January/February 2020 by Associations North

FOCUS NORTH January/February 2020

Investing in People to Build Stronger Communities Minnesota Realtors® new campaign “We Are Minnesota Realtors®” highlights members’ volunteer work. 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 Kragness Education & Project Manager

January/February 2020

FEATURES

Sarah Ruzek, Co-Director VP of Finance & Education

in People Leaders: 5 Investing 7 Advancing to Build Stronger Fuel For Forward-

Chris Villeneuve Membership & Office Manager

Communities

Thinking

Minnesota Realtors® new campaign highlights members’ volunteer work.

Mission

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

Vision

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

Diversity & Inclusion

Advancing Engagement + Recruitment: Moving Membership

Empathy-Based Personas: Shifting Your View from Insideout to Outside-in

Advancing Diversity & Inclusion: Journey Forward

What’s CO-ing On?

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

16 Advancing 15 Advancing Communications: The Essentials:

Meet the Associations North Diversity and Inclusion Program 2020 Cohort

Board of Directors

Moving Forward Together

How to Turn Around Your Sponsorship Revenue

6 Out-of-the-Box Volunteer Recruitment Ideas to Try

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 Meetings + Events: In The Details

Stay Connected

Invaluable Insights

What You Want to Know About Direct Mail

How to Help Underperforming Employees

Favorite TV Show to Binge Watch... Robbie Thompson (2020 Chair) Professional Liability Underwriting Society Mark Salter, CAE, ABC (Past - Chair) CFA Society Minnesota David Siegel, CAE, IOM (Chair - Elect) Builders Association of the Twin Cities Clara Albert, CAE (Secretary / Treasurer) MN Electrical Association Sarah Ruzek Associations North

Modern Love.

Forged in Fire.

Game of Thrones.

Fabulous Mrs. Maisel.

Working Moms.

Angela Kisskeys Associations North

Justin Bieganek Mercury Creative Group

Mary Detloff, CAE Engineering Alliance Minnesota

Janel Fick Global Management Partners LLC

Amanda Friedrich, CMP Visit Saint Paul

Kids Baking Championship.

Schitts Creek.

Man in the High Castle or NCIS.

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

West Wing.

Law & Order: SVU.

Parks & Recreation and The Crown.

24.

Law & Order: SVU.

Moving Forward Together: Associations North Partners

YEAR LONG SPONSOR: Allegra Print & Imaging Downtown St. Paul Why we partner with Associations Northâ€Ś We partner with Associations North because it is a long standing organization with integrity and solid dedication to the growth of its members. The variety of webinars and learning opportunities is impressive and unlike other organizations with which we have partnered in the past. Our favorite event the last few years has been the Solution Conference! We value the opportunity to network with and serve the excellent members of Associations North.

What is special about working with the association community? We enjoy the diversity of people and associations that we have the opportunity to work with through our partnership with Associations North. Our graphic designers and production team enjoy the variety of work that all the different member customers bring to our doors. From business cards to brochures, coil bound books and mailings to banners and office signage â€“ we thrive with it all!

PREMIER PARTNERS

ADVANCER SPONSOR

INNOVATOR SPONSORS

ENGAGER SPONSORS

CONNECTOR SPONSORS 3

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

What’s CO-ing On?

An Inside Look at a Co-Leadership Structure It was the Summer of 2016 with news of a leadership change approaching Associations North. This announcement meant big change after many years. The number of questions that ran through our heads were plentiful and included everything from “Do we stay in our current roles?” “Is it time to explore other opportunities?” “Are we interested in sole leadership?” to the bold, yet creative, thought of “I wonder if we could co-lead this organization?” To answer that last question, why YES, WE CAN! Did we necessarily have the answers? Not yet. Did we know how we were going to sell this concept to a search firm? Not yet. Would the Board of Directors consider another leadership model? We had no idea. But what we did have was a passion for associations, proven history, aligned goals and a synergy that made us stronger together. Not to mention one very important piece of this puzzle, the determination to do the research, have the tough conversations and put together a proposal to get us an interview and the opportunity to pitch the concept. It wasn’t a revolutionary idea, but we knew we needed to cross all of our t’s and dot our i’s in order to make a co-leadership model a possibility for consideration. Fast forward to today, we are in our third year of leading as Co-Directors and find it inspiring that members and industry colleagues are interested to learn more about a shared leadership model, many out of curiosity, and others in hopes of implementing at their own organizations. Here are a few lessons we have learned so far. A shared leadership model isn’t for everyone. At the core, trust, a strong desire for collaboration and aligned goals are a must in a co-leadership model. Mutual respect and communication are also right up there. Shared leadership is an equal partnership and must be viewed by each other as such. Like other partnerships, sometimes you give more and at times, you take more – but at the end of the day, no one is keeping track and shared goals are the driver. Moreover, there isn’t a one size fits all co-leadership model. In our case, we work collaboratively with the board of directors on strategic initiatives and governance; then execute independently. Having full support from the Board of Directors is integral to our success. Their willingness to consider an alternative model and select co-leaders was progressive. And while it won’t work for many organizations, we believe it was the right fit at the right time to drive change and move professionals forward. Define roles and provide clarity on decision making. One of the most frequent questions we got when exploring

a co-leadership model was “Who is going to do what?” and “Who will make decisions?” By digging deep and identifying our strengths and weaknesses, we were able to create “lanes” of responsibility. During this process, we had difficult, raw and honest conversations (everyone loves to admit their weaknesses, right?) – which unknowingly proved to be highly valuable and helped build our partnership naturally. From these conversations, responsibilities, updated job descriptions, a framework for decision making and more were developed. Shared leadership provides a platform for collaboration on strategic initiatives and the independence to execute (and make decisions) in your own “lane.” It’s like having that person to listen, build on your ideas, make you better – then you divide and conquer. Clear, current, communication. Always and often. Communicate, communicate and communicate more. We do our best to plan ahead for difficult situations, increased workloads, new projects, busy times of the year, time off, etc. Don’t wait for a problem to arise, watch for red flags or items that require further conversation or clarity. A co-leadership model is like any other relationship. You have to make the time for it to work and conflict is inevitable, but strong communication can help eliminate difficult situations. Keep the organizational goals at an elevated level and create a constructive communicative environment. We could share much more as we are passionate about this topic. We hope you have learned a little more about shared leadership and our journey thus far. Our goal is to inspire others and let you know that not every leadership structure is a perfect fit so be open-minded and create a model that works for you. Charting unknown territory has shown us we are better together, and Associations North is stronger, because of shared leadership.

Co-Directors, Associations North

Investing in People to Build Stronger Communities Minnesota Realtors® new campaign highlights members’ volunteer work.

You’ve seen their names on For Sale signs as you drive around your neighborhood. You’ve heard about them from friends or family members who recently bought or sold a home. But many people don’t realize that the Realtors® who live in your neighborhoods also volunteer their time and resources to build better communities. That’s the idea behind Minnesota Realtors’® “We Are Minnesota” campaign.

“There’s something special about living in Minnesota, with our hard-working disposition, crazy winters, spirit of community service, and Midwest values,” said Heather Boschke, vice president of marketing and communications for Minnesota Realtors®. “This campaign unites our members across the state and highlights their efforts to improve their communities.” The “We Are Minnesota” campaign launched early this year when Minnesota Realtors® asked members to submit short, 10-second video clips about what makes Minnesota unique. The result is a fun compilation celebrating the essence of the state. Highlighting Realtors® from across Minnesota, these stories show real estate professionals rolling up their sleeves to make their cities and towns better places. The videos are featured at www.weareminnesota.org. Among the Realtors® showcased is Amy Gleislinger and her work for Walking with a Purpose, a non-profit serving unsheltered individuals in St. Paul. Every week, Amy brings them meals, candles, donations, blessing bags, and other resources. She and her husband pack up to 40 bags each month with the help of community partners. They reach between 75 to 100 people each week. That important service is in addition to Amy’s day job helping members of her community buy and sell homes.

“This campaign unites our members across the state and highlights their efforts to improve their communities.” “Our Realtors® are committed to the neighborhoods they live and work in,” Boschke said. “This campaign is about showcasing how Realtors® in Minnesota invest in their communities and fulfill their passion to help others.” The “We Are Minnesota” campaign compliments the organization’s overarching mission to help Realtors® across the state thrive and grow their businesses. As the largest trade association in Minnesota their 21,000 members are spread out across 16 local associations throughout the state. The organization is dedicated to all of its members, whether in the Twin Cities or in greater Minnesota. In addition to the campaign, Minnesota Realtors® advocates on behalf of its members on state legislative issues, offers legal support, facilitates hearings and arbitration proceedings, and provides and promotes continuing education, events, and networking opportunities.

As the leading organization supporting the state’s Realtors®, Minnesota Realtors® also coordinates with national and local groups on issues that are relevant to its members. As the stories for the “We Are Minnesota” campaign multiply, Minnesota Realtors® will dive deeper into the ways its members are supporting their communities, and produce videos, interviews, and other content. Although the campaign is initially directed toward its members, Minnesota Realtors® envisions expanding “We Are Minnesota” to focus on consumers as well, who often are unaware of the personal commitments Realtors® make to help build and strengthen their communities. By highlighting the ways its members help others, Minnesota Realtors® also believes that the campaign will help the organization’s membership become more unified and cohesive. “Realtors® technically compete with one another,” Boschke explained. “This campaign helps demonstrate that we are ‘one team, one dream,’ and that an important part of being a Realtor® is not just about closing a deal, but about strengthening a community.” Whether they are planting trees in local parks, leading bike rides to raise money for the Minnesota chapter of the National Multiple Sclerosis Society, or building a playground, Minnesota Realtors® are invested in the communities that they call home. The next time you drive through your neighborhood and spot a For Sale sign, remember that there’s a real neighbor behind that name working to make a positive difference for others. To learn more about Minnesota Realtors®, visit www.mnrealtor.com.

Advancing Leaders: Fuel for Forward-Thinking organization from inside-out to outside-in thinking.

Empathy-Based Personas: Shifting Your View from Inside-out to Outside-in Esteban González and Hilary Marsh

Correctly done, the process of creating personas is a transformative way for organizations to shift their perspective on their relationship with their toppriority audiences. Internal stakeholders can identify the audience groups that are most important to them. It’s critical to uncover details about those audiences, collectively prioritize various audiences, and articulate what they want most from the organization. The overall goal of empathy-based personas is to tie the organization’s content to its goals by delivering it in a way that best meets the audience’s needs. Empathy-based personas and audience journeys help the organization’s staff tap into their experience with the audience and their knowledge of human nature to develop a deeper sense of who they create programming for and who’s reading and using the content they produce. The collaborative process for this work ensures that the outcomes are owned and used by every department in the organization, not just the single group that decided to do it. How organizations currently use inside-out thinking, and where it falls short Almost all organizations undergo a regular process for strategic planning, where they map out their objectives for the coming year and create tactics for achieving those objectives. For membership and trade associations, the strategic plan’s objectives and initiatives usually come at least in part

from volunteer members. Because of this, associations believe that they are delivering programs, products, and services that members want. But organizations don’t often ask themselves the most critical question: Do the largerscale audiences want these initiatives, and will they use the products and services we create for them? To be successful, organizations need a deep understanding of and empathy for their top-priority audiences. They need to see that the organization can succeed only if audiences get what they want and need.

Empathy makes all the difference Adding empathy to the process changes the dynamic. Empathy lets us balance analytical thinking with emotional intelligence and intuition. It gives us context for separating what’s meaningful from what’s just information, what’s signal from what’s noise. Not just about our audiences, but about how the organization forms and responds in a relationship with them. Empathy-based personas are powerful because they help us connect with personas as we do with real people, not made-up averages of characteristics. We get a better feel for audiences’ rational and emotional drivers, and what they’re truly looking for in a relationship with us. At the same time, they’re powerful because they equip us with an empathy for our own organizational strengths and limitations as we create experiences to deliver that relationship.

Why most personas don’t work Most personas are created from demographic data about an organization’s audiences. This data may be combined with information from other sources, and may even include psychographic information like values, attributes, behaviors, and media usage. When given a face and a tagline, these humanized audience segments are called personas. Personas built like this fall short because they are created with the assumption that the audiences’ focus is the organization.

How the magic happens Empathy-based personas are composed of two parts: the personas themselves, and the journey framework. The personas draw on the organization’s data and knowledge about the audiences. Through a set of two interactive brainstorming sessions, organization staff members identify the organization’s highest-priority audiences; provide key contextual information about the audiences’ challenges, fears, and hopes; and articulate strategic opportunities for the organization to serve them.

What if there were a way to make the persona development process look inward as much as outward? What if the point of the process was as much to understand how to internalize an understanding of audiences and how to interact with them, as it was to describe and capture a picture of those audiences? This is exactly what we speak of when we talk about shifting the

The end result The output of the personas and journeys are depictions of the personas, with brief stories and taglines, information about what they want from their lives and what drives them. But they are so much more than that: Because the organization created them together, they own them together, they feel like three-dimensional human beings.

Advancing Engagement + Recruitment: Moving Membership

6 Out-of-the-Box Volunteer Recruitment Ideas to Try Callie Walker

For many associations, volunteers make the world go ‘round. No, seriously. They plan and coordinate events, help with publicity and recruitment, and even lend special skill sets, like videography and writing. Volunteers are truly the backbone of most organizations. But getting volunteers...not always so easy. To bump up awareness and interest, try these six out-ofthe-box ideas: Hold a contest We all have a little competitive streak in us. Try hosting a contest to pique people’s interest and sway those who may be on the fence about volunteering. For example, “Everyone who volunteers in 2020 will be entered to win a [Prize of Your Choice].” The better the prize, the better response rate you’re likely to see. Dig around social media If you’re active on social media (which hopefully you are), take some time to dig around your organization’s pages a little. Who engages with your posts the most? See any names pop up over and over again? Those would be great people to reach out to personally and ask if they’d be interested in volunteering. Their engagement with your posts shows they have interest in your organization and want to be involved, at least to some extent. See if that extent includes volunteering! Ask existing volunteers to bring a friend Your volunteers have friends — some who are also members of your organization and others who aren’t. Ask them to bring those friends the next time they have a volunteer-related job to do or meeting to attend. They would love the company, I’m sure, and that would put them in a position to “do the marketing” for you. (We all know how powerful word-ofmouth marketing can be!) Offer exclusive swag Who doesn’t love some good swag?! Come up with something fun, creative, and desirable to give your volunteers. A welldesigned t-shirt with a witty saying, for example. Or a nice S’well bottle or YETI tumbler with your organization’s logo on it. If it’s something not everyone can get, it instantly becomes more appealing.

Touch base with former volunteers People stop volunteering for many reasons, and many of those reasons are understandable. But situations change, and maybe some of your former volunteers are in a better position to volunteer now than they were when they “quit.” If you have a way to pull a list of your former volunteers who are still active members (this is where a membership management system can really come in handy!), try reaching out and asking if they’d have any interest in getting reinvolved. You may even want to mention micro-volunteer opportunities and/or new opportunities that weren’t necessarily available when they used to volunteer. Who knows, maybe they quit because they were doing something they didn’t enjoy. But now that you have more options, well...game changer!

“Volunteer recruitment is a critical aspect of association management, and finding the right volunteers can make all the difference.” Send direct messages on LinkedIn It can be harder to ignore a LinkedIn message than it can be to ignore an email. That’s because it feels so personal; so oneon-one. And that’s why it could work! Now, you can’t send direct messages to people from an organization’s account, but that’s actually okay. Send it from your own personal LinkedIn account, and just explain your role within the organization and the need for volunteers. You may even want to mention that it’s a great way to get experience that they can then add to their LinkedIn page. Once you have volunteers, a little onboarding is a must, as is having a retention plan in place for those volunteers.

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Advancing Meetings + Events: In The Details

How to Turn Around Your Sponsorship Revenue Dave Lutz, Velvet Chainsaw

If your conference is like most, sponsorship revenue is underperforming. There are two benchmarks we like to use to identify healthy conference revenue business models: Industry revenue — 30 percent or more of a conference’s total revenue should come from the combination of sponsor, exhibit and advertising revenue.

experiences, giveaways, transportation. • VIP experiences — special access passes for top clients, leader event sponsor. • Home base/presence — demo kiosk, meeting space. • Branding — lanyards, attendee bag, pads and pens, floor stickers, banner ads.

If your conference revenue business model falls short on one or both of these benchmarks, your sponsorship strategy is in need of a turnaround.

Each menu item should include a listing of the benefits or activation that will be provided for the sponsor. A good target is to sell at least 65 percent of your available inventory. Guard against listing items that you don’t plan to make part of your program unless you sell the sponsorship. Go light on the branding inventory. These items don’t elevate attitudes for your sponsor’s brand. (We’ve previously covered in this column how to think about pricing à la carte sponsorship inventory.)

A Menu of Options

Custom-Made Packages

Take a page from how a restaurant menu is organized into appetizers, salads, entrées, and desserts. For your sponsorship menu, approach the categories in terms of how they align with your sponsor’s marketing objectives. Start with their goals, and include appropriate à la carte items for each, along these lines:

The à la carte menu approach provides the building blocks for creating custommade, or bespoke, packages for your sponsors. Determine the total investment and level attainment by accumulating spend for all of the sponsored items (and consider retiring precious metal tier names if you use them).

Expo/sponsor revenue ratio — for every $3 in expo revenue, a thriving sponsor program will generate $1 of revenue or more (a 3-to-1 or better ratio).

• Education champion/thought leader — keynote speakers, session recordings, scheduled replays, webinars, session tracks, speaking slots, awards. • Attendee experiences — lounges, F&B events, entertainment, Wi-fi, mobile app, charging stations, interactive

Develop sponsorship levels by creating a minimum of three to four ranges, like this: Premier — more than $20,000 Partner — $10,000–$20,000 Collaborator — $5,000–$10,000 Supporter — $2,500–$5,000

The ranges above should be customized for your situation. In an ideal world, you will have at least two, but no more than six, sponsors at the highest level. The number of sponsors in the next levels should progressively increase — your model should take the shape of a pyramid.

“Sponsorship is the most powerful form of marketing. When done well, it can change participants’ attitudes and behaviors about a brand.”

Award escalating additional benefits to the sponsors who achieve a level. Include logo and acknowledgement on digital and on-site properties. Provide sponsor ribbons, access to VIP functions/room blocks, enhanced listings, and discounts on branding sponsorship items or tickets. Six Keys to a Strategic Sponsorship Program There are six attributes for developing a winning sponsorship program: 1. Fewer, but bigger sponsors 2. Custom packages for the bigger sponsors 3. Not about eyeballs and logos 4. Activation plans that last 90 days and longer 5. If the attendee doesn’t win, no one wins 6. Senior staff and/or volunteer leaders who open doors and nurture relationships. Reprinted with permission of Convene, the magazine of the Professional Convention Management Association. ©2019.

Advancing Diversity & Inclusion: Journey Forward

Meet the Associations North Diversity and Inclusion Program 2020 Cohort

The Associations North Diversity & Inclusion (ANDI) Leadership Program is back in 2020 with a new cohort of outstanding participants. Different than a topical diversity and inclusion training, the ANDI program is designed to provide a leadership experience that will fully engage diverse members of the association community. Katie Campbell, 2020 ANDI participant, explains, “Underrepresented voices [should] be heard loudly and clearly in all matters, not just those pertaining to diversity and inclusion.” The 2020 ANDI participants bring an incredible passion for leadership and a clear understanding of why this work is important in associations. “While we have made strides in diversity and inclusion efforts, a lot more could be done,” states Lucy Persaud Samaroo, 2020 ANDI participant. “The changing landscape of our population requires that associations are in sync with its members.” In fact, Minnesota has seen a 29% growth in its population of color since 2010, making it the 9th highest percentage growth in the country, according to Minnesota Compass. Research has also shown that diversity improves business practices and outcomes. Toma Ossian, 2020 ANDI participant, echoes that research, stating, “Shifting our mindsets to the idea that our differences make us stronger and contribute to richer experiences and higher productivity is fundamental in breaking the existing stereotypes and prejudices that permeate our lives.” Impressed? Meet the 2020 cohort!

Katie Campbell Katie is a Communications Specialist with the Professional Liability Underwriting Society (PLUS). She manages emails, social media, the PLUS Blog, the PLUS Journal, and more. Katie enjoys using her writing skills to connect with others. One thing I am most proud of: My improvement in drawing in the past few years (I draw as a hobby!). To unplug, I like to do something creative, like draw or crochet, while watching Star Trek with my partner. Michael Hernandez Michael began at Meet Minneapolis in 2001 as part of a job shadow program. He now manages the visitor center at 5th Street and Nicollet and is involved in several local organizations, including the National Concierge Association. One thing I am most proud of: My involvement in sister city programs. I’ve had the opportunity of working with the Saint Paul/Manzanillo, Colima Mexico Sister City Committee as well as the Minneapolis/Cuernavaca, Morelos, Mexico Sister City Committee. To unplug, I enjoy taking care of my car. I love to hang out in the garage and work under the hood while listening to music. Margaux Meyer Margaux works at Ewald Consulting, where she works with clients as an associate account executive and serves on the technology management team. Prior to Ewald, she worked as a paralegal in Montana. Margaux is a graduate of Truman State University with a degree in political science. One thing I am most proud of: I read 78 books in 2018! To unplug, I don’t have internet in my apartment!

11 1

Toma Ossian Toma is the Project and Communications Manager at Global Management Partners, LLC. She embarked on a career in associations in February of 2015 after moving from Moscow to start a new life in the United States. One thing I am most proud of: My family. I have a wonderful husband and two lovely children: Sofia (2 Â˝) and Alexei (Born 12/30/19!).

THANK YOU! Associations North Diversity & Leadership Program Sponsors

To unplug, I listen to audiobooks, dance, walk my dog, and watch basketball.

Programs.

Lucy Persaud Samaroo Lucy has been with the American Academy of Neurology since 2001 and oversees programs and operations relating to graduate medical education, including the Resident, Clerkship, Program Director, and Medical Student Diversity Leadership

One thing I am most proud of: My three kids. To unplug, I aspire to read but with three kids that can be challenging! To learn more about the ANDI program, visit: associationsnorth.com/page/ANDI

Congratulations, 2020 Associations North Diversity & Leadership Program Cohort

Association Development Services Electrical Association Elevate Management Company Ewald Consulting Global Management Partners, LLC Housing First Minnesota LeadingAge Minnesota Management HQ Marine Retailers Association of the Americas Minneapolis Area REALTORSÂŽ Minnesota Hospital Association Professional Liability Underwriting Society Synergos Association Management Company

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Community Insights

A Historic Destination Worth the Extra Mileage Chase on the Lake is known for crafting unique experiences and building strong relationships, providing clients customized, inventive, solution minded opportunities up north.

Named Best Lakeside Resort by the Minneapolis Star Tribune, Chase on the Lake is the ideal setting on the shores of Walker Bay on Leech Lake, and only steps away from the heart of downtown Walker. Chase on the Lake offers the convenience of lodging, meeting and dining, all under one roof. The Chase can provide the perfect setting and solution for your next off-site meeting, conference, retreat, or incentive trip.

Your Home Base Historic Chase on the Lake Resort & Spa is located in downtown Walker and on the shores of Leech Lake. The Chase offers upscale hotel rooms and 2 bedroom condos, lakeside dining in our 502 Restaurant & Bar, Aveda Copper Door spa, 2 lane bowling alley, flexible function spaces, plus - lake and land rentals, and several unique teambuilding opportunities. Once you get to ‘home base’ guests can literally park their car for the duration of their time here, not needing it again until they are ready to depart – we have everything one could need under one roof, or only footsteps away. Watering Holes Our Walker Wobble Pub Crawl is one of those perfect self-guided events to explore Walker’s finest watering holes. Souvenir mug and maps are $10/each and provide access to specials at each stop. Watering hole stops currently include: The 502 Restaurant & Bar, The Piggy BBQ, Portage Brewery, Bayside Bar & Grill, The Post 134 American Legion and Café Zona Rosa’s. 13

Dining Hotspots Walker is home to a myriad of dining hotspots – Check out the Piggy BBQ (featured in The New York Times), or Café Zona Rosa’s (Won Minnesota’s Best Fajita in 2017 by WCCO). For those wanting lighter fare, check out Winedown Wine Bar’s cozy atmosphere and food trays. The Boulders Restaurant offers fine dining with a variety of specialty martinis. The 502 restaurant offers lakeside dining on the beautiful shores of Leech Lake. Walker Bucketlist No matter the season, there is so much to so at the Chase and around the Walker area. Love to shop? Our little downtown is jam packed with quaint shops full of sporting goods items, retail, gifts, coffee baristas and more. Need a creative outlet? Traveling Art Pub (TAP) offers guided art events, while one Little Piggy offers wood sign painting. Love to fish? Leisure Outdoor Adventures is working with some of the top guides in the area to give you a Leech Lake fishing adventure of a lifetime, whether it’s ice fishing or summer fishing.

Want to host a golf Tournament? Tianna Golf Course has you covered, located 2 miles from the Chase and voted Minnesota’s Best Golf Hole in 2016 by WCCO. Ready to explore the outdoors? Snowmobile, bike, and pontoon rentals are all available at the Chase. Every Thursday during the summer months brings us a Farmer’s Market, along with an outdoor music concert (Walker Bay Live) at different locations in town. And for those gamers out there, we have Northern Lights Casino only 4 miles out of town. To learn even more about what Chase on the Lake and the Walker area has to offer your next meeting or event, contact Colette Huston. Collette Huston Director of Sales, Chase on the Lake 218-547-8507 Colette.huston@chaseonthelake.com

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Advancing Communications: Stay Connected

What You Want to Know About Direct Mail Thad Ludwiczak

One of the most effective methods that communication directors have in their tool chest is direct mail. Undoubtedly there has been a shift to electronic communication over the last generation but the value of direct mail is still holding its own. Why? Because paper has perceived value. It costs more to produce and distribute. People like to have something tangible in their hands and be relieved from their computer screens. Studies have shown that people like their mail. However, to use the mail system effectively and efficiently is a challenge. The postal system is complex. The manual of regulations that governs all facets of this system is 600 pages long. There are five components to any direct mail program:

1. Design 2. Printing 3. Mail preparation 4. The list 5. Postage

One of the most effective methods that communication directors have in their tool chest is direct mail. In the space allotted here, I want to talk about one of those five components that is most important – postage. This is the number one place where you can save significant dollars. Most people believe that postage “is what it is” and there is very little you can do about it. This is a major misconception that can often cost the customer hundreds or thousands of dollars on even one mailing.

Let me give a couple postage examples: Example #1: A group wants to send a postcard that is 6.5 by 11”. If the final size of the card were 6 x 11”, just a half inch less on the width, the postage would reduce by 50%. A $1000 postage bill would be $500.

2 Days

3rd class mail is delivered on average just 2 days later than 1st class mail – yet at half the cost.

Example #2: Customer sends out 9x12” envelopes whose contents weigh 4 ounces. The difference between first class and 3rd class mail is $1.10 each. If they send 1000 of these, they’ve put $1,100 back into their pockets. Postal discounts for 3rd class mail begin when you have 200 pieces of mail with identical weight and thickness. The post office no longer uses the description “3rd class” but prefers the use of the word “marketing” mail. However, they are one and the same. Another misconception about 3rd class mail is that it takes weeks to deliver and it somehow is treated differently than 1st class mail. The reality is that 3rd class mail is delivered on average just 2 days later than 1st class mail – yet at half the cost. Keep that in mind as you plan. Ask yourself whether this newsletter or notice can spend a couple more days in the mail system in order to save hundreds or thousands of dollars. To recap, the number one place to save money on a mailing is by reducing postage. The second way is to move from 1st to 3rd class. To do mailings at 3rd class requires a good deal of knowledge and specialized equipment. That’s when you should turn to a professional service to guide you through the process.

Advancing The Essentials: Invaluable Insights

How to Help Underperforming Employees Maguire Agency

There are a lot of reasons why an employee or a team may be underperforming, and sometimes it takes a little digging to get at the root of the problem. Under-performance could be due to a skill gap, unclear expectations, or a lack of incentive to perform. It could be due to obstacles in your organization that prevent people from completing their assignments or getting their work done on time. A good performance management strategy effectively corrects subpar performance because it enables employers to diagnose the cause of that performance and prescribe remedies that address it. Let’s look at two common examples of performances that aren’t as good as they could be or should be. New employee who isn’t meeting expectations Amy has been on the job for three weeks, but she keeps missing deadlines and leaving tasks unfinished. These are most definitely performance issues to address right away, but how you should address them will depend on why she’s not getting her job done. Here are two possibilities: Lack of Ability: She doesn’t have the skills you thought she did. If that’s the case—whether she misrepresented those skills during the hiring process, or the interview process didn’t reveal the skill gap—you’re within your rights to terminate her employment. If there was an honest misunderstanding about what she could do, but you’re still getting some good from her, then training along with a performance improvement plan might be the better alternative.

Lack of Training: It’s possible that Amy didn’t receive the training she was supposed to get in the first few weeks. She may not have been shown how to do the job or given adequate time to learn. Alternatively, your expectations may not have been clearly communicated. In both these cases, in addition to training or communicating expectations to Amy, it would be prudent to review your orientation and onboarding practices to ensure that all new employees receive the resources they need to succeed in their roles. Good performer in a slump Amadi used to be one of your star performers—the kind of employee you could rely on to surpass his goals. Over the past six months, however, Amadi’s performance has gone downhill. He’s been showing up late, missing meetings, requesting more days off, and failing to complete all his tasks on time. The quality of his work has suffered as well, and other employees have taken notice. What’s going on? It could be that some personal issue is affecting Amadi’s ability to perform, and if so, he may have certain rights under state and federal law. An illness in the family, for instance, could entitle him to protected leave, depending on the circumstances. A disability might entitle him to a reasonable accommodation. Keep these rights in mind when you’re working with him to improve his performance. Another possibility is that Amadi is bored. He’s been doing the same thing for a few years now, and his heart just isn’t in it anymore. If there are no career

development opportunities at your organization, then it may be time for him to work elsewhere, and he’d likely be happier for it. You can make it clear to Amadi that his performance has not been satisfactory and that he needs to improve it if he wants to stay employed.

“Your performance management process should have consistency to avoid any discrimination and needs to be complex enough to account for a multitude of underlying issues.” Best Practices When you’re evaluating an individual or team’s poor performance, the key is not to make assumptions, but rather investigate why the performance is what it is. In many cases, the issue resides fully or mostly with the employee themselves, and they’ll either need to make improvements or find a better fit elsewhere. In other cases, the root cause of poor performance lies outside of the employee’s control and improving performance may require structural changes, accommodations, or new challenges. Begin by informing your underperforming employees that their work isn’t meeting expectations and then ask them to explain why they’re struggling to perform. Their answers should help you ascertain what the underlying issue is and what you may need to do to address it. Document what you’ve discovered and how problems are being addressed. If you decide to terminate, solid documentation will be your best friend.

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What is one question you like to ask every interviewee? Why?

Greg D. McCurry SVP/Chief Development Officer Independent Community Bankers of Minnesota

I like to ask what would you see as success for both you personally and the association after your first year as the Executive Director? It is important to get a sense of the candidates understanding of the organization they wish to lead and how their personal style fits with the organizations culture and mission. Too often we get so caught up in day to day activities that we lose a sense of what the greater vision is both personally and organizationally.

Matthew Madeira, CAE Executive Director – Integrator Minnesota Youth Soccer Association

What motivates you? I like asking this question because it can get to the heart of someone’s work ethic and what drives them day-to-day. It can also help shed light on what they value in an organization and how they will interact with the team.

I always ask interviewee’s to please tell me about their strengths. I am a huge advocate of aligning personal strengths with professional roles. When alignment occurs employees and the association are always more successful!

Luci R. Botzek, JD Executive Director Minnesota Ski Areas Association

One question I ask is tell me about the last time a customer got angry with you. The answer to this question checks many boxes. How does the interviewee handle conflict? Does the interviewee accept responsibility? Does the interviewee exhibit humility and empathy? Does the interviewee have good listening skills?

Katie Klein HR/Office Manager Minnesota Chamber of Commerce

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

WEDNESDAY FEBRUARY

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THURSDAY MARCH

Webinar: rEvolutionary Governance At Your Desk 12:30 pm - 1:30 pm

Webinar: Essential Elements of Association Management: Recruitment & Retention At Your Desk 12:30 pm - 1:30 pm

Membership & Marketing Summit Sheraton Bloomington Hotel 8:00 am - 3:00 pm

Question: What is the perfect governance model for my association? Answer: It depends. With this in mind, we propose a new model that meets every board where it is and takes a step-by-step approach to progressing along an evolutionary path.

Membership is at the core of every association. How are you onboarding? How are you retaining those who are joining? This session will explore ways to improve new member experiences and help you discover strategies that increase member engagement and influence renewals.

The Marketing + Membership Summit is a must-attend conference for marketing, membership and sales professionals who want to learn the why behind their members, how to build a loyal member base, and how to prioritize actions for the biggest results.

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Advocacy Meetup Group

Webinar: rEvolutionary Governance

Membership Meetup Group

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April

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CEO Meetup Group

ANDI Leadership Program

Webinar: The Missing Link to Building Member Loyalty

Meetings Meetup Group

Membership & Marketing Summit

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Webinar: Turbulent Twenties

Webinar: Tips & Tools for Eye-Catching Marketing

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CEO Meetup Group

Webinar: Legal Considerations in Association Management

Webinar: Negotiate Like a Pro

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IAEE Responds to Coronavirus Outbreak, Advises Show Organizers to Review Exhibition Insurance

By: The International Association of Exhibitions and Events® IAEE has been closely monitoring the effect of the coronavirus outbreak and its impact on exhibitions and events. “IAEE is keeping a close eye on the developments of coronavirus and how it affects the industry as well as our members,” said IAEE President & CEO David DuBois, CMP, CAE, FASAE, CTA. “We are also adhering to the recommendations of the U.S. Travel Association, as we have worked closely with them for many years on various issues that affect our industry.” As noted in a press release issued by the Center for Exhibition Industry Research (CEIR), industry experts are referencing the SARS outbreak of 2002-2003 for the potential impact to the industry. With SARS, there were more than 8,000 infected individuals, with over 700 deaths (almost 9% of infected cases) in just six months. By comparison, there were 17,308 and 17,491 confirmed cases in mainland China and the world, respectively, and the death toll in mainland China was 361 (2.1% of infected cases) as of 12:15 pm EST on 3 February 2020. Regarding the economic impact coronavirus will have on the industry, CEIR states that “it is too early to give a precise estimate on the impact

of coronavirus as Federal Reserve Chairman Powell indicated ‘the situation is really in its early stages, and it’s very uncertain about how far it will spread and what the macroeconomic effects will be in China and its immediate trading partners and neighbors and around the world.’” DuBois added, “In the meantime, IAEE recommends that exhibition organizers check with their insurance brokers to determine whether their policy includes communicable disease coverage.” “Cancellation insurance that includes communicable disease coverage can help organizers prevent loss of revenue due to exhibitors’ or attendees’ inability to travel to an exhibition because of the various travel bans and other issues that are a direct result of efforts to contain the spread of coronavirus,” noted Jack Buttine, President of Buttine Exhibition & Event Insurance. “It can also help exhibitors recoup exhibit fees due to inability to travel to the exhibition. It is important to note that communicable disease coverage can still be purchased to protect against outbreaks other than coronavirus. This particular outbreak illustrates the importance of having communicable disease coverage in place at all times.”

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If you are looking for marketing, membership or sales tools to help your organization grow, this summit is for you and your team!

Summit Highlights Include: • Dig deeper into why members join your association • Discover new ways to find members, engage with members and build a loyal member base • Uncover tools to enhance member life cycle marketing with segmentation, drip campaigns, and channel testing • Better understand what supporters expect in return for their investment • Plus, participate in the Unconference sessions to get timely tips and advice from your peers

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Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Sara Bidler

Minnesota Association for Marriage and Family Therapy

Jade Denson

Minnesota High Tech Association

Kristin Loncorich

Minnesota Hospital Association

Jeff Tollefson

Minnesota High Tech Association

2020 SPONSORSHIP OPPORTUNITIES 2020 is going to be an exciting year and we look forward to partnering with your organization! With these partnerships, our goal is to increase awareness of our premier sponsors and continue raising the bar by providing outstanding value for our members. 2020 Highlights include: • Re-Imagined Solutions Conference • Connections Cup at Topgolf • Innovation Summit • Marketing & Membership Summit, Meeting Planners Symposium, Diversity & Inclusion and more! If you’d like to schedule a time to discuss your 2020 sponsorship plans, let us know. Contact Associations North Today! Email sarah@associationsnorth.com.

WE’RE OPENING MORE DOORS TO MORE PROFESSIONALS Associations North is committed to Moving Professionals Forward and evolving with the changing needs of our membership. We recognize greater need for members to collaborate, connect and build relationships. We are excited to announce Associations North will be rolling out a new organizational membership model in 2020 to help achieve this goal. This enhanced membership structure was developed to open doors for more professionals to get involved, advance their careers and, ultimately, make your organization and industry stronger. We’re celebrating with you! Stay tuned for more information and new benefits coming your way in the next few months. Questions? Email angela@associationsnorth.com.

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

Amy Thompson Communications Manager Minnesota Elementary School Principals’ Association

An app everyone must get... Hopper--its an app that watches airfare prices

What is something on your bucket list? To see U2 play a concert live

Favorite meal to cook or eat… Indian food; specifically the lamb vindaloo from Ghandi Mahal

How do you recharge and relax? I am a true extrovert. I recharge by being around other people

Favorite show to binge watch? Sharp Objects on HBO

Your personality in one word? Words to live by… What would you rate 10 out of 10? Nordstrom

You only get one life, better live the one you want.

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