March April 2021

FOCUS NORTH March/April 2021

Celebrating the Past While Ensuring the Future The MWCIA’s centennial unites members over a shared history and purpose PG 5

Published by

www.associationsnorth.com

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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

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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.

the Past 5 Celebrating While Ensuring the Future

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

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.

Thinking

The MWCIA’s Centennial Unites Members Over a Shared History and Purpose

Vision

Diversity & Inclusion

Leaders: 7 Advancing Fuel For Forward-

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The New Race for Relevance: 5 Radical Changes for Associations

Advancing Engagement + Recruitment: Moving Membership

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Advancing Meetings + Events: In The Details

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Moving Forward Together

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What’s CO-ing On?

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

Five Traits of Successful, Effective + Engaging Digital Presentations

The 3 Rs of Effective Volunteer Programs - Recruitment, Retention + Responsibility

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

Active Empathy. Your Members Crave it.

3 Lessons on Employee Resource Groups

6 Remote Work Models to Consider for Your Organization’s Future

Board of Directors Favorite board or card game to play...

David Siegel, CAE, IOM (2021 Chair) Housing First Minnesota

Tri ominos

Angela Kisskeys Associations North

Robbie Thompson (Past - Chair) Monopoly Professional Liability Underwriting Society

Justin Bieganek Mercury Creative Group

Clara Albert, CAE (Chair - Elect) Electrical Association

Code Names

Carrie Chang Minneapolis Area REALTORS®

Janel Fick (Secretary / Treasurer) Global Management Partners LLC

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Mary Detloff, CAE Crescendo Consulting Solutions, LLC

Sarah Ruzek Kingdomino Associations North

Maria Huntley, CAE, MANM Minnesota Academy of Family Physicians

5 Second Rule

Karla Keller Torp Minnesota Shopping Center Association

Code Names

Christi Kokaisel, CAE, MBA American Academy of Neurology

Sushi Go

I unfortunately don’t play many games

Matt Gruhn Marine Retailers Association of the Americas

Shannon Thomasser Visit Roseville

Ticket to Ride or Cribbage

Sequence

You’ve Got This

Uno

Five Crowns or Cribbage

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Moving Forward Together: Associations North Partners

FEATURED SPONSOR: Meet Minneapolis / Minneapolis Convention Center

Meet Minneapolis partners with Associations North because of the professional development and networking opportunities that membership in the organization provides. From serving on committees to participating in Associations North programs and events, Meet Minneapolis has greatly benefited from Association North’s mission to advance and serve professionals in the industry.

Meet Minneapolis actively promotes and sells the Minneapolis area as a destination for conventions and meetings, works to maximize the visitor experience and markets the city as a desirable tourist destination to maximize the economic benefit to the greater Minneapolis area. Meet Minneapolis staff are the experts on assisting event planners with every aspect of planning their meeting and convention.

PREMIER PARTNERS

ADVANCER SPONSOR

INNOVATOR SPONSORS

ENGAGER SPONSORS

CONNECTOR SPONSORS 3

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

What’s CO-ing On?

Paying it Forward + Making a Difference In a year that was anything but ordinary, we are reminded that helping others in a time of hardship or need creates some of the most meaningful work an organization can do. “A rising tide lifts all boats” and Associations North believes this is true and together, we are stronger. Thanks to the vision of key association leaders, we have an opportunity to ensure the hospitality and tourism industries remain part of our community.

Associations North represents 350 associations and more than 150 supporting allied members who are vital partners.

Unfortunately, our hospitality and tourism colleagues have fallen on hard times due to COVID-19. It’s worth noting, the effect of the pandemic on the hospitality and tourism industry has also negatively impacted Associations North as more than 90 companies are unable to maintain their memberships.

As we continue to recover and emerge from the effects of COVID, the networking, education and opportunities to connect are priceless. For the first time ever, as a direct result of financial hardships, we couldn’t pay dues.

This is the harsh reality many allied partners are facing. If there is any way you can contribute to Pay it Forward, we will be eternally grateful.”

One of the greatest parts of our job is the members, without question. When we think of our allied partners, hospitality and tourism community, our hearts smile. We’ve had so many wonderful conversations, laughs and memorable experiences planning and executing events over the years at some of the best facilities in the region, thanks to these members. Without them, we may not have had the MSAE Band, Flash Mob, Silent Disco, opportunity to walk the field at U.S. Bank Stadium or, the list goes on. These valuable members enhance all we do, make us better, and the industry we serve.

Let’s help out this community who has supported associations time and time again. Our actions speak louder than words.

Help Associations North raise $50,000 to give these deserving organizations access to essential benefits. Thank you to more than 25 organizations and individuals who have already donated - you are helping build a stronger tomorrow.

Jim Amundson, President & CEO of Independent Community Bankers of MN, and Associations North member recently helped launch the Pay It Forward campaign and here’s what he had to say: “COVID-19 has impacted all of us in different ways, but our friends in the hospitality and tourism community have been hit especially hard. These organizations have been important to our past successes and certainly will be in the future. Could those who of us who weren’t as impacted by the pandemic or did better, step up and make a difference? The answer to that is, yes. I encourage you to support as much as you can.”

Together we can make a difference. Every dollar counts and every member matters. Learn more and donate today: associationsnorth.com/payitforward.

Co-Directors, Associations North

To the association community, friends and colleagues – Associations North has set a goal to raise $50,000 and in turn, we are going to pay it forward by honoring memberships for these hospitality and tourism members. Every $500 donated is another organization we can support.

Anna Tanski, CEO of Visit Duluth and 25+ year Associations North member, recently shared her experience, “We are so grateful for all the years we have been a part of this wonderful organization.

Please take a moment to hear an important message from Jim Amundson, President & CEO, Independent Community Bankers of MN at: associationsnorth.com/payitforward

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Celebrating the Past While Ensuring the Future The Minnesota Workers’ Compensation Insurers Association’s (MWCIA) centennial unites members over a shared history and purpose.

In today’s world of short Snapchat videos and 240 characters, reflecting on 100 years of history seems like a momentous milestone. Over the next several weeks, the Minnesota Workers’ Compensation Insurers Association (MWCIA) is gearing up to commemorate its 100th birthday on April 19, 2021. After enduring a year of COVID-19 lockdowns, face coverings, social distancing, and working from home this past year, it’s a welcome respite to look back on memories and fun Throwback Thursday photos dating back to the 1920s, all while wondering how society ever survived without modern technology.

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“It’s been exciting to reflect on the last 100 years and see how much our association has changed and grown,” said MWCIA President & CEO Brandon Miller. “It’s a testament to the dedication of our members and employees through the decades.”

A workers’ compensation law passed by the Minnesota state legislature in 1921 required insurance companies to charge adequate rates. The idea was to protect the industry and ensure that carriers didn’t go bankrupt. The MWCIA was created to collect data and make independent rate recommendations to the state. Minnesota was the second state in the nation to set up such an association.

Since those early days, the workplace has experienced significant changes. Instead of a state economy reliant on heavy manufacturing jobs like it was when the MWCIA was first formed, the majority of employment in Minnesota today is white collar jobs. All workers’ compensation carriers that do business in the state must be members of the MWCIA. The association takes loss information from members and then aggregates that data to create statewide loss rates. That helps set the workers’ compensation rates for each class. In addition, they offer education for agents and data reporters at their member carriers, process ownership changes for businesses in Minnesota, and determine how it impacts combining payroll and risk exposure.

“Our industry certainly looks different after 100 years, and our association does too,” Miller explained. “We’ve evolved to match the changing needs of our members.”

The MWCIA isn’t waiting until April to start celebrating its centennial. They started brainstorming ideas for the milestone well over a year ago, even creating a centennial committee to help make preparations. They created a Centennial team to dig through the archives and find old photos and documents that could be scanned and used online. The old photos were combined with interviews and packaged together into a four-minute video that will debut at the MWCIA April board meeting around the centennial.

“Despite the challenges of the past year, many associations have been able to find silver linings for their members, and the MWCIA is no exception.”

Planning a centennial celebration in the middle of a global pandemic added an extra wrinkle, but the MWCIA has been able to maintain virtual communication with members and retirees through a quarterly newsletter. In the past, the association has hosted events such as summer picnic gatherings, an October luncheon, and a holiday open house. The MWCIA is hopeful that some events, like the outdoor picnics, can resume this year in a socially distanced way.

“It’s been a privilege to stay connected with so many people who have been a part of our history,” Miller said. “Even individuals who have retired in an official capacity find other ways to stay in touch.”

Despite the challenges of the past year, many associations have been able to find silver linings for their members, and the MWCIA is no exception. When life as we knew it shut down in March 2020, the association was able to adapt quickly. Most of MWCIA’s reporting was already submitted electronically. While many of MWCIA’s 35 employees still work remotely, a few people occasionally stop by the office to process paper applications. With employees primarily working from home, some expenses such as salaries, travel, and office supplies have dropped dramatically, creating a surplus of $500,000 in 2020.

As a result, the MWCIA was able to send the surplus back to their members as a credit against 2021 assessments.

“Despite the challenges, we’ve been able to deliver for our members,” said Miller. “We’re looking forward to starting the next chapter in our history.”

To learn more about the MWCIA, visit www.mwcia.org.

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Advancing Leaders: Fuel for Forward-Thinking

The New Race for Relevance: 5 Radical Changes for Associations Harrison Coerver + Mary Byers, CAE Harrison + Mary are the authors of Race for Relevance: 5 Radical Changes for Associations. A newly revised, 10th anniversary edition will be released in the spring of this year. Learn more at www.raceforrelevance.com

Significant and irreversible changes in the environment for associations have occurred over the last several decades— many of which have been accelerated due to the COVID-19 pandemic. Major environmental changes require commensurate organizational changes.

The modest, incremental adjustments that most associations are making in response are inadequate.

Radical changes in the association model are in order if associations are to survive. We tackle this and more in the revised 10th anniversary edition of Race for Relevance: 5 Radical Changes for Associations, excerpted below. Here are five major flaws that have materialized in the old association model.

1. Associations boards aren’t competency-based and recruitment isn’t often intentional enough.

Associations will be well served by small boards (5 directors will do) carefully selected for proven governing skill and competencies that match the organization’s opportunities or challenges. If you don’t think a 5-member board is feasible, consider that most associations are actually governed by their executive committees today—and that the Million Dollar Round Table is governed by an executive committee of five (and doesn’t even have a board!). In today’s environment, associations need a robust, transparent method of identifying, recruiting and onboarding board members.

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2. Association staffs are suboptimized.

A successful association cannot afford to suboptimize its human capital.

Well-intentioned but unproductive committees don’t make the best use of the association’s human capital. The typical association governance structure is an impediment to performance versus an asset and is costly in terms of time and money. A fully empowered CEO and staff are essential to future success.

3. All member markets are dynamic, and over time most have undergone significant change—without corresponding changes at the association.

In some instances, markets are rapidly transformed (witness the impact of COVID-19 on entertainment and transportation). Many associations are struggling to serve member markets that are vastly different from those they were initially designed to serve. Kind of like a food distributor still structured to supply the corner grocery store in an era of hyper markets. Industry consolidation and professional specialization trends require a rigorous rethinking of the member market the association can competitively serve.

4. Associations have a propensity to add new programs, services, products and activities—without abandoning under performers or those no longer relevant.

The underlying assumption is that volume equals value. The more we offer the more value for the member. The result: a growing product and service line that is uncompetitive, lacks fit, and is increasingly difficult to manage and communicate. The successful association of the future will focus on a narrow product line, concentrating their resources for improved performance and competitive position. COVID has made this even more necessary due to resource constraints.

5. Associations have been swamped by a tidal wave of technology.

Those who had been investing in, and aggressively updating, their digital infrastructure had an easier time changing operations when the pandemic hit. Other associations’ relevance is clearly at risk if they cannot quickly bridge the technology gap they have allowed. They must develop a “digital first” mindset and invest adequate resources in new technology. An important first step is an analysis of the association’s “technology spend” and developing an approach to quickly shift resources to technologies that will add value and improve program and service delivery. It is not an option. It is an imperative. Ignoring technology is a short cut to irrelevance.

Will making radical changes be easy?

Absolutely not. But change is necessary due to an increasingly competitive environment and the ravages of COVID-19.

Associations are tradition-bound and risk averse, making change particularly challenging. But there are examples of each of the above changes that have been achieved by associations and there are methods and strategies that can be employed to make it happen.

Have you had success with any of these areas?

Let us know. We’d love to share your story.

Email: angela@associationsnorth.com.

Advancing Engagement + Recruitment: Moving Membership

The 3 Rs of Effective Volunteer Programs Recruitment, Retention + Responsibility Alanna Tievsky McKee, MSW, McKinley Advisors Original blog post can be found at: https://bit.ly/3sYjhUL

In this time of lean operations, when budgets and time need to be carefully managed, volunteer leaders represent a critical component of the association business model. A strategic approach that integrates the 3Rs—recruitment, retention and responsibility—can help your association create rewarding experiences for volunteers and maximize their contributions to the organization. Learn more about the best practices to help keep your volunteers onboard.

Recruitment: Laying the Foundation Volunteer recruitment focuses on transitioning individual members from rank-and-file involvement to deeper engagement. This higher level of involvement includes contributing time and expertise to advancing your organization’s mission.

Word-of-mouth is a popular recruiting tool. This approach relies heavily on volunteer experience. It’s about leveraging current volunteers as ambassadors for spreading the word to peers and colleagues. Therefore, it’s important to make sure the volunteer experience is valuable and rewarding.

Go beyond word-of-mouth to ensure a diverse and inclusive volunteer leadership. Word-of-mouth is helpful, but typically leads to associations pulling from the same circles and potentially creating a homogeneous volunteer leadership.

Thus, with a commitment to DEI, it’s critical associations push themselves outside these circles to ensure volunteer leaders represent the diversity of the full membership and the profession/industry they serve.

Leverage a Leadership Development Committee. Transition the traditional nominating committee to a leadership development committee that’s charged with developing and overseeing the process of identifying, coaching and stewarding qualified pools of applicants to serve in volunteer leadership positions. .

Retention: Continuing the Process Leadership development is critical in delivering value to volunteers and driving retention. With structured development and support, volunteer service can often enhance an individual’s professional growth beyond what

is possible within a current position or career stage. The relationship between staff and volunteer leaders is critical to the success of your governance structure, and ultimately the experience of both parties. This relationship can get tricky at times, so setting a strong foundation from the start is key: • Define clear roles and responsibilities and ensure all parties are clear on their charge.

• Make time for relationship-building between volunteers and staff through social events and other opportunities.

• Ensure strong and regular lines of communication to support ongoing collaboration.

• Define your organizational values and commit to them. This will help build a healthy work culture.

Tracking satisfaction is important. Keep a tight pulse on your volunteers by measuring their satisfaction levels and overall experiences. In doing so, you will be better able to identify volunteer needs that should be addressed and help you enhance their experience.

Responsibility: For Your Volunteers + Your Organization What is your responsibility to your volunteer leaders? It’s important to provide a rewarding, valuable experience, which in turn drives their motivation to serve your association’s goals.

This takes time but is well worth the investment. Here are some key responsibilities to keep in mind: • Offer a strong orientation: First, you need a strong orientation program that covers the organization’s history, volunteers’ roles and responsibilities, and the specific charge they’re working on.

• Create an accountability framework: Just as staff leverage an implementation plan to execute a strategic plan, volunteer leaders need clear goals too, with tasks, milestones and timelines for which they are accountable.

• Recognize their contributions. Volunteer leaders spend valuable time to support your organization and the industry/ profession you serve. Show appreciation for their hard work.

Moving Forward An investment in the 3Rs of volunteering can go a long way towards enriching the value of volunteers both for your organization and those contributing their time.

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Advancing Meetings + Events: In The Details

Five Traits of Successful, Effective + Engaging Digital Presentations A version of this article was originally published on SocialFish and Velvet Chainsaw’s blogs

The number of poor online presentations has increased dramatically due to the pandemic and increase in remote employees. The number of poor virtual presenters has expanded even faster. And the number of association leaders who thought they could just throw their conference content up online and make money has also increased—although most have learned the hard way that more content doesn’t improve the bottom line.

Cyber opportunities knock on our virtual doors daily. Every day each one of us receives a myriad of invitations to attend some type of online event. Vendors offer free presentations. Trade associations offer paid experiences. Consultants lure us with discounted digital packages. The choices are overwhelming. So which digital events are worth your member’s time? What makes for a successful webinar or hybrid experience?

Five Traits Of Successful Digital Presentations Here are five traits of successful digital presentations with hat tips to Timothy J. Koegel, author of The Exceptional Presenter.

1. It must be relevant or it will be ignored.

What must be relevant? Everything!

Everything must be useful to the participant. It must connect to their personal and professional life, including: • Content • Message • Participant’s role in presentation • Purpose • Technology used for delivery

2. It must be engaging or it will be forgotten.

Every aspect of the presentation from the introductions to the conclusion should engage your audience. It has to be more interesting than any distraction coming their way. The same old same old doesn’t work. You can’t move your face-to-face presentation to digital without making changes. And don’t expect the same results either.

Your digital event must start with interesting stuff immediately. You have to grab the attention of your participants. Consider a dynamic story, analogies, humor, music, sound effects, visuals and video. And by all means, make it fun. Find ways to involve your audience early and often. Ask them to text in responses to questions.

Solo presenters are out. Co-pilots are in.

Have your co-pilot follow the live chat.

Take cues from morning TV magazine or radio shows and involve your co-pilot in discussion.

3. It must keep moving or it will be abandoned.

Drag is a four letter word you want to avoid. Do not waste time. Keep it moving. As a digital presenter, you can’t afford to get bogged down for any reason. If you do, you will lose attendees. A faster, upbeat pace wins the race and your audience’s attention.

The pace of your webinar, teleseminar or virtual presentation must be faster than your traditional face-to-face presentation. No, that doesn’t mean you talk faster. It just means that the tempo

of your presentation should be more upbeat. You can’t afford to bore your remote audience or they will click away from your presentation.

Unfortunately, you have fewer tools and techniques to recapture their attention than you do in a face to face presentation.

So follow these tips: • • • •

Eliminate the irrelevant.

Manage your time wisely.

Craft smooth transitions.

Practice the tech tools.

“Every aspect of the presentation from the introduction to the conclusion should engage your audience.”

4. The message and delivery ultimately moves the audience.

Technology provides a host of tools, bells and whistles to augment your digital presentation. In the end, it is your communication, your stories, your emotions and your technique that will persuade the listeners to action.

5. Seamless transitions and active attendee engagement keeps participants involved.

Exceptional presenters understand that they are presenting to invisible and silent audiences that bores easily. They showcase their passion and energy as they actively seek participant responses through text chat, polling and other tech tools.

Remember, presenting to a face-to-face audience is difficult. Presenting to a remote audience is difficult squared!

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Advancing Diversity & Inclusion: Journey Forward

3 Lessons on Employee Resource Groups John Krapek, American Council of Engineering Companies of Minnesota

At a Women In Engineering series event, members of the American Council of Engineering Companies gathered virtually to discuss lessons learned from founding and administering Employee Resource Groups (ERGs).

ERGs date back to the 1960s, and the first groups formed were known as Workplace Affinity Groups. One of the first groups was formed at Xerox in 1964 following riots in Rochester, New York - Xerox had progressive hiring practices, but black employees still faced discrimination after being hired. Continued work on building this group culminated in 1970 with the creation the National Black Employees Caucus, the first official ERG in the United States.

Since then, ERGs have proliferated – a 2011 survey found that almost 90% of Fortune 500 companies have active ERGs. There is a long list of benefits to companies and employees of ERGs: providing support, belonging, and friendship for employees; amplifying voices for marginalized groups; enhanced diversity, equity and inclusion efforts and the positive business impacts these have; business development and networking opportunities; increased employee satisfaction; volunteering and charity campaigns. Here are 3 lessons that panelists explored at the January event: Find a Champion to Grow and Let Employees Lead Laura Melcher, Business Development Coordinator at Braun Intertec shared a key component to success for ERGs at her firm was finding a “doer who can motive people” to show up.

“And it’s a golden ticket if they’re in middle management,” as they can move initiatives forward with leadership as well as encouraging participation.

All of the panelists talked about the importance of encouraging participation from everyone in their organizations, including allies who may not be part of the group that the ERG formed to support. Talia Jackson, Associate Corporate Programs Specialist at Burns & McDonnell, spoke about the executives who sponsored and supported their ERGs and said that “having a straight man as a sponsor for an LGBTQ+ ERG or a white woman as the sponsor for the Black Professionals Network can help others feel more comfortable participating.”

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Lindsey Roberts McKenzie, PE, Senior Professional Engineer at SEH told attendees that she was able to find resources to start and guide diversity, equity and inclusion efforts at professional organizations she was part of like the Society of Women Engineers.

Provide Space for Conversations and Connections Another key topic during the panel was vulnerability. ERGs address complex topics and some are afraid of saying something incorrect or offensive as they educate themselves and try to understand their colleagues. Lauren Wheeler, Civil Engineer at WSP, stressed the importance of taking things slowly and trying to have conversations one-on-one to create spaces where people feel safe being vulnerable.

Dan Giedd, Director of Human Resources for Barr Engineering, said following the killing of George Floyd their firm’s ERG leaders helped organize a company-wide dialogue session led by outside facilitators. This forum to express feelings in a respectful space was very appreciated by their staff. He told attendees, “this dialogue session, from a learning standpoint, was more important than having a classroom training on diversity and inclusion.”

ERGs Can Be Flexible It’s important to balance of social and education events, as both personal connections and formal learning are important to supporting employees. Additionally, ERG needs may change over time - Andi Moffatt, Vice President for Environmental Services at WSB, expressed the importance of looking beyond obvious topics, and instead of only talking to women about how to negotiate for a raise at an annual review, also plan discussion on how women can plan for being on the other side of the conference table giving those reviews. ERGs have room for fun too. One activity that’s been a hit for Braun Intertec is their Cooking Club, where staff from different states share and prepare their favorite recipes on video calls.

And remember, these are Employee Resource Groups, so make sure to set up communication channels that make sure group members are getting their needs met and have access to the resources they need.

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SPONSORED CONTENT

Community Insights

Duluth Has What You’re Looking For A small city with big personality situated on a Great Lake

Built in 1905, the iconic Aerial Lift Bridge graces the entry to the Duluth harbor. The bridge’s deck raises so ships, including thousand-foot freighters, can pass through. It’s one of the most recognizable landmarks in the state of Minnesota.

Nestled into the hills along the shores of spectacular Lake Superior, Duluth offers nearly endless opportunities to explore the outdoors, take in iconic sights and experience natural beauty in safety and comfort. Whether you are planning a meeting, hosting an event, or looking for a vacation getaway, Duluth is a perfect fit.

BE TOGETHER We have an incredible selection of meeting spaces, including hotels, historic venues and the Duluth Entertainment Convention Center (DECC). All of our venues have responded to the challenges of the COVID-19 pandemic with creativity to make sure your group can gather safely. Innovative use of space allows for responsive physical distancing and integrated green spaces offer even more options. Enhanced cleaning and disinfecting methods are in place to ensure health and safety. We’ll work directly with you to plan a meeting strategy that fits your needs and protects every member of your group.

BE FLEXIBLE We recognize that rapid changes are the current reality, so we make it easy for you by offering zero attrition and no cancellation fees for group business at select hotels and venues. Plus, we are offering incentives for NEW meetings booked between now and 2023, so you can begin your planning process with confidence.

BE CONNECTED Now more than ever, those of us in the association and meetings industry are relying on one another for support, encouragement and recovery. Associations North provides a rich tradition of networking, education and professional development. Not to mention friendships.

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Like Associations North, Duluth is a thriving community that celebrates a deep commitment to diversity, equity and inclusion. We’re a city that welcomes everyone.

BE OUR GUEST Directly accessible via I-35, Duluth is 150 miles north of the Twin Cities. Prefer to fly? Duluth International Airport is conveniently located just 10 minutes from downtown. Once you’re here, getting around is a breeze with convenient parking, excellent public transportation and walkable areas throughout the city. There’s an extensive downtown skywalk system to protect you if the weather takes a turn for the worse.

With everything from historic inns to sleek, modern hotels, Duluth has lodging options where you can stay in comfort.

Rest assured, health and safety is a top priority no matter where your attendees chose to stay.

BE SATISFIED Duluth has a fantastic array of restaurants, cafés, markets and food trucks serving up a far-reaching selection of delicious dishes. When you’re ready to unwind, check out our craft brewing scene to sample unique beer, cider and spirits.

To learn more about Duluth, or explore options for hosting your next meeting in our beautiful city, contact: Julie Johnson Atkinson, via email jjohnson@visitduluth.com or call 218-625-8105.

DULUTH, MINNESOTA Located on the shores of spectacular Lake Superior, Duluth offers nearly endless opportunities to explore the outdoors, take in iconic sights and experience natural beauty in safety and comfort.

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Advancing Communications: Stay Connected

Active empathy. Your members crave it.

Melissa Harrison, CEO, Allee Creative

The fatigue is real. Pandemic fatigue. Zoom fatigue. Remote learning fatigue. It’s a lot and it’s not business as usual.

As associations, as people, we need to show empathy. We need to show that we realize, in these times, we are all experiencing something different. We need to keep active empathy alive in our messaging, our marketing and to our members.

Put yourself in their shoes How have the needs of your members changed? We may have been able to define those changes easier at the onset of the pandemic, but more than a year in, have you stopped to re-assess? While some of us may not be experiencing negative impacts, it doesn’t mean our members are with us. They may still be suffering financially, mentally—it’s different for everyone. The thing is, we should have never gone away from active empathy in our communication.

And in an age where we are focused on digital platforms— on content marketing strategies that elicit feedback and engagement, it’s always been about conversations. About engaging. About helping. In anything we do for, with and about our members, we should always be empathetic.

Make them feel good What’s important now is how you make your members feel. Can they resonate with what you’re sharing? Are you providing information that will educate and inform (and put a smile on their faces) during a down time? Do they come away from your messaging feeling heard? Feeling seen? Feeling important? Because let’s face it. Without our members, we don’t exist. So, why not go out of our way to show our empathy, to provide them with support and to make them feel good? It’s customer service in its most basic sense. The Golden Rule, so to speak.

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Read the room It’s my favorite saying to my kids when they’re joking during times where we should be serious (or making a snide comment after they’ve been reprimanded). Seriously, read the room. While we don’t have to constantly be talking about COVID, social issues, vaccines or who is and isn’t wearing masks, we do need to realize that these are the current events impacting our members’ purchasing decisions,

loyalties and actions. Keep empathy alive by reading the room. Provide content and messaging that is supportive and authentic.

4 ways to show empathy We’ve all had to pivot. As we continue to change our membership models, our methods of communication and our messaging consider: • Revisiting personas. Are your target members the same as they were a year ago? Two years ago? Review your members’ pain points, immediate needs, long-term goals and struggles now. Quick wins are OK while setting long-term plans.

• Think real time, real issues over noise. Your strategies have nothing on real issues. We must be sensitive to current issues and events and moreover, we must talk about them. Planned communication is good; organic, real-time communication is better. Have a crisis communication plan for when to ‘pause’ content when it doesn’t make sense to be going on about your association during critical events.

• Re-focus on your members. Don’t get stuck in awe of the “bright and shiny.” Just because others are doing it doesn’t mean it’s what your members want. You can be the best communicator in the world, but if you’re not focused on the needs of your members, you’ll always be climbing a mountain.

• Show your values and personality in all you do. Members expect us to showcase our values in all that we do and take stands where appropriate. Your social media channels, your website, your general storylines should reflect this. If last year taught us anything it was around both resilience and the power to change–however that fits for you. Be honest. Adapt your visuals, your content and your cadence to the world around you; focus on helping. Associations have a stage from which to project positive, helpful messaging. Don’t just add to the noise.

Now is the time to stand up and lean on the human side of your association. Make the personal connections. Listen to the conversations happening online. Ask your members what they want…what they need. Show them that you are here for them and that you hear them. Be empathetic. Always.

Advancing The Essentials: Invaluable Insights

6 Remote Work Models to Consider for Your Organization’s Future Achurch Consulting Full article can be found at: achurchconsulting.com

During the early days of the pandemic, organizations were in crisis mode as they shifted to remote work. There was no time to strategically plan the transition to the current work from home state. As organizations look to ‘what’s next’ for their post-pandemic workforce, it’s time to lay out a strategy for what your longer-term remote workforce could resemble.

Models of Remote Work A successful remote (or partially remote) team doesn’t happen accidentally.

Instead, a remote group thrives by intentionally and strategically planning using workforce modeling. Here are the six primary remote work models: 1) Fully Remote – Asynchronous In a fully remote work model, an organization does not have an office.

Staff might occasionally get together for meetups and retreats, but not at any permanent location. Everyone works remotely. This model has two variations, synchronous (meaning happening at the same time) and asynchronous (not happening at the same time), depending on where people are allowed to live while they work and the cadence of realtime communication.

An asynchronous, fully remote model gives employees greater flexibility since they can work when and where they choose. For organizations with a global membership, this model allows you to provide member/customer services and programs around the clock.

Employers can offer salaries based on an employee’s location, taking advantage of the lower costs of living in some locales.

2) Fully Remote – Synchronous In a synchronous, fully remote organization, employees must operate within core working hours (e.g., 10 am to 2 pm ET) and usually (but not always) live in specific time zones. The synchronous approach is more practical for timely communication, meeting scheduling, and member service if members live in the same time zones.

While asynchronous communication will still be a pillar of collaboration, synchronous companies place a larger emphasis on real-time interaction.

3) Hybrid In the hybrid remote model, some employees work in the office almost all of the time, and some work remotely nearly all of the time. Management may mandate where employees are to work or grant them the freedom to choose their desired workplace. Companies may choose to set boundaries around the extent of geographical spread or time zones in which their employees operate.

4) Partially Remote Work In a partially remote organization, everyone (or almost everyone) works remotely a few days a week as directed by management. This could mean employees filter through the office in coordination with their teams or project groups (e.g., membership team in-office on M/W/F), or the cycle of office time could be individual to each employee.

Some partially remote organizations use the hoteling approach to their office space. Employees (or their managers) choose when they will work in the office and, in some cases, can reserve a workspace for those days or weeks.

5) Remote-First Work In a hybrid, remote-first (or remotebiased) workplace, the majority of employees work remotely—that’s the norm. Only a few employees work in the office, for example, those who need daily access to special equipment or meeting rooms due to the nature of their job.

In a partial remote, remote-first environment, employees spend the majority of their time remote while coming in for occasional meetings or other operational needs.

6) Office-First Work In an office-first workplace, most employees work from the office.

Employers expect employees to spend most of their time onsite. However, they may be allowed to work remotely part of the time. Another office-first option specifies one or more days a month when everyone works remotely.

Remote work might also be allowed on a case-by-case basis. For example, even though working in the office is the norm, some employees were hired with the understanding that they could work remotely. Organizations using this model likely don’t intend to go remote but are providing this flexibility as a perk for employees. An office-first model offers the flexibility employees want to take care of personal issues and reduce their commuting burdens.

Several factors go into choosing the right workforce model for your unique company. We encourage you to walk through different scenarios, consider policy and cost impacts, and develop a plan for the transition that works best for your team and organization.

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y B k Bac ! d n a m e D ar l u op P

Associations North Virtual Meetup Group Day is back by popular demand May 14, September 10 + November 12. All members are invited to participate in complimentary discussions in the areas of: Advocacy, CEO, Communications, Diversity + Inclusion, Meetings & Membership.

Details + Register: associationsnorth.com/calendar

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

What does the future of work look like to your organization?

I think the market for talent is shifting dramatically in favor of hybrid or mostly virtual work. My organization is fully virtual and has benefited from being able to pull from a national talent pool. There are also downsides, though!

What works for one association and its culture may not work for another.

Andrew Leitch Vice President, Operations Greater Public

In a few years, we will have a glut of great long-term case studies explaining how employee retention, productivity, and engagement fare as we de-emphasize the office. One thing I know for sure, people will still need and want connection, which could mean we’re headed for lots of flex space, coworking, or regional “fly-in” type events. I also wouldn’t be surprised if we see the pendulum swing back-and-forth between more in-person and more virtual over the next decade.

Should be fun to watch!

Our association will become a hybrid, remote first environment meaning we will have a physical office location but 90% of our staff will work from home offices 90% of the time.

All staff with the exception of our admin will be remote workers first and only come into the office twice a month. We are reducing our space by half and will re-design our layout with less enclosed offices, no conference room or break room and will have an open concept workspace created to make it easy for remote workers to come in and plug in (we all have laptops) while working in the office. We envision using our large conference room table and chairs to be in the middle of our open workspace so when our local remote workers want to come in to work on a project together, there would be room to fit 5-7 employees comfortably.

Angi Farren, AAP, APRP President & CEO UMACHA

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

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WEDNESDAY APRIL

Webinar: State Advocacy in the time of COVID-19 At Your Desk 12:30 pm - 1:30 pm

Government is on everyone’s mind and for advocacy professionals and state associations with advocacy programs, it is out with the old and in with the new. But what is “New Advocacy”? In this program, you will learn: 4 types of technology to use to keep you top of mind, getting noticed through creative communication tools, why zoom is the best medium for bringing people together and strengthening relationships and gorilla top of mind techniques to get you noticed.

NEW e-Learning Education Portal View over 135 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

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WEDNESDAY MAY

Webinar: Culture of Engagement: Why + How to Build A Passionate, Engaged Membership At Your Desk 12:30 pm - 1:30 pm

Every member of your organization joined from an engaged, passionate place. With demanding roles in their workplaces, it’s understandable that association memberships can take a back seat. Learn practical tools to positively impact your members by reigniting their passion and re-engage their commitment, walk away with techniques to help them look beyond what your organization ‘is’ and what your organization ‘does’ to reveal what your organization means to their professional success.

BRAIN POWER

PPP Deadline Extended to Continue Aid to Small Businesses By: Jack Rybicki, CLA

Key insights • President Biden signed into law legislation extending the PPP through June 30, 2021.

• Approved applications can be submitted by your lender to the SBA through May 31, 2021. Contact your lender to understand their deadline for submission of your application and supporting documentation.

• The SBA will have the month of June to work through any applications received from banks/borrowers.

On March 30, just one day before the original expiration deadline of the Paycheck Protection Program (PPP), President Biden signed into law legislation moving the application deadline from March 31 to May 31.

The legislation separates the application deadline and the approval deadline for PPP and PPP2 loans, alleviating concerns by borrowers and lenders regarding the backlog for loan approval at the SBA.

The SBA will now have 30 days from the application deadline to work through the applications submitted by lenders on behalf of borrowers.

The additional 60 days is welcome relief for small businesses, self-employed individuals, and nonprofits, as recent rule changes regarding eligibility and loan sizing left little time to apply before the original March 31 deadline.

The extension also provides the SBA time to address the excess of loan applications that have already been submitted through its loan portal.

There is no additional funding for the current round of the PPP, for which Congress has appropriated approximately $293 billion. The SBA reports that over $211 billion in loans have been approved through March 28, leaving approximately $82 billion to be allocated under this program.

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Amid uncertainty, we’ll point you in the

RIGHT DIRECTION.

MinneapolisNorthwest.com 21

PAY IT FORWARD Help Hospitality + Tourism Members Begin Their Rebound Associations North has set a goal to raise $50,000 and in turn, we are going to Pay it Forward by honoring memberships for these hospitality + tourism members. Every $500 is another organization we can support.

Let’s redefine generosity. Participation and contribution at any level is valued. Every dollar counts and every member matters.

associationsnorth.com/payitforward

55 East Fifth Street, Suite 201D | Saint Paul, MN 55101 651-222-8004 | allegrastp.com | 651-265-8111 | image360stp.com

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Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Kim Carter

Housing First Minnesota

Erin Cooper

MN Elementary School Principals’ Assn

Christopher Hagness

Housing First Minnesota

Claire Holder

Liberty Mutual

Brianna Lindell

MN HomeCare Association

Stephanie Lindgren

MN Medical Assn

Serena Loy

D2L Corporation

Yolanda McIntosh

Associated General Contractors of Minnesota

Alex Shun

Global Management Partners, LLC

Vicki Stute

Minnesota Chamber of Commerce

Adrian Uphoff

MN Medical Assn

Congratulations, New CAE’s!

The Certified Association Executive (CAE) credential is the marker of a committed association professional who has demonstrated the wide range of knowledge essential to manage an association in today’s challenging environment.

Congratulations to the following new CAE’s, Associations North is proud of your accomplishment!

• Jennifer Carlson, CAE, Membership & Event Specialist, Synergos AMC • Amy Kaloides, CAE, Senior Director, Advocacy, American Academy of Neurology • Angela Lammers, CAE, Owner, Managing Partner/CEO, Cetera Services The December CAE exam will be held December 1-14, 2021. The application deadline is Friday, September 24, 2021.

Learn more about the CAE at: associationsnorth.com/CAE

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.

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

Mark Neeb Chief Executive Officer ACA International

The best purchase I’ve ever made Shhhhh... I just bought an engagement ring for my girlfriend Victoria. As I write this, she has yet to receive it.

Something I like doing the old-fashioned way ...

Road trips. The longer the better and taking the two-lane roads to soak up the sights.

Song or artist that pumps me up...

Depends on my mood. If I had to pick one artist I’d have to say Tom Petty. Over the years I was lucky to see him perform several times.

Favorite meal to cook or eat…

3-2-1 ribs on the Traeger.

Doesn’t get better than that!

Favorite event or trade show trinket?

One thing you might not know about me...

Mini-mouse for my laptop. I take that thing everywhere.

Most organized + unorganized part of your life?

What I’d rate 10 out of 10...

An ice cold beer after a great day on the golf course.

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Most organized: Anything related to golf. Most unorganized: I’ll let you know when it happens :)

My favorite tradition...

I’ve run nine marathons.

Ok, started nine, finished eight.

Holidays because that means family get-togethers. Any time I’m with family its nirvana for me.

I’d max out my

credit card at:

Mills Fleet Farm. We don’t have those in AZ. If you can’t find it there you don’t need it!

DEI INDUSTRY SNAPSHOT REPORT Associations North in partnership with societies of association executives across the country – launched a Real Time Compensation + Benchmarking platform.

For this tool to be of maximum benefit, ensuring the most complete and useful data, WE NEED YOU TO PARTICIPATE. In addition to compensation and salary information, this platform also gathers data on diversity, equity and inclusion (DEI) initiatives, such as: gender and racial identity of employees; hiring practices; DEI policies; and more.

All organizations who input data by April 30 will receive a complimentary DEI Industry Snapshot Report.

Participate at: associationsnorth.com/realtimecomp

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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.