FOCUS NORTH May/June 2020
Challenging Future Risk Managers Due to their ingenuity and hard work, PRMIA successfully held its international competition in the face of real-world risk. 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
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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
May/June 2020
FEATURES
Sarah Ruzek, Co-Director VP of Finance & Education
Future 5 Challenging Risk Managers
Chris Villeneuve Membership & Office Manager
Leaders: 7 Advancing Fuel For ForwardThinking
Due to their ingenuity and hard work, PRMIA successfully held its international competition in the face of real-world risk.
Mission
To advance and serve the association management profession in Minnesota, North Dakota and South Dakota.
8 Advancing Engagement +
Vision
How to Lead and Succeed in the Age of Constant Disruption
+ Events: 10 Meetings In The Details
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 Diversity & Inclusion: Journey Forward
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What’s CO-ing On?
19 Calendar of Events 20 Brain Power 24 Et Cetera 25 Spotlight: Member in Motion
Monetizing Your Virtual Conference When Competing with Free
5 Ways to Use the COVID-19 Crisis to Rethink the Association Model
Diversity & Inclusion
Moving Forward Together
18 Conversations
Advancing
Recruitment: Moving Membership
Associations North, our members and their associations will thrive and grow.
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16 Advancing 15 Advancing Communications: The Essentials:
Keeping Equity a Priority During the COVID-19 Crisis
Board of Directors
Stay Connected
Invaluable Insights
Content Curation: Your Secret Weapon in the Fight Against Information Overload
Associations: Tips to Avoid Antitrust Dilemmas During the COVID-19 Pandemic
What characteristic do you most admire in others? Robbie Thompson (2020 Chair) Professional Liability Underwriting Society
Honesty.
Angela Kisskeys Associations North
Mark Salter, CAE, ABC (Past - Chair) CFA Society Minnesota
Humility.
Justin Bieganek Mercury Creative Group
Mary Detloff, CAE
Janel Fick Global Management Partners LLC
Amanda Friedrich, CMP Visit Saint Paul
David Siegel, CAE, IOM (Chair - Elect) Builders Association of the Twin Cities Clara Albert, CAE (Secretary / Treasurer) MN Electrical Association Sarah Ruzek Associations North
Honesty.
Willingness to address conflict.
Honesty.
Maria Huntley, CAE, MANM Minnesota Academy of Family Physicians
Integrity.
Karla Keller Torp Minnesota Shopping Center Association
Humor.
Christi Kokaisel, CAE, MBA American Academy of Neurology
Integrity.
Sincerity.
Integrity.
Those who can inspire and motivate others.
Honesty.
Honesty.
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Moving Forward Together: Associations North Partners
YEAR LONG SPONSOR: Visit Duluth We miss all of you and look forward to our paths crossing in Duluth soon.
What is special about the association community? Associations North provides a platform to develop life-long relationships and connections within the association and hospitality community which we are grateful for. Our team and extended community enjoys the networking opportunities, excellent content and memorable experiences Associations North offers. One of our most memorable moments as being a member was when the Duluth Hospitality Team hosted Associations North Leadership Conference. How can anyone forget Silent Disco? It sure was a highlight of that conference! Together, everyone danced, sang and had a great time.
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What’s CO-ing On?
Learning + Responding to Disruption We are at an interesting place in history. When we look back, we will easily recall 2020. What will the books, the world, our community and members say about 2020? Our hope is that members will say we listened, were an invaluable resource and thrived during a time of uncertainty and unrest. We are listening. To your challenges, your successes, hopes and fears. Here’s what we’re hearing… many of you, like Associations North, transitioned to working from home without missing a beat (and have been surprised it went so well), jumped into creating engaging virtual meetings for members (and have seen success) and are providing more member value (and working harder) than ever before. You’re making tough decisions with meetings: postpone, cancel, move; adjusting contracts; selecting a virtual platform in all the clutter – and operations: safely returning to the office (some members are waiting until Fall or 2021 and others are transitioning back now) and budgeting in a pandemic are just some of the challenges members are experiencing. As your professional association, you want to know how we are weathering the storm and we appreciate your genuine interest. Associations North is in year two of a very robust three-year strategic plan. While the plan is still relevant, what you need today and tomorrow to ensure viability in the future is most important. Therefore, we are adjusting the plan to be nimble and embrace this time for innovation and creating the next normal. All meetings and education in 2020 will be virtual and provide the value you have come to know and expect. Throughout summer, the next six months and year, Associations North may look different but that is intentional, strategic and for you.
We were recently told that this is your time as an association to create a lasting legacy and re-define your purpose. Our hope and commitment for the future is to listen to our members, create opportunities and paint a future that’s possible. It’s our role as association leaders to create a better tomorrow that includes asking critical questions, listening and solving together -- to make the world a more equitable and just place. We continue to hold our promise to Move Professionals Forward. And together, WE’VE GOT THIS.
Co-Directors, Associations North
TOGETHER
JOY
HOPE SHARING A SMILE FOR ALL
BELIEVE FORWARD
WE GOT THIS
HAPPINESS
There isn’t a book, or at least we haven’t had a chance to read one if there is, on how to lead during a pandemic and create the next normal - so we’re figuring it out, with you, as we go. Through recent complimentary Web Chats, quarterly Meetup Groups, virtual events, member calls, listservs and newly launched CEO Strategy Groups, we are learning how to survive, and thrive, in a pandemic and uncertain times. If someone hasn’t told you lately, thank you for your willingness to share, adapt and support the association industry.
STA Y POS ITIV E
Diversity + Inclus ion Meetup Group ha ving fun and sharing a me ssage.
Together,
nger.
we are stro
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Challenging Future Risk Managers Due to their ingenuity and hard work, PRMIA successfully held its international competition in the face of real-world risk.
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For many students, a successful transition from school to their chosen career depends on their ability to take what they’ve learned from their coursework and apply it to real-life situations. The Professional Risk Managers’ International Association (PRMIA) believes this is such a vital skill, they have created an internationally renowned Risk Management Challenge that’s based on applying risk management theory to the workplace.
Now in its seventh year, the Challenge gives risk and finance students the experience of using critical thinking and problem-solving skills around a real-life case study. Current undergraduate and graduate students from universities around the world form teams of three or four to compete in the Challenge’s three rounds of competition. “This year’s case study was based on an overextended hedge fund from the early 1990s that collapsed,” explained PRMIA events consultant Jill Ische, who helps manage the Challenge. “Students were asked to determine factors that led to the fund’s demise and what they could have done differently to ensure the fund’s viability.” Although PRMIA is based in Northfield, MN, it serves and supports risk professionals globally through 49 chapters worldwide. The chapters play an important role in the Risk Management Challenge. In the preliminary round, which began in January, teams submitted three-page executive summaries of their case study solutions to their local chapters. Chapter representatives reviewed the executive summaries and selected teams to advance to the regional round. This year, 11 PRMIA chapters participated in the Challenge, including: Boston, Hungary, Montreal, Russia, Chicago, Egypt, Ireland, Toronto, London, New York, and Vancouver.
“As a field, the risk profession exists as a guarantee that companies are operating in an ethical, thoughtful way.” In March, the regional round required participants to create a 20-minute presentation to a theoretical CEO about the situation presented in the case study, along with their recommendations for mitigating the risks. The presentation was followed by a 10-minute question and answer session. Judges picked the top team from their region to advance to the final round (held April 20) and compete for the international championship. This year’s winning team, Team 9893 from Baruch College in New York, received a $10,000 prize. In addition to its chapters, PRMIA also relied on generous support from sponsors such as MathWorks, the Challenge’s 2020 global sponsor. MathWorks provided all of the teams a subscription to MATLAB software to complete a complementary side challenge, which helped students further hone their analytical skills. “MathWorks has been involved in the planning of the Challenge from the beginning to the end,” said PRMIA’s CEO,
Ken Radigan. “It has been wonderful to have a partner so fully engaged in the competition.” Due to disruptions caused by COVID-19, this year’s Risk Management Challenge had to be modified for its regional and final rounds. As teams and chapters faced challenges with traveling and hosting in-person events, PRMIA decided to follow the competition through to the end and host the events virtually. Some chapters hosted their regional competitions on Zoom or Google Meet, while others had participants submit pre-recorded video presentations that were judged in advance. The final round on April 20 was hosted entirely on Zoom, with team presentations in the morning followed by career panel discussions, finalist presentations, and the announcement of the winning team in the afternoon. “The effort and dedication demonstrated by the teams was incredible,” Radigan recalled. “Despite the students having to work on the Challenge remotely, on top of full course loads, the judges were impressed with both the content of their case study analyses and their ‘live’ presentations.” Over the course of several months, in-person and online, the PRMIA Risk Management Challenge used a real-life simulation to give its student participants practical experience and an edge in job interviews and real-life employment. It will also help develop future leaders in the risk industry. The Risk Management Challenge raises the expectations for the events that PRMIA offers to its members. As a field, the risk profession exists as a guarantee that companies are operating in an ethical, thoughtful way. Events like the Challenge help PRMIA fulfill its mission to support and promote best practices and networking among risk professionals worldwide. “We’re pleased we were able to take the Challenge to its completion after team members had already invested so much in the competition,” Ische said.
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Advancing Leaders: Fuel for Forward-Thinking
How to Lead and Succeed in the Age of Constant Disruption Scott Steinberg
So much for the idea of “status quo.” While modern executives are no strangers to change and disruption, things only get more topsy-turvy for working professionals from here. In fact, according to recent surveys by consulting firm PricewaterhouseCoopers, not only will no two days on the job ever be the same again. That’s because across every region of the world, and every commercial sector, market leaders explain that the only consistent theme you can count on in coming years is unpredictability. Think you’ve got a handle on how fast today’s business world moves? Think again. Uncertainty is now the only certain at work; the next 10 years will bring more change than the prior 10,000; and – thanks to rapid advancements in technology and communications tools – the one thing organizational leaders can count on going forward is that they’ll only be hit with more unforeseen disruptions harder, faster, and from more angles than ever before. So what’s a forwardthinking executive to do if they want to stay ahead of the curve? Simple: Change up their leadership and management style to make leadership a concept that scales; provide workers the insights that they need to facilitate more dynamic decision-making; and provide staffers will all the tools that they need to stay better attuned to signals that the marketplace is sending them, and faster adapting to these developments in turn.
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Bearing this in mind, and that business and cultural trends are now evolving at an unprecedented pace, it’s no surprise that business leaders around the world note that strategic priorities for any organization hoping to get ahead in coming years must also evolve. Among the concepts they say it’s now vital to champion to your staff at meetings and events are the importance of: • Developing and maximizing a globallyaware and -influenced pool of talent • Fostering a culture of employee engagement and continuous learning • Putting productivity, not process, at the heart of your operating strategy • Routinely daring to disrupt your operations before outside forces disrupt them for you • Making a commitment to ongoing organizational improvement But most importantly, they also note that the best way to get ahead in uncertain times is to double down and reinvest in your people – and that doing so can pay off in huge ways, because people are your most important asset today. Taking this into account, today’s most effective leaders realize that here and now – while things are going well, and you can most afford to take chances – is the most opportune time to start making a host of smart investments in initiatives that drive constant learning and growth for their organization. And that it’s also the best time to start encouraging staffers to get behind the idea of making
more insight-driven decisions, and educating themselves through a running process of trial and error that involves constantly brainstorming and testing a variety of new strategies and solutions. Because in uncertain times, as we discovered, the irony is that you’ve got to take more risks, not fewer if you want to get ahead – but these risks have to come in the form of small, smart, cost-effective bets designed as ongoing learning experiments that can help you quickly gain deeper insights into the shape of changing operating landscapes and make better and more informed choices as you become more informed. Likewise, to stay relevant – let alone ahead of the curve – organizations also have to start being more deliberate about putting systems and programs in place that can help staffers assume more of an ownership role in driving workplace decisions. End-users, everyday customers, strategic partners, various internal/external stakeholders that we serve, etc. – are the #1 best, most reliable proven source where organizations get successful new ideas. Keeping this in mind, the real question you should be asking yourself as an executive leader going forward – and encouraging your coworkers to ask themselves – isn’t “do we have what it takes to compete” as your organization. It’s “are you doing everything you can to give your people all the tools and resources that they need to be listening to these insights, and promptly and intelligently responding to them in turn?” When it comes to getting ahead despite disruption, and finding ways to successfully navigate through change, it often pays to find more ways to step back and let others take the lead. The more you look to make leadership and innovation concepts that scale, and put programs and platforms in place to rapidly transform ideas into reality, the more successful you’ll be, no matter what the future brings.
Advancing Engagement + Recruitment: Moving Membership
5 Ways to Use the COVID-19 Crisis to Rethink the Association Model Don Neal
Now is the time for associations to rethink their models and reinvent themselves. Good news (and can’t we all use some!): The association’s business model — an over-reliance on membership and event revenues to keep it healthy — has been pushed to the breaking point by the current pandemic. Why is that good news? Because it will lead to a renaissance of mission-driven, membership-based organizations. And chances are, your organization has many, if not all, of the assets needed for your reinvention — a good brand, loyal members, and a team that can be mobilized to move in a new direction. There are five central reasons why innovation has typically lagged at associations and systems and technology haven’t been updated. But there is one fundamental root cause: There hasn’t been a sufficient catalyst. No pain, no change. Let’s use this crisis as an opportunity to address the five core drivers of change that are necessary for associations to thrive in the future. 1. Your business model. A business model is the rationale and structure of how an organization creates, captures, and delivers value. Your business model is built upon a nonprofit chassis and was established long ago. Strategic plans are meant to update your strategy but don’t get down to the roots of your model. A new model that is less of a walled garden and more of an open-architecture structure is required — for example, an annual subscription pricing plan based on consumption of value vs. a fixed membership fee. Expand your audience by unpacking what you offer and let the marketplace decide what it needs. The Business Model Canvas, a strategic management and lean startup template, is a good place to start to learn what’s required to initiate this process. 2. Risk tolerance. Risk taking is like a muscle. It gets stronger when you use it and atrophies when you don’t. Most of us don’t take risk unless we have to. Associations’ No. 1 success factor going forward will be based the degree to which they take calculated risks. Start by testing. Test and see if new, younger cohorts will join if you modernize the look of your
website and messaging. Test and see if new crowd-sourced user groups will self-organize, hosted by thought leaders working at your association. Test the risk of modernizing your annual event — now is the perfect time to break the pattern of better sameness and make it just plain better. 3. Governance. Many associations have bloated boards, committees, and volunteer groups that are well-intentioned but kill creativity, and the flexibility to quickly pivot and take decisive action. Your staff may fear that a member of the board won’t like this or that change. Change the rules so you get the best engagement but less of the bureaucracy. The average board of a public company is nine people — and they have a fiduciary role and must live with the consequences of their decisions. How does your bureaucracy support your business? 4. Investment. During this crisis, many associations are taking loans to mitigate the need to use reserves for operating costs. That’s a good start, however the practice of using outside capital shouldn’t end when this crisis is over. Investment spending in new CRM technology, member research, event reinvention, and new product and service development will be essential to compete. Consider partnering with a third-party trade-show organizer or take on an investor as part of a for-profit LLC subsidiary in exchange for the ability to accelerate your growth. 5. Value creation. This is the most important factor in the renaissance I’m describing. It’s not enough to simply outsource value “capture” to your members, volunteers, and event sponsors. Being the landlord of a trade show or submitting a call for content will still be viable options for your organization, but going forward, that’s not enough. Value creation must come from within your organization. Original research, thought leadership, and in-house experts on your industry that are leading your members will become increasing more important. Convening authority has always been your X-factor. Now simply add association-driven insight and industry leadership and you’ll be amazed at the impact. It may take time to develop but start now. As the saying goes, never let a good crisis go to waste.
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Advancing Meetings + Events: In The Details
Monetizing Your Virtual Conference When Competing with Free Dave Lutz
If your inbox is anything like mine, you could spend a good portion of your day consuming webinars, virtual events and networking in Zoom or Facebook Messenger Happy Hours. We’re on content overload and it’s only going to get noisier as the pandemic lingers. The dynamics that we’re seeing impact conferences and their business models are very similar to the Freemium movement we experienced way back in 2009. I’ll never forget a blog post, entitled “Malcolm is Wrong,” which Seth Godin penned back then on Chris Anderson’s book Free: The Future of a Radical Price. In his book, Anderson makes a case that in many instances businesses can profit more from giving things away than charging for them. It’s the essence of content marketing and is being taken to new extremes in this crisis. Hopefully the author and the title of the blog piqued your curiosity. Go ahead and read Seth’s post and then come back for the linkage to conference monetization.
“Keep an eye on the room for new attendees. Follow up after the event with something that says we value your time and continued involvement” Secret Sauce to Monetization The barriers of entry for our attention
and digital economy have never been lower, cheaper and more accessible. Whether you charge a fee or not, the competition for share of wallet and attention just got a whole lot higher. To best compete: • Premium conferences must choose quality over quantity. • You can no longer do a call for sessions six, nine or 12 months out and expect to be fast, first or unique. Lead and focus on emerging or late-breaking issues. • As you select speakers or session leaders, you’ll want to get their commitment that the topic they are addressing at your conference hasn’t been presented elsewhere. You want to be first. • Your speakers must shift from deliverers of information to learning facilitators who deliver on the engagement needed to bring participants closer to their tribe. Engagement must be designed into every session experience. Three Emerging Models In conversations with our clients, we’re seeing three business models for fall 2020 virtual replacement events: 1. Goodwill – Some associations have healthy reserves and are realizing that this is the year they need to invest them back into their profession. They’re playing the long-game and offering free or significantly discounted conference offerings. More often than not, these associations are already viewed as a trusted resource to their members and are using this crisis to continue to grow and nurture that.
2. Make the CFO Happy – Some associations don’t think they can afford the revenue hit, so they develop a model that keeps the finance folks happy. For most, this means offering fewer CE’s and cutting the cost back proportionately. The most common we’re seeing is charging 30% to 50% for virtual vs. the face-to-face rates.
“People will pay for content (or choose to invest their time) if it is so unique they can’t get it anywhere else, so fast they benefit from getting it before anyone else, or so related to their tribe that paying for it brings them closer to other people.” 3. Industry Supported – We’re going to keep saying this until someone proves us wrong, but we have never seen or heard of a successful virtual expo. We don’t believe the exhibit booth model transfers well to a virtual or digital experience. Sponsorship, however, can be significantly leveraged as long as you are able to attract a good audience. As a general rule, build your model with fewer, but bigger sponsors, not microinvestors. What plans or expectations do you have for your fall conference’s business model?
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Advancing Diversity & Inclusion: Journey Forward
Keeping Equity a Priority During the COVID-19 Crisis Mary-Margaret Zindren, CAE
Now is the time for firms and employers to apply the knowledge gained about inequities to be open to new understanding about how these inequities affect employees and project teams, and to take action to ensure equity remains at the forefront during the acute impact of the pandemic and over the longer term of economic upheaval. The pandemic crisis and its impacts on health and the economy are extraordinarily wide-ranging and, in many ways, have yet to play out. The prompts that follow are intended as a starting point in identifying concerns related to the pandemic that have direct implications for equity in the profession of architecture. The hope is to spark more conversation, analysis and action; to spur better questions and answers in the weeks and months to come. Who might be more vulnerable to indirect pandemic impacts? • Women in the U.S. – across all income groups, races and ethnicities – carry a greater share of caregiving and household responsibilities. With children now needing to be schooled from home and elderly loved ones at increased health risk, women in architecture face unprecedented challenges in integrating work and life responsibilities. • Women who are pregnant are also at risk of not being able to get the medical assistance they need if they become ill, due to impacts of COVID-19 on the medical system overall. • People of Asian descent have been experiencing an exponential increase in harassment and discrimination during the COVID-19 crisis, ranging from more passive forms, such as extreme social distancing, to more aggressive verbal and physical harassment and violent crime. Thousands of bias-driven incidents have already been documented across the nation. Whether an employee has directly experienced harassment or discrimination, or they are feeling increased concern about going out in public, their mental and physical health could be impacted. • Economically-impacted people of color and Native Americans are less likely to have accumulated generational wealth, due to discriminatory policies and practices, and as a result have fewer financial resources to draw upon during times of crisis. Being able to weather the economic ups and downs of the architecture profession sometimes requires
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“Leaders throughout the profession, not just those in positional leadership can make a real difference in recognizing threats to equity, diversity and inclusion and in taking action.” turning to relatives for economic support or leveraging homeownership to get a loan. These options are more available to white people than to people of color and Native Americans. • People who struggle with anxiety, depression, addiction, or other mental illnesses are many – one in five Americans already had mental health conditions heading into the pandemic – and the supports they usually rely upon to stay healthy may be less accessible during social distancing or due to financial impact. The nature of the pandemic is also significant societal change, which can trigger episodes and cause people in recovery to relapse. • Lower income and highly debt-burdened people within the profession and who work in other capacities in architecture firms or other organizations may be less able to connect to highspeed internet or to have multiple laptops at home. This can affect remote homeschooling and regular connection to fellow employees. These individuals also face more significant financial uncertainty and stress. • People who are LGBTQ+ have been targeted by some evangelical Christian leaders who blame COVID-19 on broader societal changes that have benefited the LGBTQ+ community. This has the potential to grow homophobia, hate speech, and hate crimes. Also, a history of discrimination and mistrust between people who are LGBTQ+ and the medical community can cause hesitation in seeking medical treatment, and therefore heighten the health impacts from COVID-19. ARTICLE CONTINUED ONLINE, SEE BELOW. >> To read this article in its entirety including how to respond, what support you can provide, hiring mentoring and long-term effects visit: associationsnorth.com/diversity Article originally published April 2020, by American Institute of Architects Minnesota.
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achieve LEED Platinum for Operations and Maintenance in August 2019. Our team has educated stadium staff and vendor partners on environmentally friendly initiatives, developed sustainable processes and procedures, and invested in stateof-the-art infrastructure for U.S. Bank Stadium. Award-Winning Venue U.S. Bank Stadium was awarded the International Association of Venue Managers (IAVM) Venue Excellence Award in July 2019. This prestigious international award signifies achievements in the areas of operational excellence, team building and professional development, safety and security, overall best practices, and service to the community. Unmatched Wow-Factor Let the dynamic surroundings of U.S. Bank Stadium become the canvas for your next gathering. With modern finishes, vibrant colors, and views of the stadium field or downtown skyline, your guests are sure to enjoy the energy and atmosphere that can only be found at the home of the Vikings. Connect with us to plan your next event and learn more about great opportunities at U.S. Bank Stadium! Email: sales@usbankstadium.com Phone: 612-777-8730 Learn more: www.usbankstadium.com
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Advancing Communications: Stay Connected
Content Curation: Your Secret Weapon in the Fight Against Information Overload Elizabeth Weaver Engel, MA, CAE and Hilary Marsh
We are all overwhelmed by information these days. So much is coming at us from so many sources that it’s hard to know what to pay attention to, what to trust, or how to put things in context. Context is especially important for professional information. Your members, too, are drowning in a sea of information, with no way to ensure that it comes from trustworthy sources. Associations are in a unique position to help solve this problem for members. You are a trustworthy source of information. But rather than simply aggregating and sharing information about industry news and trends, you have a unique opportunity to become a trustworthy source of context. Curating content is an effective strategy for adding value to your members’ lives and to your member value proposition.
“Content curation brings together people, processes, and technology in cooperation to allow associations to behave in human ways, talk in authentic, human terms, and provide real, human value.”
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What is content curation? It’s more than aggregating some links into a weekly e-newsletter. Quality content curation builds on the concept of museum curation, which refers to the art of selecting pieces from a museum’s extensive collection of artifacts and placing them in context so that a given exhibit can tell exactly the right story.
Museums curate artifacts. Associations, through conferences, publications, and other programs and services, curate information. Content curation brings together people, processes, and technology in cooperation to allow associations to behave in human ways, talk in authentic, human terms, and provide real, human value. In order to curate effectively, association executives need to incorporate both internal and external information sources, place members and their challenges and goals at the center of your thinking, hire and train for new skills, and empower member volunteers to contribute to the work of your association in meaningful ways. Curation starts with collecting information, but you then need to weed through it to find the quality nuggets, make it easy for your members to tell you what they’re interested in, leverage AI (artificial intelligence) to match people to information according to those expressed interests, provide the context that will tell your members why this information matters to them, and add personality and analysis, speaking with a recognizable organizational voice and showing impact. Curation should be part of your association’s larger content strategy. It combines sharing industry news, alerting members about upcoming trends, and curating the programs, products, and services your association provides. Collectively, this will position your association to meet members’ needs for valuable, validated, relevant information, which is a key reason your association exists. Today’s information problem isn’t just about too much information. It’s really about too much raw information. Associations have the opportunity to deliver more than what Google can—to locate, distill, and analyze the information members and other audiences most need to know, right now, and to place it in context that makes it meaningful to them in ways that help them make sense of their world and operating environment.
Advancing The Essentials: Invaluable Insights
Associations: Tips to Avoid Antitrust Dilemmas During the COVID-19 Pandemic Nilan Johnson Lewis, PA
The COVID-19 pandemic has changed the way that associations and its members are engaging. With the stay at home orders in place across the country, in-person meetings have been replaced with video or teleconferences, and a lot more communication is being done in writing. These electronic meetings and interactions are often more informal than usual (in person, letters, emails), and participants may not be as thoughtful or aware of the potential antitrust issues. Additionally, another risk with the increasing use of electronic communication platforms is that it creates a paper trail of these communications that could be an issue if an antitrust investigation is ever initiated against the association. If proper care is not taken, an association could be subject to scrutiny under a bevy of antitrust laws prohibiting market competitors from— among other things—combining to fix prices, monopolize commerce, and divide customers. This article provides a high-level list of do’s and don’ts that associations and its members should follow to avoid antitrust violations during the pandemic. Best Practices for Avoiding Antitrust Violation Do Not: • Attend or stay at any informal meeting where there is no agenda, no minutes are taken, and no association staff member is present.
• Do anything before or after association meetings—on list-serves, chat groups, video conferences, instant messaging, email, or at social events—that would be improper at a formal association meeting. • Discuss your prices or competitors’ prices with a competitor (except when buying from or selling to that competitor) or anything that might affect prices such as costs, discounts, terms of sale, or profit margins. • Agree with competitors to uniform terms of sale, warranties, or contract provisions. • Agree with competitors to allocate, divide, or otherwise distinguish customers or territories. • Act jointly with one or more competitors to put another competitor at a disadvantage or adversely affect that competitor’s marketplace. • Try to prevent your supplier from selling to your competitor. • Discuss your future pricing, marketing, or policy plans with competitors. • Discuss your customers with your competitors. • Make statements about your future plans regarding pricing, expansion, or other policies with competitive overtones. Do not participate in discussions where other members do.
Do: • Be alert to antitrust issues. Notify association staff and legal counsel of anything that seems improper.
“If proper care is not taken, an association could be subject to scrutiny under a bevy of antitrust laws.” • Copy an association staff member on any communications or documents sent, received, or developed by you when acting for the association. • Set a meeting agenda and follow it. This helps an association avoid topics that give rise to antitrust violations. • Set “rules” for list-serves (and warn members to follow the rules) that prohibit messages about prices, pricing strategies, restrictions on advertising, and similar topics. • Consult with legal counsel. An experienced tax-exempt organization attorney can help in analyzing each unique case, reviewing meeting agendas, and preparing for any legal challenges.
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Conversations: In Focus | Different view points. Different solutions.
How can your association use this time to create a lasting legacy? What opportunities do you see in creating the “next normal” for associations?
John Fridlington Chief Executive Officer Saint Paul Area Association of REALTORS®
The global pandemic has underscored the important role associations play in serving as an invaluable source of trusted information and support, so the professional is not left navigating the storm alone but rather has the collective power of the membership and it’s leaders behind and along with them. We are working hard to be that for our members especially during this time.
Janie J Ritter Vice President Minnesota Safety Council
A great brand was enhanced and we plan to seize on that momentum. We have a great opportunity to build on the skills we quickly developed in using distance technology to be an even stronger voice for trucking. The doorway has been kicked wide open regarding how to have meaningful two-way dialogue with members who are remotely located. I see far greater participation in the leadership and learning of our organization. We’re rolling!
Due to tragic recent events SPAAR, in support of basic human rights, has renewed its pledge to work toward the elimination of inequities and racial disparities in our society. Currently, SPAAR is formulating plans to aggressively move this agenda forward and will soon share opportunities in which Realtors® and the community may participate. We want to be a meaningful part of the much needed change.
Sara Bidler Executive Director MN Association for Marriage and Family Therapy
The “next normal” for associations will be to bring experts, resources and programming right to the member’s desktop. Our recent need to distance has forced us into a virtual relationship with our members that is more immediate, flexible and reactive than anything we’ve done before. The legacy of COVID-19 for MSC will be delivering on our safety mission where and when our members want it.
John Hausladen Executive Director Minnesota Trucking Association
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BRAIN POWER
The Hottest Trends in New Member Onboarding for Associations
By: Amanda Kaiser New member onboarding is evolving across the association industry. Once upon a time, the standard in onboarding was a mailed letter and maybe a welcome kit. Perhaps the new member would be asked to introduce themselves at a chapter event. Without the competition for our member’s time and attention, this self-serve model was sufficient. As time and attention constrict, associations are moving swiftly from the self-serve model to the tour model. Instead of throwing open our doors and letting new members help themselves, we curate our new member’s journey through the association. Here are a few more emerging trends in new member onboarding. More Personable Associations are making their welcoming more friendly. They are setting up welcoming teams around registration to smile at, wave to, cheer on, and chat with attendees. We are considering the tone of our messaging and how we want new members to feel after they’ve read our emails, or letters, or received our calls. Staff members are spending more time on one-on-one outreach to members.
More Listening Both trade and professional association executives are spending more time listening to new members. Staff teams are conducting listening tours. Some listening tours are face to face visits, i.e., orchestrating visits to 4-5 member sites in one day. Some listening tours happen when staff members are traveling; they pick a new member to visit when they are in that city. Some local associations hand-deliver a welcome packet and chat with their new member. Right now, many listening tours are being conducted via phone, and members still appreciate the personal contact. Associations are even sending quick one question emails to members to hear what they have to say about their experience so far. More Experimenting Once upon a time, new member onboarding programs were set-itand-forget-it. No longer. Staff frequently measures the impact of messages and tactics and tweaks them. Content is often updated to reflect new benefits and news that new members need. Associations are trying more communication channels to reach their new members including text, video, and social media.
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Web Chat + Virtual Sessions - OnDemand Associations North has hosted timely and relevant virtual sessions on a myriad of topics to help you and your organization navigate an ever-changing environment. Topics include: Legal Governance Challenges for Associations During a Pandemic, Return to Work Considerations, COVID-19: CARES Act, Adding Member Value in the Time of COVID-19, How to go virtual while still creating an engaging experience, Event Cancellation Considerations, Working Remotely and more. Visit: associationsnorth.com/COVID-19Resources to view virtual sessions and download valuable resources.
Associations North Remote Staff Information We’re here for you. We remain committed to serving our members during this time, virtually. Please contact Associations North staff at: Sarah Kragness | 651-358-3613 | skragness@associationsnorth.com Angela Kisskeys | 651-358-3610 | angela@associationsnorth.com Sarah Ruzek | 651-358-3612 | sarah@associationsnorth.com Chris Villeneuve | 651-358-3611 | chris@associationsnorth.com
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App everyone must get: One trend that needs to come back or go away…
todoist.
Friendship bracelets were the best. Update—I just Googled them. They are back!
What do you hope never changes? I hope handshakes and hugs remain for all time.
What is something you like doing the old-fashioned way? I still love phone calls.
What would you rate 10 out of 10? My hammock, and any time I can spend in it.
Your personality in one word?
Favorite book, blog or podcast? I easily have a hundred “favorite” books—no hyperbole. For podcasts, it’s a tie between Planet Money and Code Switch, both by NPR.
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