May June 2021

FOCUS NORTH May/June 2021

Creating a Shared Vision The Minnesota School Counselor Association (MSCA) builds toward an affirmatively inclusive future. PG 5 Published by

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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

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Staff Angela Kisskeys, Co-Director VP of Operations & Communications

CONTENTS

Sarah Ruzek, Co-Director VP of Finance & Education Steffanie Berg Project Coordinator

a Shared 5 Creating Vision

Mission

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

Leaders: 7 Advancing Fuel For ForwardThinking

The Minnesota School Counselor Association (MSCA) Builds Toward an Affirmatively Inclusive Future

Top 3 Trends Great Leaders are Chasing

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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

Vision

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

Diversity & Inclusion

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

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Advancing Engagement + Recruitment: Moving Membership

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Advancing Meetings + Events: In The Details

25 Spotlight: Member in Motion

5 Program Design Changes to Add Value to Your Conference

New Habits for Member Engagement

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

10 Cool Tools to Keep Your Association Aligned

1 Year Ago

Are Associations Truly Innovative?

Board of Directors Favorite quote or motto...

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

The Man in the Arena

Angela Kisskeys Associations North

Turn your can’ts into cans and dreams into plans.

Robbie Thompson (Past - Chair) Carpe Diem.

Professional Liability Underwriting Society

Justin Bieganek Mercury Creative Group

Clara Albert, CAE (Chair - Elect) Electrical Association

Carrie Chang Minneapolis Area REALTORS®

Janel Fick (Secretary / Treasurer) Global Management Partners LLC

Humankind – Be both.

The 3 C’s of life: Choices, Chances + Changes. You must make a choice to take a chance or your life will never change.

Sarah Ruzek Do not go where the path may lead, go instead Associations North where there is no path and leave a trail.

Imagination is more important than knowledge. Knowledge is limited.

Imagination encircles the world.

Not everything that is faced can be changed; but nothing can be changed until it is faced.

Mary Detloff, CAE Crescendo Consulting Solutions, LLC

Seek justice, love mercy, walk humbly. - Micah 6:8

Matt Gruhn Marine Retailers Association of the Americas

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

Every action you take is a vote in favor of the type of person you want to become.

Don’t set expectations of people that they cannot meet.

Work Hard, Play Hard!

You’ve got this.

The only constant is change.

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TO OUR SPONSORS + PARTNERS, THANK YOU FOR YOUR SUPPORT!

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

TOGETHER, WE ARE MOVING PROFESSIONALS FORWARD. associationsnorth.com/sponsorship 3

What’s CO-ing On?

Designing Your Handbook to Reflect Company Culture Who gets excited about an employee handbook? We do! Well, not initially. Updating our handbook has been on our to-do list for quite some time and unfortunately, other priorities always seemed to take precedence. Fast forward to this spring, we’re in the process of hiring, tired of all the “flags” to overhaul the current version and decide, “it’s time!”

We can all picture a boring stack of pages that outlines workplace policies, right? Employee handbooks have gotten a bad rap over the years. However, employee handbooks serve as one of the first key encounters new employees receive about your company, culture and give you a chance to explain the why behind set polices. So, what did we learn on our handbook journey? Here are some top tips: Getting started - Breakdown standards, expectations and processes you expect employees to follow, while providing clarity and context in managing any problems that may arise. Your employees will then know where to turn in any given situation. Excite and empower your employees.

Reinforce your culture and values. Employees make hundreds of decisions on their own every day and culture is their guide. Remember, this is a tool to remind employees your organization is about more than a paycheck.

Name it something different - Employee handbook or staff manual may indicate a lengthy book of policies, whereas a name that engages -- creates curiosity and gives a clear view of your company culture right away. Have fun with a name! Employee Playbook, Team Guide, How Things Work, XYZ Organization 101, XYZ How-to Book, Your XYZ Company Voyage and Welcome to the Club are a few examples.

Promote benefits + perks - When working at your organization is about more than just a paycheck, let your employees know it. Employers are looking for competitive advantages and getting creative with benefits and perks offered, whether it is increased PTO, volunteering, staff appreciation, innovation rewards, etc. Don’t hide these perks, make them front and center. Communicate to your employees how you plan on investing in them.

Personalize + explain your “why” - We can all copy and paste. Take time to personalize your handbook to your organization’s brand and culture. Explain your policies and the why behind them in a tone that is consistent with how you typically speak to employees. It’s important for your team to see the reasoning behind policies. Take time to help

employees fully understand policies, which can help with adherence and compliance.

Future Considerations - The pandemic showed us being real, flexible and supportive were needed most during these difficult times, not perfection. When reviewing your handbook, consider the following policies: remote work, mental health and wellness, open dialog and support (to discuss controversial topics), work life balance, volunteering, open environment (to be authentic), innovation (why it’s important and how it’s rewarded), ideas and feedback (encourage sharing, speaking and ensure everyone is heard), employee appreciation, recognition and development.

We were inspired to think differently about our handbook and hope you enjoyed some of these tips. Not only can you inform your employees, but most importantly, you can help make them feel good about choosing you as their employer.

Be sure to practice what you preach and live the culture and the policies described. So, let’s ask you again, who’s excited about employee handbooks? :)

Co-Directors, Associations North

Berg, ited to welcome Steffanie Associations North is exc ie on page 24. ffan Ste ut abo re mo rn r team! Lea Project Coordinator to ou

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Creating a Shared Vision The Minnesota School Counselor Association (MSCA) builds toward an affirmatively inclusive future.

Even before the country faced heightened racial tensions last summer, the Minnesota School Counselor Association (MSCA) has been answering a call from its members to focus on diversity and become a more proactively anti-racist organization. Trauma and the oppression of people of color have a long history in the US. The MSCA is steadily working to deepen thoughts and processes surrounding anti-racism, which in turn transforms communities.

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“School counselors are passionate about their students,” MSCA President Tanis Henderson said. “When they work with all students, they want to make sure they’re working with them in as many ways as they can, and that includes being champions for students of color and making sure they are equitably represented.”

Comprised of school counselors in 10 divisions around the state, MSCA members mostly work in K-12 schools, though some post-secondary institutions are included. Since 1952, the association has aspired to elevate school counselor voices in areas such as the political arena, as well as offering professional development opportunities.

Several years ago, the MSCA started to receive feedback from members that the association needed to engage in racial equity, with a focus on making sure its actions aligned with the vision of who they are. The MSCA conducted listening sessions, which are now a regular part of their annual conference, to gather ideas.

A Counselors of Color affinity group was formed to discuss members’ common experiences and determine areas for support and solidarity. In addition, an antiracism committee was created in July 2020, the association’s government relations platform became more equitable, and training was offered to learn more about diverse cultures.

“The MSCA has been vocal about advocating for policies that positively impact students of color,” said Henderson. “We want to make sure we’re not only talking the talk but walking the walk.”

Often a good first step in committing to diversity, equity, and inclusion (DEI) is recognizing that systemic racism has been present in an organization’s history. Then conversations and practices moving forward can begin to reframe the narrative. The MSCA now ensures there is a DEI track at its fall conference. Board members have participated in DEI training, with an open invitation for other members to join them. The training used by the MSCA is designed to help members enter into conversations about race with curiosity and compassion while acknowledging confrontation and resistance that may arise. The MSCA is also examining its bylaws and other governing documents to ensure that they align with the association’s vision for the future.

After the board and membership commit to DEI initiatives, the MSCA must then transform that knowledge into action

“The MSCA has been vocal about advocating for policies that positively impact students of color. We want to make sure we’re not only talking the talk but walking the walk” in schools throughout the state. School counselors share an important responsibility of figuring out how to continue these conversations and make them relevant to students, even in majority white schools. They are uniquely situated to examine a school’s educational programs, such as advanced classes or College in the Schools opportunities, to determine if there is equitable representation in those classes. If not, they can help figure out why.

Even after an organization has committed to investing time and resources in DEI initiatives, it can be a slow process. Addressing systemic racism and the legacies of trauma in school institutions takes time and input from all voices.

The MSCA knows it has a long way to go, but its board and members are committed to moving toward the ultimate goal of creating a new vision for the association that includes everyone.

“My great-grandpa went to a residential Native American boarding school, and an experience like that can impact generations in the future,” Henderson explained. “School counselors see that trauma in our students, and part of the healing is acknowledging it.”

Any organization can benefit from implementing DEI initiatives. For those who have no idea where to start, the MSCA recommends hosting member listening sessions to help determine your association’s direction for the future.

Although they may be uncomfortable, these are important conversations. For the MSCA, they have helped begin a transformation in school communities around Minnesota, creating more equity and finding solutions that are inclusive of everyone.

To learn more about the MSCA, check out www.mnschoolcounselors.org.

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Advancing Leaders: Fuel for Forward-Thinking

Top 3 Trends Great Leaders are Chasing Eric Curtis, Curtis Strategy

A question on the minds of many CEO’s and leaders has been, “What does my company or industry look like when all the dust settles from the pandemic?”

For more than a year, we have been pushed into adopting technologies and digitalizing organizations faster than most thought possible. But beyond the scramble into a more digital world, comes a level of disruption caused by the evolution of business models. The fundamental way of delivering services has changed or expanded, reflecting the rapid adoption of new technologies.

The leaders that are leading the pack are being innovative when planning for, and adapting to, this new environment.

The leaders, teams and associations that are experiencing success are capitalizing on the market trends and disruption and are focusing on three areas. The top 3 areas of focus: Mergers, Affiliations, and Strategic Partnerships: Many association leaders are beginning to feel the pressure to consolidate. Those pressures arise from operating in a global digital landscape, the size and scale required to cover the cost of doing business, and the fact that significant growth will no longer occur organically in a market saturated with competitors.

As we find ourselves competing in a global and digital marketplace, we are no longer bound by geography and member service areas. It can be difficult to overcome this shift in mindset as

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associations have historically divided service areas among colleagues at state, regional, and national levels. When we remove the concept of geographic boundaries, the relationship among like-associations shifts and becomes competitive in nature. By implementing consolidation strategies, this competition can become an opportunity, assisting associations with growth and increasing the likelihood of future relevance and sustainability.

“The leaders that are leading the pack are being innovative when planning for, and adapting to, this new environment.”

Digital Transformation: Advancements in technology have drastically improved the way associations understand the individuals they serve as well as their ability to customize the user experience. As data becomes more critical to informing decision making, revenue generation, service delivery, and quality, it becomes necessary to have technological infrastructure designed around the user experience and value that is created. With everything converging through more advanced technological capabilities, associations need to be strategically prepared to operate and remain relevant in a more tech savvy world.

In fact, associations should be asking themselves a very important transformational question: “How do we become a technology company that delivers outstanding services?” versus asking “How do we as a service company adopt good technology?” While the concept of being a technology company may seem abstract and unrelated to being service and mission-minded, those that can take advantage of the convergence are implementing technology solutions that are allowing them to function more efficiently and improve the experience of those they serve.

Workforce Development: As business models evolve, associations grow, or the dependency on technology increases, a different type of talent, and/or a development plan to address talent gaps, will provide the competitive advantage. Employees are seeking relevant training and development in order to grow professionally, and the ability to invest in or partner with others to achieve this will make a significant difference in an association’s ability to compete and afford a strong workforce.

Many associations are looking at building consulting services for their members, which is a dramatically different talent and business model, and needs to be structured differently to find success.

The association marketplace and rapid pace of change can be overwhelming. The best place to begin the process of moving forward and driving change is to set aside time with the Board or Leadership Team to discuss the top 3 areas of focus, how they apply to the organization, and how to plan for the future. These discussions will serve as a starting point, evolving into ideas for change and narrowing the focus for the organization.

This will help manage capacity while helping to move the organization into the future.

Advancing Engagement + Recruitment: Moving Membership

New Habits for Member Engagement Amanda Kaiser, Member Engagement Specialist at SmoothThePath.net

We intellectually know what is good for us. Broccoli is good; Twinkies are bad. Soda is bad; water is good. Walking is good while lazing in front of the TV eating Twinkies (alternating with potato chips) while drinking soda is bad. However, eating broccoli and getting in our daily step goal every darned day is hard to do. Why is it that we know what is good for us, but it is so difficult to do the right thing all the time? Or maybe a better question is, how might we do more of what is good for us? (This is a particularly relevant question right now because some potato chips are calling to me – really they are!)

I have a theory that one way to start doing what is good for us is to have an inciting moment, which prompts us to set goals, and the way we reach our goals is by changing our habits.

Imagine watching TV, eating chips, and drinking soda cause you to gain an unwanted 10 pounds. One day you are bending over to pet the dog, and your back goes out. Maybe this is the first time your back goes out, and you assume it’s because of the extra weight and lack of exercise. So you set yourself a goal to lose one pound a week until you are 10 pounds lighter. To do that, you decide to walk 10,000 steps a day. After one week of intermittently walking at lunch or after dinner, you realize you have a better chance of success if you walk early in the morning before work. The following week, each day starts with a walk, and after two weeks, it becomes a habit. One day you notice that a day without an early morning walk feels a little off.

I suspect the work of engaging members can be habit-forming too. We know so many neat things we could do, but much of our time is doing what we always do. Maybe the way to reach our goals is to set some new habits. I’m talking, small goals that do not take a lot of time but have a significant and immediate impact. Awesome, right? Here are a few ideas to get you started, but use these ideas as a jumping-off point to invent your own.

Model Engaging Chat Are professionals all Zoomed out? Perhaps they are tired of sitting and listening but get them contributing, and Zoom becomes a new experience. Show your members that you

love a super energetic chat. Welcome everyone in the chat, and if you know who the first-time participants are, welcome them by name. Read participants’ chat contributions carefully so you can +1 their thoughts, emphasize great ideas, or ask for more clarification.

“Why is it that we know what is good for us, but it is so difficult to do the right thing all the time? Or maybe a better question is, how might we do more of what is good for us?”

Rewrite a Member Email Do you know what’s engaging? Emails that are fun to read (are emails ever fun to read, you might be thinking to yourself?

Some are!). Some emails are conversational, lightly humorous, and amiable that readers feel that someone wrote the email just for them. Pick a drab email and spend 5 minutes sprucing up a sentence or two every day.

Call One Member Every Day Imagine starting your day with a 15-minute call with one member each day. That’s enough time to ask two thoughtful questions about your last event, or about their professional challenges, or their predictions for the future. Rotate the topic every two or three weeks, and you’ll have a bank of information for making great decisions.

What little membership engagement habit might become so personally rewarding to you, you wouldn’t want to have a day without it?

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Advancing Meetings + Events: In The Details

5 Program Design Changes to Add Value to Your Conference Dave Lutz, CMP, Managing Director, Velvet Chainsaw Consulting

We’re seeing a trend that association leadership is more open to making changes to the annual conference than ever before. It’s about time.

“Never let a good crisis go to waste” has become a popular adage in the business world over the past year, for good reason. As it becomes more apparent that face-to-face events will return in some form this year, conference organizers have an opportunity to make changes that would have been more difficult to sell up the ladder in the past.

While there is a pent-up demand to get back to in-person events, planners should challenge their organizations to make that experience more valuable than ever.

5 Program Design Change Trends As we work with conference organizers to plan the return of their major conferences, five conference design trends have emerged, which may be useful to keep in mind as you design your own events.

1. Purposeful abandonment.

This is a nicer way of saying that you need to barbecue some sacred cows.

Long-term traditions can deter nextgeneration conference participants.

Some organizers are cutting back on pomp and circumstance in general sessions. No more opening prayers, recognizing those who have passed, obligatory leadership speeches, and long-winded awards presentations.

Others are reimagining their President’s Reception as a networking reception with a focus on the attendee, not the leadership.

2. Double-down on the main room.

This is where you can have the biggest impact. The conference that brings the industry back together and tugs at the emotional heartstrings will create a lasting impression. Instead of a general session in the morning and breakouts all day, some organizers are considering bookending each day with a main stage presentation.

3. More white space.

Hallway conversations are going to be even more highly valued in our conference future. Consider chopping 15 minutes off of your concurrent sessions and planning 30-minute breaks. Attendees have been drowning in content. Draw a line in the sand and commit to having participant activities and small-group discussions in every session, which can spill over into hallway conversations.

4. Community spaces.

Invest more into creating spaces that encourage attendee networking. Create a town-square-like environment that blends micro-learning, member services, refreshments, and entertainment.

Delivering on community has never been more critical to your business event’s future.

“Never let a good crisis go to waste” has become a popular adage in the business world over the past year, for good reason.”

Committees and boards have gotten really good at doing business via Zoom and Teams. Encourage them to continue this so that more of their time at the conference can be with the core attendee and members.

Hybrid Reality Check Many organizations are planning a hybrid experience for the fall of 2021 and finding it difficult to make the numbers work.

Here are three strategies that may help with that: 1. Virtual expos don’t work for virtual or hybrid offerings. Sponsorship does.

2. The face-to-face audience wants to connect with each other, not with the virtual audience.

3. The cost/benefit of streaming everything doesn’t work for most. Start small.

5. Leadership access.

If your leadership spends most of the conference at invite-only experiences, it’s time to set them free.

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Advancing Diversity & Inclusion: Journey Forward

1 Year Ago Sarah Korbel, Events & Operations Specialist, Marine Retailers Association of the Americas

What did the beginning of 2020 look like for you?

Going through a chaotic timeline, we passed through the unfolding of the pandemic, the presidential race, articles of impeachment, possible job loss, illness, and if you’re like me, and many others you struggled to wrap your brain around the tragic murder of George Floyd.

People across Minneapolis, the state and nation looked at this trauma and long standing challenges of inequity through a racial lens and pulled together to support the Black community. Many did this by volunteering, checking on neighbors, attending protests, vigils, etc. In communities of color, for some, the challenge was to rest, protect, and take care of themselves.

Organizations also found themselves wrestling with how to respond. They grappled with conversations internally and what statements to make externally, and were challenged to make a more equitable workplace. They asked: How can we do better?

Now it’s spring 2021, and the Chauvin trial brought another wave of emotions and dialogue around accountability.

It’s time to take inventory on whether the events and subsequent discussions of last year led to equitable and inclusive practices in our organizations. If you’re wondering what that looks like, I offer examples from the Marine Retailers Association of the Americas (MRAA). Some may not seem like much; others may be motivating. This is just the start for us.

• Last summer, team members were encouraged to take time away as needed. No planning or PTO requests just communication. With MRAA’s values of Authenticity, Accountability, Leadership and Drive. We acknowledge that in order for us to work authentically and with drive, we needed to give each other space to deal with stress.

• We adjusted our optional Summer Hours program where we work an extra hour per day and then get Friday afternoons off. MRAA removed the requirement of working the extra hour each day, still providing Friday afternoons off.

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• We created an Equity, Diversity, Inclusion (EDI) channel within our Slack communication platform to share what’s going on in the community, things we learn, events and volunteering opportunities.

• We launched an Employee Resource Group (ERG) centered on EDI. Staff plan activities, such as webinar, movie and podcast watch parties, as well as opportunities to support local, minority-owned businesses for happy hours or coffee. Additionally, the ERG creates an avenue for staff to present EDI concerns and opportunities to leadership. It’s worth noting leadership didn’t launch the ERG on their own. Rather, they asked the team for feedback and learned we were looking for more, and that the ERG was a great addition.

These discussions resulted in a list of commitments: • Formal hiring processes. We eliminated use of industry jargon in job listings as it discourages applicants not already in the marine industry, which has historically been predominantly white and male. We added a statement that reinforced that we consider applicants without marine industry experience.

• Website accessibility. We will review our websites to ensure they meet ADA guidelines and are a better source for people with disabilities to navigate.

• Internal education. In recognizing we’re not experts, and everyone can grow interpersonally, we committed to providing EDI education for our team.

• Audit. MRAA committed to apply ASAE’s Association Inclusion Index to audit MRAA for strengths, weaknesses and identify areas of improvement.

This season of change gives opportunity to hold ourselves and our organizations accountable. If you face obstacles, you are not alone. Know that there are organizations like Associations North, and others that can help you work through them.

2020’s season of crisis called us to action. Is your organization evolving and making positive change?

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SPONSORED CONTENT

Community Insights

Evolving Association Business Models Amidst a Pandemic

In the past year, association business models have been rocked by a global pandemic, forcing financial agility like never before.

A business model is at its core, the way an organization will create value for its target market by developing and selling products and services structured in a way that will allow for the organization’s financial sustainability. Business modeling effectively forces an association to answer the questions of: • Who are we serving and what do they want/need/value?

• What is our organization well situated to provide?

• Who will pay and how much?

• How will we provide the products and services and what will it cost to do so?

While very basic, we have worked with many of our clients and witnessed much of the association industry dig back into these fundamentals as their organizations had to be extremely nimble over the past year.

Though many associations did not necessarily shift their target customers or core offerings, the ways in which organizations reached those individuals and businesses certainly changed. What and how members could pay for changed. And the cost side of the business was undoubtedly up-ended, particularly for those associations heavily focused on facilitating in-person gatherings.

To throw another variant into the mix, economic relief available to help associations has continued to change on a monthly (or more frequent basis); and access to governmentfunded relief, and the impact that may have on the short-term business model has also come into play.

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Some topics CLA has helped clients evaluate this year include: • Shifting in-person events to fully- or partially-virtual settings • Navigating price changes and setting prices for new offerings • Re-negotiating sponsorship terms; often deferring to future events or future years • Increased legal costs related to re-negotiating contracts • Investment in online platforms for education and convening • Evaluating the use of reserves and considering changes to reserves policies • Planning on a longer time-horizon; looking out 3-5 years vs. just the 1-year budget cycle • Considering the importance of physical space and evaluating options to downsize or move to a fully remote workforce • Identifying the impact of changes on our workforce and deciding what an organization wants its “new normal” to be for employees What will come as no surprise is agility has been the name of the game when it comes to developing a sustainable business model and related financial plan. Many of our clients have started re-forecasting on at least a monthly basis. Others have developed models that allow them to evaluate scenarios real-time. The planning cycles have gotten faster out of necessity, and the number of variables to consider seem never-ending. But at the end of the day, many associations are going back to the basic business model components to figure out how best to meet member needs – at least for today

With the right support behind you, you’ll consistently stay ahead.

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Advancing Communications: Stay Connected

10 Cool Tools to Keep Your Association Aligned Jamie Notter, PROPEL

Software solutions—even for association alignment—are everywhere. By some estimates, there are 288 different project management tools available right now. That doesn’t count personal productivity tools, task management tools, customer relation management tools, and a myriad of other task- or concept-related tools that you deal with every day.

The question is: how do we make it easier for employees to work on what’s important? Here are 10 tools to consider: Intranets and Communities - Powerful intranets can often check more than one box for you – interactive organizational chart, space for conversations, even functionality related to some of the categories below, like feedback and performance management. These plays tend to fall into the “highinvestment, high-return” category, so smaller associations might be drawn to a different solution. Some examples: Jostle. Dubbed a “people engagement” platform, it covers events, newsfeed, and “shout outs” to fellow employees.

Jostle includes an organization chart and employee directory (with expertise info) and facilitates team discussions to encourage collaboration.

Limeade. Key features include ideas and surveys, expert search, document sharing, and tools for employee communications. They tout it as the one employee app you’ll need, and they integrate with enterprise-level products from Microsoft, Oracle, SAP, etc.

Igloo. Igloo calls their product a “digital workplace solution,” focusing on communication, collaboration, knowledge management, and culture. Its features include blogs, file sharing, forums, people directories, collaborative virtual spaces, and to-do lists.

Collaboration and Project Management - This is one of the more “evolved” categories, as some of the software solutions have been around for quite a while. One of the primary benefits of all of these products is reducing and redirecting email traffic into other forms of communication so that information, documents, and momentum are not lost.

Asana. Focused on organizations, this software product allows you to create projects and tasks that are assigned to

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individuals on the team. At the more advanced levels, you can create and share dashboards and also accomplish basic communication and information sharing related to the various projects.

Basecamp. Basecamp is also organized around organizing teams, projects, and tasks, but puts more emphasis on document sharing.

Trello. This platform is more focused on straightforward team collaboration than full-service project management. You create “boards” on which you can place “cards” that have details, todos, and even threaded conversations.

Slack. This tool is far on the collaboration side of the spectrum, allowing teams to communicate and share information more effectively.

Feedback and Performance Management - If engagement is about being successful, then it follows that we should be measuring success somehow, and performance reviews can at least partially fill that need.

Small Improvements. Declaring that the annual review is “dead,” this solution focuses on supporting 1-1 meetings, realtime recognition, and 360-degree feedback.

Lattice. This tool connects performance management, employee engagement, and employee development in one solution. It is designed to support teams that are entirely remote. It allows peers and managers to conduct formal performance reviews, as well as recognizing accomplishments and improvement areas.

Align. This tool helps managers keep information flowing with regular one-on-one meetings, huddles, and weekly team meetings. The “stuck” feature gives users a chance to recognize and identify a roadblock in any given project. And Align has created an association-specific offering that is designed uniquely for the challenges that associations face.

The Takeaway Digital technology resources have so much to offer associations.

They can certainly help streamline routine functions, connect employees or members in physically distant locations, increase engagement, and foster innovation.

Advancing The Essentials: Invaluable Insights

Are Associations Truly Innovative?

Mary Byers, CAE, CSP with Sarah Sain, CAE Find full Association Scan Research at: associationinnovation.today

With the right tools and mindset, any association is capable of innovating.

So why is it that so many associations struggle to embrace the habits that would allow them to thrive?

Innovation was important before the pandemic, but it’s even more important now. The pandemic has accelerated the need for the changes we know we’ve needed to make. It will be a tragedy if we are still doing the same things in the same way when we emerge. It will be a missed opportunity if we choose to fully go back to the way things were rather than go forward.

as a line item in their annual operating budget and 40% borrow from reserves.

Recognizing these barriers above exist is the first step, and selecting one obstacle to tackle is the second step.

They can be interrelated, however. For example, complacency leads to a lack of vision –which can be caused by lack of resources. Don’t let interconnectivity discourage your team from beginning to seek out new paths for innovation.

Name What Stands in Your Way One place to start is by taking a closer look at the barriers, both real and perceived, that stand in the way of innovation.

There’s no way around it: Failure is part of innovation, although I prefer to substitute the word “research” for failure because you know more after a disappointment. Association boards tend to be risk-adverse and more comfortable protecting the association rather than advancing it. This is why it is so hard for associations to innovate.

Lack of resources, meaning staff time or budget, was cited most often in the Association Scan as a constraint on innovation. That was followed by complacency and lack of vision, which includes everything from an organizational structure that slows down progress to no sense of urgency to a lack of leadership.

Instead, board members should consider scoring themselves on a “risk comfort” scale and then have a conversation about how they can collectively increase their comfort with it. Additionally, associations should continually be experimenting with something so that it becomes an expected part of operations rather than an occasional ask from staff.

When asked for the title of the individual responsible for leading innovation, many reported high-level executive. Our view is that if everyone is responsible, no one is. Highly innovation organizations have at least one point person to lead the charge.

Create a Path Forward Once an association has made the decision to move from a weak to a strong culture of innovation, there are three stages that can help associations break down what may still be considered to be a complex and paralyzing concept – changing mindset and culture don’t happen overnight, after all.

Of the small number of associations that budget for innovation, 40% have it

The three stages are: 1. Create momentum 2. Formalize a vision and a plan 3. Implement & ingrain in your culture If an association doesn’t have an innovation process outlined on paper, this is a place to start. I like to say, “If you can name it, you can claim it.” Doing this makes it tangible and understandable for all involved, including the Board.

Separately, there’s much to be gained from listing and celebrating all the innovation that happened over the past year in the midst of COVID specifically. When we’re doing it in the moment, we often don’t recognize our accomplishments. Looking back creates confidence, and confidence strengthens our innovation muscles.

Budget for innovation annually or have an innovation fund. Hold people accountable for it and celebrate both successes and failures. Reward it. Make sure the board and staff are aligned in terms of innovation. While this may be an oversimplification of a complex challenge, we know that innovative organizations do these things.

Creating Value The bottom line is that innovation is no longer an impossible concept meant for a few; it’s an imperative for all associations. A large number of associations are in decline – declining membership, declining participation and declining revenue. This isn’t going to change without new activity. That’s what innovation is: doing something differently to create value.

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Meetup Group Day

Associations North Virtual Meetup Group Day is back by popular demand 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 is one innovation (small or significant) your association has made in the past 18-months that has increased happiness of staff, value to members or solved a challenge?

Patti Cullen President/CEO Care Providers of Minnesota

AGC of MN has embraced, pledged, supports, and promotes Culture of CARE. The Culture of CARE is an initiative created in partnership between the Associated General Contractors of America (AGC) and the AGC of Washington to advance the construction industry as the industry of choice for diverse and talented workers by building inclusive work environments in construction firms nationwide.

Jenny Prosser VP Conferences & Sales LeadingAge Minnesota

The challenge was creating a mechanism for member review of projects that are typically paper copies. We moved everything online to a password protected page. We now have a streamlined-process that includes a new sponsorship opportunity. Win-win for members, staff, and bottom line.

The innovation that has increased happiness of staff is the workplace flexibility we established early on during the pandemic. Our office was closed for just a short time; after we developed our COVID-19 safety plan we allowed staff to come back into the office into a very safe environment. Staff have been given the option of whether to work remotely at home, travel into the office, or a combination of the two; we will continue to provide this option into the future.

Yolanda McIntosh Director of Diversity, Equity & Inclusion AGC Minnesota

Purchasing a Learning Management System (LMS) had been on our wish list for many years and the arrival of Covid-19 forced us to get serious. The LMS has afforded us the opportunity to continue offering virtual and on-demand education to our members with CEUs and produce non-dues revenue for our association. The LMS has eliminated the need for staff to manually track participation (for CEU purposes) which is a huge time saver.

Beatrice Owen Executive Director NARI - MN

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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 JUNE

Webinar: Planning for Growth - Solving Problems for Success At Your Desk 12:30 pm - 1:30 pm

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We are living in a VUCAS world – Volatile, Uncertain, Complex, Ambiguous, and Speedy. As a result, organizations find themselves too busy coping with change to find the time for strategic planning. The good news is that strategic planning and looking for opportunities do not have to be time-consuming. This session will show you how to simplify the process by incorporating planning into your monthly meetings. In a VUCAS, world simple strategies = sustainable success!

WEDNESDAY JULY

Webinar: Eliminating the Revenue Drought At Your Desk 12:30 pm - 1:30 pm

Association sustainability comes down to sales and marketing. Are your strategies driving revenue and creating a positive member experience?

Gain the skills to design a structured process for developing long-term, mutually beneficial member relationships. This course will also include strategies for you to become a business developer within your organization. You will walk away with over a dozen skills, processes, and tools to grow your organization and increase revenue.

Education when you need it.

Associations North e-Learning

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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NEW! Education Added

BRAIN POWER Committee Linkage to the Strategic Plan Bob Harris, CAE Committees seldom initiate their own plan of work. You won’t hear the committee chair ask at the first meeting, “What do you want to do this year?” Here is a linkage of committees to the strategic plan.

Relationships - The board, bylaws and strategic plan are closely linked to committees, though the relationships are sometimes vague. A flowchart depicts the process and lines of authority.

Process - A seven-step process clarifies how an idea flows from the organization’s strategic plan, through the committees, to be adopted by the board and implemented by the staff.

Ideas – The strategic plan is the source of committee assignments. When the board sets a vision and priorities, committees are aligned to create a volunteer workforce. For instance, the goal of “Professional Development” may require committees for continuing education and conference planning.

Assignments – Elements in the strategic plan are assigned to committees. For example, the plan may suggest feasibility of a regional trade show. The board doesn’t do the planning, that is a committee effort. Committee assignments should also include expected performance metrics and deadlines.

Recommendation – The committee vets the assignment, using its best ingenuity and available resources. Eventually the committee has a plan to proceed, drafting a recommendation for the board’s consideration. To avoid confusion, committees make “recommendations” while the board passes “motions.”

Liaison – A liaison is assigned from the board or the staff to champion the committee’s work. If the committee chair is not available to present and describe the recommendation, the liaison will ensure board understanding and answer questions.

Board Review – The board of director’s agenda will include the committee’s recommendation for review. If the board needs clarification, directors should avoid doing committee work at the board table, rather send it back for further development.

Approval – The board transforms the recommendation into a motion to be approved, amended, or killed. The news will travel back to the committee and the staff to be aware of the results.

Implementation – Tactics, resources and deadlines are set after board action. Staff will work closely with the committee, detailing a program of work and performance expectations.

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

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Associations North is proud to announce Pay it Forward has advanced membership for 88 organizations. This wouldn’t be possible without the generous support and contributions from the following organizations and individuals: American Council of Engineering Companies of MN Association Development Services Bremer Bank Kathy Burton Carmelo Cinqueonce AK Communications Carrie Chang Jim Chapple, Investors Financial Group LLC Diane Dukes Do Good Biz Electrical Association Ewald Consulting Fargo Moorhead CVB Genevieve Frazier Global Management Partners Graystone Consulting Twin Cities Housing First Minnesota Independent Community Bankers of Minnesota Kathy Johnson Karla Keller Torp Angela Kisskeys Christi Kokaisel Andrew Leitch Maguire Agency Marine Retailers Association of the Americas MEA Energy Association Meet Minneapolis / Minneapolis Convention Center Mercury Creative Group Brandon Miller Minneapolis Realtors® Minnesota Academy of Family Physicians

Minnesota Association of Realtors® Minnesota Builders Exchange Minnesota Shopping Center Association Minnesota Utility Investors Mark Neeb Mary Detloff MN Asphalt Pavement Association MN Bankers Association MN Municipal Beverage Association MN Nursery + Landscape Association MN Trucking Association MN Utility Contractors Association NACM - North Central Jaime Nolan Olsen Thielen & Co., CPA’s Pierre Productions + Promotions Professional Liability Underwriting Society Sarah Ruzek Mark Salter Sapphyre Group Joe Schmit Speaks Tammy Schoenberg Ted Smith Synergos Association Management Company Elizabeth Taylor UMACHA Wellington Management YourVIPEvent

Thank you for your willingness to make a difference + redefine generosity!

REASONS WHY MINNEAPOLIS SHOULD BE YOUR NEXT MEETING DESTINATION #

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A COMMUNITY LEADING THE PATH FORWARD

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2

STAFFED & READY TO HELP

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3

DELTA HUB, COMPACT CITY TRAVEL WITH EASE

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4

SAFETY IS #1 AT THE MINNEAPOLIS CONVENTION CENTER

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CITY BY NATURE: #1 PARKS, 22 LAKES & THE MIGHTY MISSISSIPPI

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9,000 ROOMS DOWNTOWN ALL BRANDS, ALL BUDGETS

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ALL PLANNING INFO IN ONE PLACE

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UNIQUE BITES, BREWS & FUN FOR EVERYONE

LEARN MORE AT minneapolis.org

Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Becky Accetura

Association of MN Counties

Susan Bowman

Association of MN Counties

Kellie Hanselman

Hilton Minneapolis

Stephanie Ihbe

Upper Midwest Automated Clearing House Association

Leslie Ingiald

The Saint Paul Hotel

Jake Kolling

Marine Retailers Association of the Americas

Jen Pennington

Sheraton Duluth Hotel

Joe Sanders

Viking Trophies

Gigi Sutton

Ewald Consulting

Chad Tokowicz

Marine Retailers Association of the Americas

Alexa Vicioso

Marine Retailers Association of the Americas

China Voiles

Global Management Partners, LLC

Introducing Steffanie Berg, Project Coordinator Please join us in welcoming the newest team member to Associations North, Steffanie Berg, Project Coordinator. Steffanie brings non-profit experience, creativity, a love for data and superior customer service to her new role. She is excited to serve Associations North members and looks forward to advancing the mission of the organization. To connect with Steffanie, email her at: steffanie@associationsnorth.com or call 651-647-6388.

Have You Looked at Your Profile?

As a member, we want to serve you the best way we can. If you haven’t visited your member profile, check it out to see past event history, outstanding invoices, select communication preferences and view other pertinent information to your membership. Log in to your profile at: associationsnorth.com and click on Manage Profile.

Coming Soon!

Associations North is excited to bring a new member community, coming Summer 2021! We look forward to providing real-time member interaction where you can get answers from peers, discover subject matter experts, receive feedback, learn, share and collaborate! We look forward to bringing you this new member benefit, be sure to watch for details.

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.

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

Bonnie Carlson President + CEO Bloomington Convention + Visitors Bureau

The best purchase I’ve ever made I would say our home, its on a golf course!

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

Even though most of our banking is online, I still like writing actual checks to pay monthly bills.

Trend that needs to go away or come back...

In light of the last year, definitely mask wearing needs to go away! What needs to come back is more respect, kindness and appreciation for all that we have in this world.

Something everyone should do at least once in their lives...

Feel the joy of really helping someone in need.

Favorite meal to eat or cook...

I have a country style rib recipe that is a family favorite, the sauce is homemade and a secret.

Early bird or night owl?

Most organized + unorganized part of your life?

What I’d rate 10 out of 10...

My career in this industry.

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The most organized part is when I am planning a party at my home. The most disorganized is for sure my closet!

How I recharge and relax...

Up north sitting by a lake with family and friends with a really great glass of Chardonnay.

Mostly early bird; however, late night Bonnie comes out occasionally!

I’d max out my credit card at: Any kitchen store.

It was The Great Associations North Get Together Associations North hosted Lawn Games on May 26 which provided a chance to re-connect with Associations North friends, play outdoor lawn games and enjoy in-person networking.

Lawn Games Sponsor:

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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.