics, determine who is responsible and align resources to ensure success.

SPONSORED CONTENT

Featured Vendor: Mercury Creative Group

Got Marketing Questions? We’ve Got Answers. Gain valuable insights on prioritizing your brand and elevating your marketing efforts. Even as things continue to change, one thing remains the same - you need to connect with your current members while attracting new ones. The single best way to do that is by making sure your team has clarity around your brand and the value that it brings. Establishing a strong brand that is a true reflection of who you are and what you have to offer will give your association the ability to take flight and soar in 2021 and beyond! With that in mind, we thought it would be helpful to share with you the most frequently asked questions we’ve heard lately and provide our responses. We hope this information resonates with you and prompts you to take the actions needed to move your association forward.

When does my organization know it’s time for a rebrand?

Justin Bieganek Creative Director/Founder

When your marketing material is confusing and does not differentiate your organization’s purpose and value, it’s time to consider a rebrand. When your logo, website, sales collateral, e-communications and social channels are outdated and no longer relevant. When leadership lacks clarity and alignment in what your brand stands for and who your ideal member is. These are a few signs, but at the end of the day: Trust your gut. A defined purpose, alongside a memorable brand narrative, will guide all your decisions and your association will transform from the inside-out.

First Steps to Soar: Reach out to some of your members and ask them “Why are you a member?” Listen carefully and compare the results. What is consistent in their answers? Where are the gaps?

How often should we redo our website?

Carl Sandusky Senior Designer

While there is no magic number, you should generally focus on a redesign of your website every three to five years. Within this timeframe, user behaviors, interactions and needs can change drastically. Not staying ‘ahead of the curve’ can result in a loss of member engagement and relevance and no one wants that. Remember, your web presence is a direct reflection of you as an organization.

First Steps to Soar: Evaluate the performance of your website every month or week. Data around user traffic and conversion rates will provide an even more accurate indication of when it’s time to invest in a website redesign.

What types of digital marketing should we consider in 2021? As enticing as new social channels and flashy apps are, it’s still imperative to have a strategic and effective email communications campaign. Email is a direct avenue to your members which when done right can deepen loyalty, inform of opportunities to further engage, and ultimately increase the perceived value of membership. Podcasting is also a great opportunity to deepen your connection with members. Keep in mind though that like blogs, podcasts are quickly becoming a crowded space. Provide a fresh perspective that sets you apart and consider featuring members as guest speakers. Don’t forget to integrate it into your other marketing communications as well. Video is not going anywhere any time soon. The beauty is that you can create engaging visual content lo-fi and still be impactful. It’s a great way to produce content that you can elevate to many platforms with one take (pun intended). Or, if you’re looking to roll out a new program, showcase new membership benefits, or celebrate a milestone, you can hire a creative agency to take the work off your plate and produce an innovative, high-quality video.

Tania Herman Digital Marketing Specialist

First Steps to Soar: Remember, you can’t be all things to all people. Focus on your ideal audience and the ways they prefer to be communicated to. This can be hard to do on your own and that’s when hiring an agency or consultant is really helpful.

I’m struggling to get my leadership team to consider a marketing refresh. How can I fix that? This is such a common challenge for businesses, associations and nonprofits. One of the best ways to gain alignment around the need for a refresh is to consult with an agency. The right firm will take you through a discovery phase where your team can gain the clarity that leads to brand alignment. It’s a powerful exercise for organizations to think outside-the-box and gain team buy-in. Change is not the ‘what’ but the ‘who’. When your team has clarity around your brand, and the vision forward, nothing stands in your way!

Emily Youngblood Client Services Manager

Need a Flight Plan? With over 20 years of experience building strong and impactful brands, we are highly skilled listeners and interpreters. These abilities enable us to bring clarity around a brand and provide the insights that lead to organizational change. If your association is ready to harness the power of its brand to drive awareness and growth, we’d love to help.

Mercury is the growth driver for association brands. mercurycreativegroup.com 14

Advancing Communications: Stay Connected

There’s no going back: Time to PIVOT for Productivity and Profits Mary C. Kelly, PhD, Commander, US Navy, Retired

It is time to pivot. There’s no going back to the habits, routines, and the normal that we all enjoyed before the COVID-19 virus. Some leaders are hoping for a return to what life was like in 2019. There is no going back. Let that sink in. We are not going back. It is tempting to be nostalgic for a simpler time, when a dirty doorknob or a hotel remote was not considered a potential deadly threat. As leaders, we cannot wallow in self-pity for a simpler time. The new normal is the new reality. It is time to P.I.V.O.T. This virus has changed how many people view products, sourcing, supply chains, and inventory. It has also changed how people approach how and where they work, and how and where they interact with others. For some this is a great opportunity to start fresh, to reimagine, reinvent, and relaunch their business. For others, it is more challenging. For the past 10 years, the United States enjoyed unprecedented growth. The economy was strong, unemployment was at record lows, and businesses were flourishing. The virus is an external shock. In economics, that is an event or impact that cannot be controlled, cannot be predicted, and has far-reaching effects. No one could have predicted it, we didn’t budget for this, but we do have to react and act to deal with it. Great leaders have to understand that they need to change processes, procedures, and how their people work as situations change. They P.I.V.O.T. There are 5 areas to examine to start looking for opportunities and action steps to move your team forward. P= Purpose People need to feel needed. Employees need to know that what they do matters. Great leaders imbue people with a sense of importance by listening to their ideas, getting their input, and listening to their concerns. They help them stay focused on the goals, give them a sense of belonging, and provide them with a vision that becomes their purpose.

I=Influence/Inspire Great leaders exert influence and inspire others in the right ways, and they encourage those around them to do the same. How are we using abilities to create a positive influence on our people, our customers, our communities, and our families? The Hawaiian word for this was coined by George Kanahele, “Do the right thing, at the right time, to the right person, with the right spirit, every time.” As my niece says, “Use your powers for good.” V=Volatility People are struggling. Before making a judgment or an assumption about someone at work, in a store, or at the post office, understand that people are in a volatile situation. In the history of the world, we have never experienced anything like this. Rein in your first reaction and give people a little grace. Every major shift comes with uncertainty. On the volatility spectrum, assess what phase they may be in: Vague, Vulnerable, Vexed, Valuable, or Victorious and act accordingly. O=Opportunity Yes, the situation is serious, and we do not want to capitalize on the suffering of others, but in times of great change there are also great opportunities to serve others, shift your focus, change your product offerings, and respond to a rapidly changing market. Ask yourself: “Where is there a need in my industry?” “What do my customers need now?” “How can we serve them in the best possible ways?” “If I was starting from zero, where would I focus my energies?” T=Tools/Training/Technology What do we need to use, learn, or develop moving forward? What do we need to upgrade? Who can we contact for advice? What do we need to learn how to do? To pivot, we need to be not only looking forward, we need to be taking action to move forward. Pivoting involves changing course, strategizing on how to best serve the changing needs of our markets and communities, and helping others through the difficulties.

Advancing The Essentials: Invaluable Insights

Preventing Cybercrime: Protecting Your Organization from Online Hackers Author: Mark Eich, CLA

Organizations that never considered themselves targets are becoming victims of credit card fraud, automatic clearing house (ACH) fraud, and wire fraud. These crimes are often perpetrated from outside the country by foreign actors who are becoming increasingly organized and professional.

Other scenarios include requests to change bank account information for a vendor or supplier. The key to stopping these attacks is training the user base to be very skeptical of email in any form and to verify email instructions by some other means before following those instructions.

You can take steps to protect your entity, but before taking action, you must first understand and acknowledge this growing threat. The attacks fall into three main categories:

Ransomware Ransomware is a malware that encrypts virtually all data and files that it can find, both on the local machine and on every network device that it can connect to. This renders the data unusable by the victim organization. Typically the hacker requests payment (the ransom) in exchange for decrypting the affected data. This is how the hacker hopes to make his money.

• Theft of user login credentials • Business Email Compromise • Ransomware attacks Theft of User Login Credentials The surge in adoption of cloud services (such as Office 365) has driven a surge in theft of login credentials. Think of it this way: if I can navigate to a login on a webpage to access a cloud service, anyone else in the world can navigate to that same page. Therefore, if I have your login credentials (user ID and password) I can easily access your services. Using multi-factor authentication is critical for all cloud services and remote access protocols. Business Email Compromise (BEC) BEC involves the use of email to deceive employees into doing something risky or even fraudulent. For example, hackers will send an email that appears to come from the CEO (this is called spoofing). This email is sent to the controller with instructions to wire money to settle a payment – but in fact it is fraudulent and the organization loses this money.

Having working backups that are regularly tested and are physically segmented from the network allows victims to restore the environment without having to pay. However, for companies with high reliance on technology, even the downtime required to restore can result in costly losses and reputational damage. Protecting your business Preventing these attacks is no small task. It requires a multilayered approach. Organizations should consider each of these tactics. Properly defend • Keep up-to-date on the anti-malware software on each device, and complete regular scans to keep them clean.

“You can conduct business securely in this threatening environment with the right strategy and implementation.” • Keep all network servers and workstations current with the latest security updates and patches. • Limit administrator privileges. • Encrypt sensitive data, such as intellectual property and personal financial information. • Monitor the network, including outbound traffic, for anomalies or other indicators of compromise. • Make regular backups of key data and systems and store them in a secure, off-site location. • Monitor activity and balance online accounts daily. • Perform periodic vulnerability or penetration assessments to validate that controls believed to be in place are functioning as intended. • Educate users to spot fake emails and to be wary of website links and file attachments. • Develop an incident response plan so users know who to contact immediately if they suspect malicious activity on their computer. Reliance on technology is a reality for even the smallest organization. But you can conduct business securely in this threatening environment with the right strategy and implementation.

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Presented by: CLA

Conversations: In Focus | Different view points. Different solutions.

What is one tip or tactic you have created or used for virtual member engagement?

Elizabeth Anderson Director of Membership Minnesota Medical Association

While testing the logistics for hybrid delivery, COVID hit, forcing everyone to connect virtually. We recognized in development that flexibility was key, letting our members choose platforms or apps that they preferred in their area and us taking responsibility to learn them. Members appreciate that we are willing to communicate with them in a way that is best for them.

Victoria Lanthier Membership Services Coordinator Minnesota Dental Association

Stop focusing on “when we finally get to be back in person…” People can feel that energy and it doesn’t feel welcoming. It makes the experience you and your members have worked so hard to provide, feel less than. Embrace the change. Embrace the benefits everyone gets from the virtual experience. Talk about the benefits you hope to retain from the virtual experience, even when we are back face to face.

Provide relevant, up-to-the minute content. We have shifted all of our programming online, and started a bi-weekly Physician Forum series that features leaders in their field on topics (primarily COVID-19 related) that fulfill continuing education requirements and offer content they can use in their daily practice. In 2020, we saw our unique engagement numbers increase by more than 100%.

Adam Lindquist Director of Membership Professional Risk Managers’ International Association

The Minnesota Dental Association launches live webinar series called “MDA Now.” It’s a town hall-style member engagement series that is hosted by MDA’s President Jim Nickman DDS, and MDA’s Executive Director Carmelo Cinqueonce MBA. Scheduled bi-monthly, it’s a virtual town hall, hosted live, that focuses on MDA activities and topics. MDA members are encouraged to engage, ask questions, and interact with MDA leadership.

Micah Fenlason Member Experience Manager Minnesota State Bar Association Hennepin County Bar Association Ramsey County Bar Association

Calendar Of Events: Mark It + Make It For more details and to register, visit: www.associationsnorth.com/calendar

TUESDAY

FEBRUARY

PPP Forgiveness: How, when, and why to start planning now At Your Desk 10:00 am - 11:00 am

If you are like many associations, you may have just received your PPP1 loan. Planning out your forgiveness now could open up additional opportunities for your organization. Join this session to learn the ins and outs of the forgiveness process, how to project when you will reach full forgiveness, and what that might mean for PPP2 eligibility, employee retention credits, and more.

NEW e-Learning Education Portal View over 125 on-demand educational sessions from your desk, remote office or on the go. Search by CAE credit, subject area, or speaker. Education when you need it. associationsnorth.com/e-learning

WEDNESDAY MARCH

Webinar: Race for Relevance: 5 Radical Changes for Associations At Your Desk 12:30 pm - 1:30 pm

Based on the 10th anniversary edition of the book, this program provides a bold, no-nonsense look at the realities of today’s marketplace—including the impact of the pandemic--and what it will take for associations to prosper tomorrow. This program is not only focused on the “what,” but more importantly the “why” and “how.”

BRAIN POWER Feature vs. Benefits: Communicating Member Value By: Tirrah Switzer, Senior Product Marketing Manager, Community Brands New year, similar goals. As with year’s past, you’re probably looking to increase member retention and bring in new members. The effectiveness of your association’s growth depends on your ability to communicate member value. Successful associations go beyond a laundry list of what’s included with a membership. Instead, they share a vision of how membership will improve a members’ career and life (aka the benefits). Keep in mind: Features tell, benefits sell. Although features and benefits are linked, try to think of them separately. A feature is something your association has (membership), whereas a benefit is the outcome and value of being a member. Think of it this way, features are logical while benefits are emotional. For example: people don’t typically want to purchase a bed. They want a good night sleep. When you focus on the benefits, you can turn a prospective member into a member and retain more members.

Here are two tips to communicating member value. 1. Beware of the laundry list. Communicate the value and benefits of membership. Build compelling messages that are about the member, not your organization. Put yourself in your members’ shoes and address WIIFM (what’s in it for me). Use the information from your member surveys and lapsed member surveys to showcase your value. 2. Don’t discount features. It’s still important for features to tell. Features are the “proof” of your benefits and can often connect the dots for members. Once you sell your member on the benefits, features tell the member how those benefits will happen. Members must justify their membership dues, either to themselves or someone at their organization. Part of that justification is effectively communicating your features and benefits. When you’re able to identify and express the emotions associated with your benefits, you’re well on your way to growing your association.

Amid uncertainty, we’ll point you in the

RIGHT DIRECTION.

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RECOVERY RESOURCES Mindful Strategies + Work Readiness

Creating a Stronger Tomorrow Associations North is here to help save you time and increase team productivity, so we have done the research for you. Check out resources on the following topics: • Leadership + Teams • Data + Decision Making • Financial + Strategic Planning • Conferences + Education • Communications + Marketing • Membership + Engagement • Mental Health + Wellness Plus, find industry books, publications, recommended podcasts, top downloads and recommended readings!

associationsnorth.com/ recoveryresources

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Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Heidi Grinde

CliftonLarsonAllen LLP

Chuck Hartman

Global Management Partners, LLC

Luke Jenkins

LeadingAge Minnesota

Sherri Mullery

Bloomington Convention and Visitors Bureau

Lisa Niess

U. S. Bank Stadium

Kathy Palmer

LeadingAge Minnesota

Sheri Richards

St. Paul Area Association of REALTORS®

LuAnn Severson

South Dakota Health Care Association

Matt Steele

LeadingAge Minnesota

Kelsey Vatsaas

CliftonLarsonAllen LLP

Hire and Be Hired. Plus, Save 25%! Visit Associations North Career Center for sample job descriptions, salary information, ask an expert and other career resources. Plus, you can post your job listings and search over 2,500 resumes. Associations North Career Center is the place to Hire and Be Hired. Members use code: MBR2021 for 25% off your job posting. Visit the Career Center at: associationsnorth.com/career.

Search + Save Resources Associations North has collected over 120 sample policies, procedures and other templates relating to various association management topics to help save you 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.

Meetup Group Day is March 18 New this year, we’re virtually bringing together each of the Meetup Groups to connect, share resources and discuss issues, ideas and trends for 2021. Meetup Groups include: Advocacy, CEO, Communications, Diversity + Inclusion, Meetings and Membership. YM Meetup Group to meet separately. As always, Meetup Groups are complimentary for members. Learn more and register online at: associationsnorth.com/MeetupGroupDay.

SPOTLIGHT: MEMBER IN MOTION Get to know industry movers and shakers.

Mary E. Post, MBA, CAE Chief Executive Officer American Academy of Neurology

What is a random fact worth sharing? The average American person spends 2.5 days a year looking for lost items.

How I like to recharge and relax? A good run or cardio workout will help me recharge and let go of stress.

Song or artist that pumps me up... Most anything from the ‘80s will do it. Cyndi Lauper is a favorite and “Girls Just Want to Have Fun” is a song that you’ll catch me singing along to.

Favorite meal to cook or eat… Breakfast is absolutely my favorite meal and pancakes (not from a box) is at the top!

Favorite event or trade show trinket?

One thing on my bucket list...

Travel size bottle of Purell.

Most organized + unorganized part of your life?

I’d like to max out my credit card at... Pottery Barn or Williams Sonoma.

Everything should have its place and be in its place. The most organized is my kitchen pantry. The most unorganized are family photos. They’re stored as printed pictures, photo albums, CDs, thumb drives, hard drive, phone, and in the cloud! I’m lost at how to get them all into one spot by year-end.

My favorite place...

Learn to play the piano.

The island of Kauai and hiking Waimea Canyon.

What would I would rate 10 out of 10... Caribou Coffee.

H O W W I L L YO U C O M B AT 2 0 2 0 DISRUPTIONS? Associations across the world will be adjusting their budgets in 2021 to combat the disruptions of 2020. Understanding how your organization compares is vital to ensuring you’re staying competitive, attracting and retaining top talent, and putting your valuable resources to the best use. • Compare your organization’s key operational metrics • Evaluate valuable KPI’s, including salaries, benefits + positions/departments • Customized reports to inform decisions and stay competitive

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PRESORTED

TWIN CITIES, MN PERMIT NO. 7241

Thank you! YOU, our members are the heart of our organization and the reason why we do what we do. Thank you for inspiring us and continuing to ignite our passion to serve you. Without you, we would not be.