November/December 2019

FOCUS NORTH November/December 2019

Rebranding to Build a Strong Future

The Minnesota Society of Professional Engineers (MnSPE) is becoming Engineering Alliance Minnesota to better serve its members and Minnesota’s broader engineering community. 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

November/December 2019

CONTENTS

Sarah Ruzek, Co-Director VP of Finance & Education

FEATURES

Chris Villeneuve Membership & Office Manager

to Build a Leaders: 5 Rebranding 7 Advancing Strong Future Fuel For Forward-

Sarah Kragness Education & Project Manager

Thinking

The Minnesota Society of Professional Engineers (MnSPE) is becoming Engineering Alliance Minnesota to better serve its members and Minnesota’s broader engineering community.

Mission

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

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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.

Advancing Engagement + Recruitment: Moving Membership

Moving Forward Together

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What’s CO-ing On?

12 The North Experience

Getting Across the Finish Line

18 Conversations 19 Calendar of Events

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Advancing Diversity & Inclusion: Journey Forward

Advancing Meetings + Events: In The Details

20 Brain Power 24 Et Cetera 25 Spotlight: Member in Motion

Nine Different Conference Planning Shifts to Adopt

Move from ROI to VOI

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16 Advancing 15 Advancing Communications: The Essentials:

Associations North Diversity and Inclusion Program Member Profile: Angela Lammers

Stay Connected

Invaluable Insights

How Different Generations Communicate

The Rise of Data Privacy – What You Need to Know

Board of Directors To congratulate someone, I...

Mark Salter, CAE, ABC (Chair) CFA Society Minnesota

Sarah Ruzek Associations North

Cassie Larson, CAE (Past - Chair)

Send a card or hand written note.

MN Nursery & Landscape Association

Angela Kisskeys Associations North

Robbie Thompson (Chair - Elect) Professional Liability Underwriting Society

Justin Bieganek Mercury Creative Group

Clara Albert, CAE MN Electrical Association

Congratulate in front of others.

Prefer to do it in person.

David Siegel, CAE, IOM (Secretary / Treasurer) Builders Association of the Twin Cities

Personally and follow up with an email.

Do it with an enthusiastic smile or send a card.

Make it personal and celebrate.

Elevate and celebrate.

Send a card.

Janel Fick Global Management Partners LLC Amanda Friedrich, CMP Visit Saint Paul

Make it heartfelt.

Call or send a hand written note.

Cody Nuernberg Northwestern Lumber Association Dave Renner, CAE Minnesota Medical Association

Probably don’t do this enough.

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Moving Forward Together: Associations North Partners

YEAR LONG SPONSOR: Mercury Creative Group Why we partner with Associations North…

Where else can you work side by side with leaders from such an interesting array of industries? Our work with associations has provided us the opportunity to learn about a variety of topics including soybeans, unclaimed property, real estate, electrical, healthcare and engineering...just to name a few. For us, Associations North is a connector - bringing us together with organizations that are ready to elevate their brand and reach new heights in recruitment, retention and revenue.

Favorite Associations North memory…

Narrowing it down to one moment is simply impossible. We have met so many wonderful people and developed such strong friendships that extend beyond Associations North. The recent EXPO stands out for us as memorable. Our entire team was in attendance as the Mercury Brand Investigators.

We loved the chance to work together on the theme and attend the conference together. We recommend the experience for all organizations – learning, collaborating and having fun together is priceless!

PREMIER PARTNERS

ADVANCER SPONSOR

INNOVATOR SPONSORS

ENGAGER SPONSORS

CONNECTOR SPONSORS 3

Fargo-Moorhead CVB | St. James Hotel | Visit Duluth | Visit Greater St. Cloud | Visit Saint Paul

What’s CO-ing On?

Innovation is the Change that Unlocks New Value At the end of a year, it’s important to take time to reflect, celebrate your successes, learn from mistakes and plan for the upcoming year. What do the next 365 days hold for you? Is it a time for big dreams, small changes or a commitment to personal goals?

For us, 2020 will be a year of innovation and engagement.

One of the best parts of our job is the flexibility to create, discover and develop. On the contrary, one of the hardest parts of our job is creating, discovering and developing.

Oxymoron, maybe, but it’s the truth and ultimately what keeps our fires going. Nothing worth having comes easy, right?

At our core, we are driven by a passion to serve the association community and to continually advance associations. In 2020, we will continue to challenge ourselves to create, discover and develop with you, our members, in mind as part of implementing key strategic initiatives.

Fortunately, we find inspiration all around us. As Jamie Notter said, “Innovation is change that unlocks new value.” We are excited to bring changes in 2020 that will unlock new value!

Get ready for re-imagined educational opportunities that take learning from informative to transformative interactions and a new dues structure that allows for deeper engagement and connections.

Whether that is attending your first Meetup Group, downloading your first resource, posting your first job, attending an event you haven’t before or volunteering.

Make 2020 the year to take advantage of all your membership has to offer. Want us to visit your association and learn more?

Connect with any of our team members to schedule a visit.

We have a few days until the clock strikes 2020. Until then, you can find us resting, relaxing and recharging our batteries for an exciting 2020 and we hope you do the same. Thank you for a great 2019, bring it on 2020!

Co-Directors, Associations North

You want to know more, right? Well, it’s not 2020 yet… ok, ok, ok. Here’s the scoop.

1. Communication, communication, communication. As the task forces continue to make progress and there are exciting developments, you will be the first to know.

2. Watch for details on the new dues structure in January, 2020; together, we will celebrate change and increased engagement within Associations North.

3. We are also working diligently on re-imagining Solutions Conference and Leadership Conference experiences. Hint: New Names + New Innovative Formats + New Ways to Connect = New & Increased Value.

Our challenge to you: help us welcome 2020 with an innovative spirit and a commitment to engagement. As we work hard to provide new value, our hope for you is to embrace new opportunities as an organization and engage in something you haven’t before.

Best wishes for a New Year filled with everything cozy and warm!

From Your Asso ciations North Team

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Rebranding to Build a Strong Future The Minnesota Society of Professional Engineers (MnSPE) is becoming Engineering Alliance Minnesota to better serve its members and Minnesota’s broader engineering community.

How do you build a strong association that faithfully serves its members through the decades but is also able to evolve in an ever-changing marketplace? Ask the Minnesota Society of Professional Engineers, an association celebrating its 80th birthday this year.

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“Most people don’t automatically join their industry’s professional organization anymore,” explained MnSPE executive director Mary Detloff. “Today you have to demonstrate your value not just in your products and services, but also in how you communicate and in the opportunities you provide your members to engage with your association and with one another.” Formed in 1939, MnSPE currently represents approximately 900 engineer members around Minnesota. Members come from all disciplines of engineering (such as civil, chemical, and electrical) and all areas of practice (such as private, education, and industry). MnSPE’s traditional niche in this vast marketplace has been focused on engineers who have obtained a professional engineering (PE) license or who aspire to be licensed. That means their members have a degree in engineering and have passed an exam that elevates them to the next level.

In order to better serve such a diverse membership and identify the best path on which to build a solid future, MnSPE conducted an in-depth study of its members and other relevant demographic groups in the industry to identify what members value the most, where barriers to engagement exist and where opportunities to grow are most achievable.

“It’s the perfect way to kick off the next decade of our association’s history: reinventing ourselves to serve the changing needs of our members.”

“We wanted to figure out what makes our association indispensable to our members,” Detloff said. “The study challenged us to look at our gaps and opportunities, and that led in part to a rebranding initiative.” Beginning this month, MnSPE will become Engineering Alliance Minnesota, with a new name that invokes partnership and collaboration and is more inclusive and welcoming to the entire engineering community. Rebranding revealed how MnSPE can successfully build a strong future and move forward in a new and exciting way, while remaining true to and reaffirming their commitment to their legacy of the last 80 years.

The rebranding initiative clarified three core areas of focus for the future, with each one centered on a portion of the association’s value proposition. The first focuses on the promotion and protection of the PE license that has been at the center of the organization’s identity for decades. The PE licensing process occurs at the state level and helps protect the health, safety, and welfare of the public. The second core focus area is providing accessible, relevant and affordable continuing education, an area in which MnSPE has been an industry leader for over a decade.

“Once our members pay dues, most of our continuing education is free to them as a benefit of membership.

Apparently this is known as the ‘Netflix membership model.’

We’ve been doing this for over a decade, but it was only in the last year that I heard it referred to it as the Netflix model.

Who knew we were quite so cutting-edge?” Detloff said with a laugh. Most of MnSPE’s CE programs are available via webinar as well as in-person. They are also recorded and available online for members to access on demand. This accessibility adds value and increases the association’s relevance, especially with licensed Professional Engineers who are required to obtain 24 hours of CE credits every two years.

The third core focus area is the least established: workforce development. Focusing especially on students, younger professionals, women, and minorities, the association has been working to attract a more diverse membership and giving them the tools and support they need to succeed and stay in the profession. Programs like Minnesota MATHCOUNTS, scholarships through MnSPE’s foundation, and strategic partnerships with STEM-related organizations will help support everyone in the industry. “Our members tell us all the time they can’t find enough people to fill open jobs,” Detloff explained. “Our workforce development focus will help create a stronger and more connected engineering community, especially with younger engineers or those still considering their career options, while still supporting our more traditional membership.”

“It’s exciting because we’re still going to be who we’ve always been, but we’ll also do new things – and it will all be offered in a fresh way that creates a stronger community, offers new opportunities for engagement and improves the value of membership in MnSPE,” Detloff said. “It’s the perfect way to kick off the next decade of our association’s history: reinventing ourselves to serve the changing needs of our members.”

Learn more about MnSPE – soon to be Engineering Alliance Minnesota – at www.mnspe.org.

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Advancing Leaders: Fuel for Forward-Thinking

Getting Across the Finish Line How to shepherd an idea through to execution Tara Owens, CAE

Great ideas are intoxicating, but they amount to little without execution. The same goes for strategic plans. Execution picks up where strategy leaves off. If strategy is the territory of the board, execution is the turf of the staff. The board names the goals and objectives, and perhaps, even a strategy or two to achieve them. Turning that vision into reality is the staff’s leg of the race. A tactical plan outlines exactly how this will happen.

Tactical planning is not the work of a few dedicated “detail people” or “inthe-weeds” tasks that the CEO delegates and trusts get done. Rather, everyone on staff is involved in its creation, a process that demonstrates how each person is integral in realizing the vision and ensures human resources are spent on the most important things.

How to Create a Tactical Plan 1. Plan to plan. You probably did some pre-planning for your strategic plan to ensure its success; the same intentionality is needed now. Armed with the board-identified goals, objectives and strategies, ask: What is the preferred outcome? How will we know when we’ve been successful? How will we measure success? These answers are the touchstone of your tactical plan and will provide a checking mechanism for progress once you’re underway.

2. Put the right person in charge.

Based on the preferred outcome, who

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has the knowledge, skills and attitude to get this across the finish line? Make sure they have the resources to be successful, even if it’s face time with you.

3. Create the tactical plan. Beneath the preferred outcome, create two lists: one for the “who” (your intended targets) and one for the “how” (the vehicles and tactics for reaching them).

From here, get as detailed as is helpful, for example, naming responsible parties, budgets and timelines, but only as long as those details are helpful.

4. Evaluate as you go. Evaluation = survival, akin to pacing yourself to reach the finish line. It can be as simple as asking, “Are we on track (to achieve the preferred outcome)?” Because the outcome is at the center of the plan, anyone involved can answer this. If the answer is no, find out what’s in the way and work to remove obstacles. Once the preferred outcome is achieved (or not), evaluate how well the tactical plan worked, and document it so you can learn and improve for next time.

The CEO’s Role and ROI Tactical planning ensures the right people are working on the right things at the right time, providing at once a powerful tool and tremendous peace of mind for the CEO. A robust tactical plan can even serve as an organizational work plan for a 12- or 24-month period.

According to the ASAE Handbook of Professional Practices in Association

Management, the CEO’s role in tactical planning is to review the tactical plan and ask: • Do the tactics support the strategic direction approved by the board?

• Can the tactics be adequately resourced and are they achievable?

• What are the risks of implementing (or not implementing) the tactical plan?

• What are potential obstacles and how will we overcome them?

It may make sense to have several tactical plans, like for your flagship event or a new advocacy campaign. Pay particular attention to where those plans overlap, i.e. the intended targets and tactics they share, as any intersecting activities will greatly amplify the return on investment of the total effort required. This “multiplier effect” is highly valuable.

“Tactical planning is not the work of a few dedicated people, rather everyone on staff is involved in its creation, a process that demonstrates how each person is integral in realizing the vision and ensures human resources are spent on the most important things.”

Takeaway Execution is just as important as strategy, and it’s more of a discipline - a consistent way of behaving - than a set of tactical skills. That discipline starts with an understanding of tactical planning, a tool that will engage staff on the most important work of the association, and deliver on the promises of a strategic plan by getting things done when they matter most.

Advancing Engagement + Recruitment: Moving Membership

Move from ROI to VOI Cathi Hight, Hight Performance Group

How often have you heard a member ask, “What’s the ROI of membership?” Members who ask this question want to know, “How much are we going to save?” or “How much are we going to make ($)?” or maybe it means, “What does this do to my bottom line?”

Rather than defining the benefits of membership using ROI (Return on Investment), I’d prefer to explore the VOI (Value on Investment). VOI, is defined as “intangible assets that contribute heavily to an organization’s performance.

These intangible assets include knowledge, processes, the organizational structure, and ability to collaborate. Where ROI is the measure of the tangible benefits of a project or activity, VOI is the measure of the intangible benefits of a project or an activity. VOI includes ROI.” VOI Means Much More than Money We can apply the Value on Investment concept in the association world as a way to define the often overlooked and unexpected benefits of member investments. Most of the benefits of membership go way beyond monetary exchanges.

Let’s substitute “Investment” in VOI for other intangible words that start with “I” and explore how membership delivers value for: • Information—We provide timely and relevant information our members use (e.g., newsletters, publications, blogs, updates on issues and outcomes).

• Initiative—On behalf of our members, we take a stand on issues and ensure that a business voice is included before decisions are made.

• Impact—Our initiatives create impacts that benefit our members, the business community, and industries we serve.

• Influence—Because we proactively monitor business issues and take actions where needed, we are seen as one of the most influential organizations in our community, state, or nationally.

• Interaction—We provide opportunities for members to make connections, share information, and learn best practices from a community of their peers.

• Instruction—We offer timely, industry-appropriate, and costeffective educational opportunities so members can sharpen their skills, stay compliant, and compete locally and globally.

• Insights—Members gain valuable knowledge, best practices, and learn from other members and industry experts.

• Integration—Members can apply what they have gained to their own organizations to meet their goals. As associations, we deliver on VOI, which includes both financial and intangible benefits for our members!

How Do We Communicate Our VOI? When I peruse association websites and membership marketing collateral, it seems that much of what we want to say is “lost in translation.” We use marketing speak words and not those of our members, which means other members and prospects don’t really understand the value of membership. If you want to make sure your VOI is communicating benefits effectively, ask your members to toot the VOI horn and listen carefully to how they define the value. Consider asking members who seem to really value their membership questions that explain the VOI for them. Here are a few you could use: • Which sources of information provided by us do you access on a regular basis and how does it benefit you or your business?

• Describe one initiative that we took a stand on and how it positively impacted your business.

• What do you like best about interacting with other members?

How have we helped you to develop new or stronger relationships with others in the community? Describe something new you learned as a result of a program or other educational opportunity.

• What best practices or ideas gained from being a member have you integrated into your business or personal life?

Capture VOI statements offered by members through openended survey questions, blogs, social media, focus groups, interviews or by just asking the “Question of the Week.” Use members’ exact language to craft your value propositions— happy members say it best and in ways that will resonate with others. Here’s an insight I’ve developed along the way: members who question the value they are receiving ask you about their ROI and members who “get it” tell you about the VOI! So when members question their ROI, you want to shift the conversation to what VOI they received.

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Advancing Meetings + Events: In The Details

Nine Different Conference Planning Shifts to Adopt Jeff Hurt, Empowered Epiphanies

The conference of tomorrow will succeed because of a focus on experimentation and innovation through the lens of what’s in the best interest of their primary customer.

Conference organizers and their planning teams will courageously implement radical innovation. They will embrace an open-mindedness to try new things.

These planning teams understand that to develop, grow and maintain their attendees’ loyalty, they have to challenge some of the conference dogmas of the past. They have to do conferences differently especially since most event uniqueness is no longer unusual.

Too many conferences just copy with other conferences are doing thus ensuring a sea of event sameness and commoditization.

Nine Different Conference Planning Shifts Here are nine core ideas, nine different ways successful conference planning teams forge closer ties and stronger relationships with their target market and core community. (Adapted from findings of two Danish journalism researchers.)

1. From neutrality to identity.

Your conference should let people know exactly why it exists with a futurefocused perspective of tomorrow’s success. It should not just be the neutral annual membership meeting required by your bylaws.

2. From anthology to niche.

Trying to be all things to all people no

longer works. It waters down your purpose and intention. Providing a compilation of everything you’ve done in the past will not reach everyone. So don’t try. Instead, create strong bonds with a targeted audience.

3. From herd to club.

You are not after anyone who will pay your registration fee or speak at your event. Nor are you after all of your members at this one event. You want to attract a specific group. You want a loyal target market that serves as your advocates, evangelists and influencers.

4. From idleness to engagement.

Stop thinking of your conference experience as a spectator sport where audiences are entertained and listen.

Instead think of it as a participatory experience where registrants act as the main characters that collaboratively cocreate solutions to challenges they face.

5. From monologues to polylogues.

Transition from one-way expert soliloquys and panel dialogues shared with passive audiences to dialogic, exploratory discussions as the audience connects and communicates with each other. Conversations about pressing issues and potential solutions happen in multiple directions thus creating polylogues—many people talking to many others.

6. From arm’s length to cooperation.

For too long, conference planning teams have evaded addressing the sensitive, delicate issues. They have avoided controversy in order to control a sterile, proper environment. The shift today

is to not dodge 10-foot pole topics that no one will touch to inviting authentic adult dialogue as participants wrestle with difficult nuances. The foundation is that everyone agrees not to walk away when disagreement occurs. Conference organizers create and facilitate safe, secure spaces that foster respectful civic engagement.

“The conference of tomorrow will succeed because of a focus on experimentation and innovation.”

7. From solutions to struggles.

Don’t just reveal and relay solutions to current challenges. Design experiences where audiences struggle with and wrestle with potential problems and their outcomes. Effortless education results in lost learning. When learning is more effortful, it is remembered and applied.

8. From delivery to process.

The old idea that the conference is primarily about delivering information and transferring knowledge shifts to a focus on participants’ processing information and learning it. People must be given time to think about new information, make sense of it and then consider how to apply it. Conference planning teams secure facilitators that give as much attention to how their audiences will process information during the session as they do the development of that information.

9. From transaction to transformation.

Traditional conferences are transactional: people pay to hear content and conference planning teams secure experts to present that information.

Successful conferences instead focus on developing learning experiences where participants shift their thinking into new mental models. They leave the event with transformed ways of thinking and working.

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Advancing Diversity & Inclusion: Journey Forward

Associations North Diversity and Inclusion Program Member Profile: Angela Lammers

Angela Lammers first experienced the association industry when she was a marketing manager working to drive product demand through marketing campaigns, targeted events, and national, state, and regional sponsorships. She was constantly impressed by the dedication she saw in the association professionals who later became advocates and champions of her company’s brand and its products. “I met these leaders, individuals with their own jobs and lives, who volunteered their precious time to be vital contributors to their associations, and I was overwhelmed by their passion for the industry.”

Leaders like these soon became her clients – and her friends – when she started Cetera Services LLC, an association management company. Her company, headquartered in Sioux Falls, South Dakota, helps associations create successful strategies, improve efficiencies, and engage in meaningful and productive planning.

Angela was attending the ASAE conference in Chicago when she first heard about Associations North from an active member, Paul Hanscom, VP of Business Development at Ewald Consulting. He encouraged her to engage with Associations North to strengthen connections locally.

“How progressive of Associations North to undertake this program. I admire Associations North choosing to be a leader in diversity and inclusion, and a leader in the association world.”

After his invitation, she applied for the Associations North Diversity and Inclusion (ANDI) program, then in its inaugural year. The ANDI program was designed to provide leadership training to fully engage diverse members of the association community within their organizations and within Associations North.

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The relationships Angela developed were her favorite benefit of the program. Angela found that her class cohort was comprised of exceptional professionals who share the experience of being diverse within their own associations and industries. She enjoyed raising topics with them where she could draw on the strengths of the group.

“The ANDI program gave me a chance to connect with others as a whole person. Professionally we don’t always have a place to be our fullest self,” she said.

She also appreciated her work with her mentor, Janel Fick, co-owner of Global Management Partners, an association management company. “Janel was so generous with her time, knowledge and experience. She has a lot of outstanding processes and considerable wisdom to share. Each conversation we had provided me with tools that I carry forward.”

She reflected on the potential impact of the ANDI program on the Midwest association industry. “It could be huge. There is harm in organizations that lean away from inclusivity. People will leave those organizations, which will result in a loss of vibrancy, freshness, insight, and good ideas.” “I love that Associations North is embracing building connections and strengthening not only our association community, but also the associations we serve.”

Angela expressed her gratitude for the ANDI program. “How progressive of Associations North to undertake this program. I admire Associations North choosing to be a leader in diversity and inclusion, and a leader in the association world. I’ve always been a minority where I live. These are the actual communities that are my home and Associations North is investing here.

That is powerful.”

“I want to applaud the Associations North Board of Directors, the D & I Committee, and every sponsor for their role in making this program a reality. I also wish to thank Melvin Tennant, CEO of Meet Minneapolis, and Dara Rudick, CEO of Management HQ, for helping to drive the creation of this program as well as Sarah Ruzek and Angela Kisskeys, Co-Directors of Associations North, for their involvement. Thank you all for your leadership.” closed Angela.

The North Experience: Keepin’ It Cozy Celebration & Silent Auction

Over 150 attendees participated in the Keepin’ It Cozy Celebration & Silent Auction on December 6th. Highlights included the silent auction with over 100 items, reindeer photo opportunity, Heads or Tails game, Leopold’s Mississippi Gardens Event Center and the many hat and mitten donations benefiting hatsandmittens.com.

THANK YOU & HAPPY NEW YEAR!

Education, team-building and making connections, all while having FUN!

To see more photos, visit the Associations North Flickr page: flickr.com/p hotos/associ ationslive

SPONSORS

Korey McDermott Photography • Olsen Thielen & Co., Ltd

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SPONSORED CONTENT

Community Insights

Unexpected Benefits to Hosting Your Next Event in St. Cloud Meet the sales team at Visit Greater St. Cloud as they share unexpected benefits of hosting an event in St. Cloud.

Visit Greater St. Cloud’s sales team is waiting to showcase one-of-a-kind venues, entertainment options, attractions, activities and more. Check out visitsaintcloud.com to find out more.

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From the use of our Visit St. Cloud App and customized webpages for hotel room availability to help writing and distributing press releases and crafting social media posts, we provide unexpected services to help make your next event easy and fun! Also, check out our Event Assistance Program to help get your event here and make it the most memorable year yet! PLUS: stay tuned for more fun & unique new services coming in 2020!

- Dana Randt, Sports & Special Events Manager 13

One-of-a-Kind Venues Greater St. Cloud is home to both the River’s Edge Convention Center, with two connected hotels and a walkable downtown atmosphere as well as The Park Event Center, a brand-new facility with two connected hotels as well!

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nearby and attached lodging. We want attendees remembering your event content and not the headache of their travels. Trust us, St. Cloud makes it easy!

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What is your favorite WE ASKED OUR unexpected benefit of SALES TEAM: hosting events in St. Cloud to talk about?

“I love helping clients explore the huge variety of unique meeting spaces and event venues in Greater St. Cloud.”

NIKKI FISHER, SALES MANAGER

“It’s always fun to show clients what an easy and pain-free travel experience Greater St. Cloud can provide for attendees!”

RACHEL THOMPSON, SALES MANAGER

“I look forward to helping clients discover all of the fun activities and adventures that attendees and partners can enjoy in Greater St. Cloud.”

ERIN CHEW, SALES & SERVICES COORDINATOR

“Educating clients on all of the unique and unexpected services that our office can offer to set their events apart is my favorite!”

DANA RANDT, SPORTS & SPECIAL EVENTS MANAGER

VISITSTCLOUD.COM

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Advancing Communications: Stay Connected

How Different Generations Communicate Scott Steinberg

Take a second to stop, pause and look around you the next time you’re at a meeting or event, and you may notice something surprising. The faces of tomorrow’s leaders are quickly changing. With 74.5 million members and counting, millennials, or Gen Yers (individuals roughly 19–35 years of age) are now the single largest generation in America, both in and out of the workplace. What’s more, the way in which they communicate, interact and process information is vastly different than any generation that’s come before. In addition, Gen Zers (the generation which follows, members of which were born after 1995) whose habits and norms vary wildly even from Millennials, are quickly following right behind.

Connecting with Millennials With regard to Generation Y, several important points to note before crafting messages or outreach efforts are as follows.

By the year 2020, a third of all adults will be millennials.

Nearly nine in 10 won’t measure success in terms of money, but rather their ability to accomplish goals and make a difference in their business or community. Roughly 80 percent will want to work for innovative companies, and expect, in fact, to run their own forward-thinking entrepreneurial ventures at some point. Furthermore, like boomers, millennials will hail from a wide swath of age ranges — cultural touchpoints and references that speak to one group of millennials won’t necessarily make sense to all, as you’re actually looking at multiple generations rolled into one category.

However, it’s important to note that virtually every member of this generation will have grown up in an online and connected world, where they’re bombarded by media and messaging on a 24/7 daily basis. The net result? Attention spans are shrinking, millennial audiences are increasingly tuning out messages they don’t connect with, and — before they’re willing to invest their time and attention in efforts — young professionals increasingly need us to show them how, by getting involved in any given venture, their contributions will make a meaningful difference.

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As for Gen Zers, who are following in the footsteps of millennials, also keep in mind that they’re the first generation who have ever grown up in a mobile world,

where virtually everything is available on-demand, personalized to taste, and just a click or tap away — and their attention will be harder to capture and hold than ever. Case in point: Gen Zers use five screens a day on average (smartphone, tablet, TV, desktop and laptop) — as compared to millennials, who use just three. But when you’re attempting to lead or communicate with them, it’s also vital to keep in mind that as a result of growing up in a wireless world, their average attention span now lasts just eight seconds. As you can see, providing clear, concise and engaging messages as part of communications efforts will be key to engaging them. And rest assured, engaging them will indeed be vital to ensuring your organization’s future.

What Gen Y and Gen Z Want Noting these points, as you go about empowering tomorrow’s leaders and designing programming and outreach efforts that support your endeavors, you’ll want to keep the following items in mind: • Gen Y and Gen Zers will expect clear goals, an engaging variety of assignments to tackle and to work for organizations with a go-getting attitude that encourages people to speak up, collaborate and be more proactive about sharing and acting on ideas.

• These generations will demand greater access to professional training and development programs, as well as more hands-on opportunities to expand their experience and skill sets.

Going forward, young professionals will seek more mentorship and ongoing feedback in the workplace, and look to you for additional guidance, as the skills in demand tomorrow will look far different than the ones in demand today.

• You’ll need to educate these natural-born innovators that teamwork and a winning attitude will be key concepts to embrace as projects become more complex, and a growing number of generations and backgrounds collide in the workplace.

Clearly, Millennials and members of Generation Z look at and interact with the world in far different ways than generations who have come before. But with a few simple shifts in perspective and positioning, it becomes far easier to connect and communicate with them on a meaningful level.

Advancing The Essentials: Invaluable Insights

The Rise of Data Privacy – What You Need to Know Lisa Dunnigan, MCTS, CNE, Olsen Thielen & Co., Ltd.

2018 was a significant year for consumer privacy advocates with the implementation of the European Union’s General Data Protection Regulation (GDPR) and the passage of the California Consumer Privacy Act (CCPA), which goes into effect on January 1, 2020. Both new laws provide sweeping reforms for how an entity is required to handle consumer data and stiff penalties for those who fail to comply.

The primary focus of the new CCPA regulations is geared towards “forprofit” enterprises that seek to monetize the vast amounts of consumer data they collect. However, the GDPR contains no such exemptions for nonprofits.

Several provisions could be applied to a nonprofit organization if they: • Provide “goods and services” by holding a conference or meeting for EU residents or members.

• Collect the data of EU residents, whether or not payment is required.

• Collect the online behavior of EU residents who visit their website.

Whether or not your organization falls under the regulations of the GDPR or the CCPA, this is just the beginning of what we can expect to see as other states begin drafting their comprehensive privacy bills, and there is no guarantee how they will apply to nonprofit organizations and their vast donor and member networks. There are at least eleven other states that have proposed similar legislation, including Minnesota.

Here are some of the key provisions that form the foundation of the existing

and proposed laws. They can be divided into two buckets: (1) Rights that must be afforded to individuals whose data is collected; and (2) The obligations of the business or organization that is collecting the data.

Rights of the Individual Right of Access – An individual has the right to have access to the information that is collected about them. Some of these rights may only apply to data that is also shared with a third party.

Right to Rectify – An individual has the right to request that incorrect or outdated information be corrected.

Right to be Forgotten/Right to Deletion – An individual has the right to request that their information be deleted. This right may be restricted in certain situations.

Data Portability Rights –An individual has the right to request personal data be available in a common file format.

Opt-in and Opt-out Rights – The individual must have the right to opt-out of the collection, use or sale of their personal information. The GDPR requires that an individual specifically opt-in before their data is collected and used – including the collection of cookies on a website.

Obligations of the Business or Organization Privacy Notices – An obligation to provide a privacy notice describing the types of data collected and the purpose it is being used for.

“This is just the beginning of what we can expect to see as other states begin drafting their comprehensive privacy bills.”

Non-discrimination Against an Individual for Exercising a Right – Prohibits a business from treating an individual who exercises one of these rights differently from other persons.

For example, they cannot change the price or level of service if a person opts out of the sale of their data.

Purpose and Processing Limitations – Limits the ability to collect and process personal data except for the specified purpose.

Mandated Risk Assessment – An obligation to protect consumer data, and to conduct formal risk assessments of their security and privacy practices.

Data Breach Notification – An obligation for the business to notify consumers and law enforcement about any privacy or data breaches promptly. The GDPR requires notice within 72 hours after becoming aware of a data breach.

With the implementation of GPDR and the passage of the CCPA, individuals are seeing evidence that they can fight back against the loss of privacy. It’s only a matter of time until other states follow suit and put their privacy laws into place. Take steps now to bring your systems and processes into compliance.

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952-447-5044

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

What is one thing you will stop and start doing in 2020?

Toni Nuernberg, CAE, CBF, CGA President & COO NACM North Central

What I’ll stop: Professional life: stop listening to respond (listen to understand, first and completely) Personal life: eating so many ice cream sandwiches

What I’ll stop: I’d like to say I’ll stop stressing, but that’s not in my DNA! So something realistic on the association management side is to stop trying to do everything on our own.

What I’ll start: I want to start looking for those collaborations and work together to offer dynamic education. It’s time to start seeing each other as collaborators for the benefit of the constituents we serve.

John Gann Program Services Vice President MEA Energy Association

What I’ll start: Professional life: over promising and over delivering Personal life: more hot yoga

Heather Boschke Vice President of Marketing & Communications Minnesota REALTORS®

What I’ll stop: Dwelling on the past. It can be easy to look back on all things that could have been done better. I think the healthy approach is to take note of it and focus on the opportunities I DO have.

What I’ll start: Connecting with other local association marketers. I feel like there’s so much to learn from others who are focused on the same types of goals and initiatives.

What I’ll stop: Multitasking, especially since it’s been proven to be myth!

What I’ll start: More face time and less screen time

Katie Eichelberger Program Marketing Coordinator Marine Retailers Association of the Americas

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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 JANUARY

9

5

THURSDAY JANUARY

WEDNESDAY FEBRUARY

Webinar: Practical Cybersecurity for Association Leaders At Your Desk 12:30 pm - 1:30 pm

CAE Informational Meeting Associations North Office 10:00 am - 11:00 am

Webinar: Tips & Tools for Eye-Catching Marketing At Your Desk 12:30 pm - 1:30 pm

This jam-packed session will provide expert tools and guidance on how to assess your risk, how to identify gaps in your cybersecurity controls, how to train your staff to understand the threats and properly respond.

Learn more about earning your CAE (certified association executive) designation, exam, deadlines, study tips and organizing a study group. Recent CAE’s will be invited to attend and share their experience, study tips and answer your questions.

Video production and photography consultant, Michael Copeland, will answer questions and provide marketing tips and best uses of videos and photographs to promote association events and services.

Upcoming Events January

February

8

Webinar: Practical Cybersecurity for Association Leaders

5

Webinar: Tips & Tools for Eye-Catching Marketing

9

CAE Informational Meeting

7

ANDI Leadership Program

31

Associations North Diversity & Inclusion (ANDI) Leadership

11

Communications Meetup Group

Program Orientation

12

Meetings Meetup Group

19

March

19

Webinar: Using Benchmarks in Competitive Analysis

April

6

Advocacy Meetup Group

3

ANDI Leadership Program

11

Webinar: Audience Research to Assess Member Needs

3

Diversity & Inclusion Meetup Group

17

Membership Meetup Group

15

Meetings Meetup Group

20

CEO Meetup Group

16

Communications Meetup Group

25

Webinar: The Missing Link to Building Member Loyalty

26

Membership & Marketing Summit

BRAIN POWER

Five Reasons Strategic Plans Fail to be Strategic

By: Mary Kay Delvo, Inspiring Sight

Over the course of my 25 years of working for and with organizations, I have discovered an interesting phenomenon around the process of strategic planning. Just because one has a strategic plan, doesn’t mean it is the right plan, and certainly doesn’t mean the organization will follow it. My experience and observations have led me to the five reasons strategic plans don’t produce desired results.

3. Role confusion and blurred lines between vision and mission.

Board members and leadership teams often lack understanding of their differing roles and how each contributes to the success of the organization. Equally confusing is knowing what the vision and mission each mean and how to utilize both as a guide for decisionmaking across the entire organization.

1. Strategic plans are rarely based on honest feedback and complete information.

When in a room together, board members and staff are often reluctant to be completely forthcoming when talking about the organizational needs or blind spots. Power differentials, politics, territory, pet projects, fear of retaliation and just plain personality clashes often play an intervening role in preventing the reality of the organization’s culture from surfacing.

4. Strategy doesn’t align with the organizational reality and lacks the employee voice.

The strategic plan is often created without solid knowledge of how the organization operates. A vision and mission without meaningful connection to the actual work will never be realized.

2. Inefficient use of the full board’s time.

The executive director, who nearly always struggles to get the board in a room together, has so much information that requires discussion, the agenda is over-packed and rich conversation is cut short. Typically, boards spend the morning doing some form of information gathering / SWOT Analysis. By time they get to decision-making, it is afternoon and board members have lost focus and are restless to get back to their paying jobs, resulting in rushed decision-making.

5. Staff and board members lack the muscles required to keep the plan alive in their day-to-day.

Asking strategic and awareness raising questions is a developed skill and mindset which most employees and leadership teams don’t possess. Having a plan does little for you if you don’t know how and when to ask the necessary questions for digging deeper, assessing, and connecting everyday actions and decisions to broader visions and purpose. This is an essential component of plans that work.

Strategic plans are the map for your entire organizational system.

When only understood and discussed at the board and leadership team level, there is a reduced chance of it living in your staff and throughout your organization.

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Et Cetera: Association Extras

WELCOME, NEW MEMBERS! Melanie Allickson

LeadingAge Minnesota

Sue Boyd

LeadingAge Minnesota

Lauren Brandt

InterContinental Minneapolis - St. Paul Airport

Jonathan Curry

American Council of Engineering Companies of MN

Derek Hazeltine

Consultant

Jennifer Inafuku

The Hotel Landing

John Krapek

American Council of Engineering Companies of MN

Julie Murphy

J. Murphy & Associates

Alex Rudie

Association Development Services, Inc.

Kristine Scott

American Council of Engineering Companies of MN

Sokhom Sok

Best Western Plus Bloomington

Danielle Tessmer

Minnesota Society of Arboriculture

Janet Tritch

PRMIA

Dawn Wagenaar

Ingenuity Marketing Group LLC

Holly Zelinsky

Nationally Speaking

2020 FOCUS AUTHORS WANTED In addition to Associations North volunteer opportunities, have you considered becoming a published author? Focus North is seeking authors for the 2020 editorial calendar. Establish yourself as an association expert in front of 1,200+ readers.

Seeking editorial topics on membership, communications, CEO, legal, financial, meetings/education, diversity and inclusion and more. Interested? Email Angela@associationsnorth.com.

FREE SAMPLES & TEMPLATES Associations North has collected over 125 sample policies, procedures and other templates relating to various association management topics to help save you time. Search by Advocacy & Public Policy, Communications, Financial, Human Resources, Membership, Board & Governance, Diversity & Inclusion, General Operations, Meetings and Volunteer Management. Check it out at associationsnorth.com/samples.

HAVE YOU ATTENDED A MEETUP GROUP? Meetup Groups are small, informal meetings comprised of Associations North members who have shared interests.

Stay informed, learn new skills and connect with Associations North members. Meetup Groups to include: Advocacy, CEO, Communications, Meetings and Membership. NEW in 2020: Diversity & Inclusion Meetup Group! Find the next meet up group on Associations North calendar or learn more at: associationsnorth.com/meetups.

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

Sarah Kragness Education & Project Manager Associations North

Words to live by...

Treat people how you want to be treated instead of how they treat you.

What is something on your bucket list?

To eat sushi in Japan.

Your personality in one word?

Something you like doing the oldfashioned way?

Positive.

Written grocery list.

One store I’d like to max out my credit card at...

What is something you think everyone should do at least once in their lives?

Target.

What is one thing you’re glad you tried but would never do again?

Going into the butterfly exhibit at the state fair.

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What is the best purchase you have ever made?

My Dog, Teddy.

Wake surfing on a lake or jet skiing in the ocean.

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*BARCODE ENDORSEMENTLINE FIRSTNAME LASTNAME BUSINESS ADDRESSLINE 1 ADDRESSLINE 2 CITY, STATE ZIP

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MORE CHOICES TO STAY. MORE SPACE FOR ASSOCIATION GROUPS.

With over 42 hotels, six new properties, and 9,200 guest rooms, Bloomington is home to the largest concentration of hotels in Minnesota. That means there’s always room for groups to stay, meet and work. And the Mall of America® serves as a dynamic backdrop and instant entertainment complex for evening outings that everyone can enjoy.

Explore Bloomington and book your association group at tcook@bloomingtonmn.org