31
Aug
10

Marketing in the information age

By Aaron Wolowiec Leave a Comment
Categories: Marketing

In my experience, the information age—characterized by the ability of individuals to transfer information freely and to have instant access to knowledge—is making it increasingly more difficult to market education programs to my association’s core clientele (a laundry list of individuals, both members and non-members, with a variety of professional interests—all related to the long-term care industry).

Ultimately, I’ve identified two problems:

  1. Information overload. Professionals today are literally bombarded by dozens of e-mails each and every day. They are having difficulty discerning which e-mails to read, which to respond to, which to forward and which to discard. Important association messages, including marketing materials and call to action pieces, which may at one time have been given a high priority are now receiving less and less attention. With the sheer volume of messages delivered each day, principles like the Rule of Three seem unrealistic, outdated and ineffective.
  2. Accessible knowledge. At least in my field, professionals are more connected now than ever before. If they seek training or professional development opportunities for their staffs, these individuals have the means to personally secure a knowledgeable consultant who will customize a curriculum to meet their unique needs. This was not necessarily the case even 10 years ago. (Although this does not hold true when it comes to large-scale conferences featuring nationally-recognized speakers and dozens of local content experts, it is certainly having an impact on smaller one-day events.)

Additionally, I believe my target audience is particularly unique in the following ways (further compounding these problems):

  • Generally speaking, they are not technologically savvy. It’s not unusual for e-mail to be checked once a day or once every other day. Furthermore, it’s highly unlikely these individuals will carry smart phones or access e-mail from home.
  • When asked earlier this year their preferred communication method, YouTube videos landed high on their list of recommendations. Added to our regular e-mail, fax and hard copy promotions, we’ve only generated marginal interest from this new (read: innovative) marketing channel.
  • For the most part, they also do not open their own mail or remove their own faxes from the fax machine. Much of these messages are therefore filtered by paraprofessional staff members who have little knowledge of our association or how we benefit their employer.

Finally, there seems to be a disconnect between what is most effective (personal contact by way of phone calls or site visits) and what our limited resources (including staff time and budgetary constraints) will allow.

So, my question to you is this:  How are you overcoming these challenges? In your experience, what’s been most effective for marketing education programs (or other core association products/services) to your members/clients this year? What does/should marketing look like in the information age?

11
Feb
10

Sitting for the CAE: Lessons learned

By Aaron Wolowiec 9 Comments
Categories: Professional Development

On March 17, 2009, I wrote the following post for Acronym:

CAE candidates seek advice

Last year, I set out to become a certified meeting professional. After reviewing the required texts and researching my study options, I settled on a study regime, stuck with it and passed the exam on my first attempt.

The fact that I passed the exam is not important. The real story follows.

On March 6, I posted the following status update to my Facebook account: Aaron became a certified meeting professional today! Within one minute, I had received the following comment: Good for you! Next is your CAE!

At the time, I was sort of surprised by the comment. I mean, really? I’m an “emerging professional.” I’m not yet ready for this, right? Wrong.

As I think about it more and more, I’m warming up to the idea. Why couldn’t I take the CAE exam? Although I consider myself an emerging professional, I do have six years of association experience under my belt. I mean, I at least qualify to sit for the exam.

What’s more, the association community feels like home. I’ve found a place where my experience, skills and talents can be put to good use. Specifically, I feel like my enthusiasm and innovation create value for members of my association each and every day.

And so I’m wondering if there are others out there, like me, who aren’t completely convinced that the CAE designation is within reach. On behalf of these individuals, I seek your advice.

If you’re a certified association executive, what advice do you have for those of us interested in sitting for the exam? Where should we start? What resources do you recommend? How much time do we really need to prepare? How would you study differently if you had to do it all over again?

Within eight days, this post garnered 15 comments. And, I’m happy to report, less than one year later I’ve earned my CAE designation. As a result of this experience, I have some advice of my own I’d like to share with fellow association professionals aspiring to earn their CAE this year:

  1. Start reading now. Whether you’re sitting for the exam in May or December, start reading now. In the weeks leading up to the exam, there will be much to do. Creating flashcards, reviewing notes and taking practice exams. You don’t want to be reading this material for the first time. Also, there’s no need to read each and every authoritative text. Pick up and begin reading now both “Professional Practices” and the “Law Handbook.” When you’ve joined a study group, you can skim these two texts again and spend the balance of your time focusing on whatever texts your study group has selected to read.
  2. Identify a mentor. Early in the process, I would recommend connecting with someone—preferably someone you know and admire—who’s recently earned their CAE designation, and request that he or she mentor you through the exam date. This person has been through the process and will know how best to support you. At minimum, he or she should check in with you during pre-determined intervals to offer advice and encouragement, as well as to ensure you’re sticking with your reading and study regime.
  3. Join a study group. Whatever you do, don’t go it alone. In my opinion, this was one of the most difficult exams I’ve ever taken (as compared to both undergraduate and graduate programs I’ve attended). Completing 200 multiple choice questions in four hours seems like a fairly reasonable task, but considering you’ll be asked many questions for which you have no expertise, the additional perspectives will prove to be invaluable during this learning experience. Also, study groups are great for brainstorming test-taking techniques and strategies, as well as for wrestling with answers to sample scenarios or practice exam questions.   
  4. Determine your study routine and stick with it. Regard this as another college course for which you have a significant interest in passing. Set aside time each week to read, write and study. Remember, Rome wasn’t built in a day. This is a marathon, not a sprint. Digest the material in parts, seek additional resources for topics or domains you find particularly difficult and, above all, don’t get behind. If you find yourself unable to keep up with the pace of your study group, it’s only a matter of time until you’re in a downward spiral from which you cannot recover. Additionally, be open and honest with your family, friends and colleagues about the significant investment in time that studying for the CAE will require.
  5. Don’t be intimidated. You can do it! My advice to those out there who’d like to sit for the exam this year, particularly those “emerging professionals” who might be on the fence about whether or not now is the right time, is to stop procrastinating. I was very grateful to be in a position in my career where my job wasn’t contingent on whether or not I passed this exam. If I didn’t pass, I was prepared to simply take it again. And, to be quite honest, as I left my test site, I wasn’t at all confident I had passed. In fact, within two weeks of taking the exam I had begun studying again. It’s not as though you pass the exam and your learning suddenly ends. Quite the contrary; your learning has just begun.

Thanks to Stefanie Reeves for encouraging me to write this post, and best of luck to everyone sitting for the CAE exam on May 7. You can do it! And if, by chance, you don’t pass this exam on your first try, by all means do not give up. Make a commitment to sit for the exam on Dec. 3. It will be well worth your time and determination.

26
Jan
10

Exposing the silo effect

By Aaron Wolowiec 4 Comments
Categories: Leadership

The image reads: “Nope, free range won’t work. They’re happier in separate pens where they can blame each other when things go wrong.” 

Do you ever feel like this? 

My association recently launched an innovative, 18-month virtual education course for members interested in personal growth, interdisciplinary team development and organizational quality improvement. During our initial, face-to-face program we use this cartoon to introduce the topic of team development. Generally, this slide reminds participants why the silo method is not a valid leadership style. 

Unfortunately, not everyone’s attended this training. As an education director for a small trade association, I can honestly say there are days when educating our members fails to be a team sport. Nevertheless, learning continues to be a core competency of our mission, a valuable member benefit and a primary revenue source. 

Most meeting professionals would agree that two education staff cannot pull off an annual convention and expo for more than 800 professionals and more than 450 vendor representatives without help. Assistance is needed to register attendees, support speakers, test audio/visual equipment, monitor education sessions, direct banquet staff and countless other details. 

The same can be said for other significant functions of an association, including government relations, communications and membership. When departments aren’t willing to collaborate and support one another, the silo effect causes a number of damaging outcomes:    

  1. The association unintentionally competes with itself for member time, interest and resources.
  2. Staff efforts are duplicated (or, worse yet, are in conflict with one another), causing individual projects to become diluted and less financially sound.
  3. Staff members are neither efficient nor effective, and those who consistently perform despite the adverse work environment become overwhelmed, frustrated and burned out.
  4. The “blame game” further impacts morale; places a disproportionate emphasis on failed ideas; and ultimately discourages innovation.
  5. The association’s image and reputation are potentially harmed.

So, my question to you is this: Do you know an association that subscribes to the silo method? What’s the best way to expose this unhealthy and unproductive management style? What solutions do you offer for those who currently find themselves operating within this type of work environment?

20
Jan
10

Young professionals need a space too

By Aaron Wolowiec 2 Comments
Categories: Young Professionals

Just as chief staff executives can benefit from collegial relationships and professional networking opportunities with other chief staff executives, the same can be said for young professionals.

In fact, I would argue that young professionals need this interaction even more than their seasoned counterparts. As young professionals, doors sometimes close more than they open. In many cases, we don’t have the years of experience to back our education and training. Our “gut feeling” doesn’t always inspire confidence in those around us.

Therefore, we need a space to develop our skills, talents and, most importantly, our work and leadership experience. And that’s where our peers can help. Young professionals need a designated safe environment where they can ask the “silly questions” and strategize with their colleagues before approaching senior staff with a new idea or proposal.

For many young professionals who have five or fewer years of experience, this may be the first time they’ve managed other professionals, delivered a report to the board, negotiated a contract, coordinated a program or facilitated a project. Indeed, it can be a stressful endeavor with little internal support or reassurance.

Currently, I’m working with the Michigan Society of Association Executives (MSAE) to launch an Emerging Professionals Committee for young association professionals in Michigan. The mission of this group is to cultivate future association leaders through the development of resources and structured opportunities that enable career advancement.

Which brings me to another important distinction among young professionals: we value opportunities for career development. We appreciate the opportunity to discuss with other young professionals things like resume building and cover letter writing, as well as how to request a promotion, how to network and how to job hunt effectively.

Young professionals have much to offer you, your staff, your association and the greater association community. Many young professionals are on the cutting edge of technology and use it daily to bridge their personal and professional lives. They also brainstorm and crowdsource some of the freshest, most innovative ideas and are contributing some of the best content both online and in print.

So, my question to you is this: How are you maximizing this talent bank? Is your association creating a space for young professionals (both staff and members)? What products, services and resources have you created specifically to recruit and retain young professional members? If you’re a young professional, what’s the single most important benefit you look for in joining an association?

14
Jan
10

Innovation: A committee function or a member service?

By Aaron Wolowiec 4 Comments
Categories: Innovation

It seems reasonable to assume that association members, especially if they pay dues, would have a strong interest in the mission, goals and objectives of the organizations to which they belong. Moreover, it seems these same individuals would be in the best position to generate a menu of products and services that would serve their unique needs and business plans.

In many associations, committees are formed around specific functional areas to engage association members, to allow members the opportunity to provide input on a regular and ongoing basis, to develop innovative strategies for reaching annual association goals and to recommend, as appropriate, the allocation of association resources, both human and capital.

At least, this was my conclusion seven years ago when I first entered the association community. Today, I’m more inclined to believe that association professionals drive innovation (rather than members). After all, you don’t know what you don’t know. And that’s my assessment of many member communities. They simply don’t know what’s possible and they aren’t privy to the opportunities that exist.

This is where we come in – and why we have jobs during these otherwise bleak economic times. As good association professionals, we have our ear to the ground. We harness our networks, social media channels, professional development opportunities. We’re on the cutting edge of member services and are constantly connected with people who have great ideas and are trying new things.

As the staff liaison to my association’s Quality and Education Committee, I look forward to next month’s committee meeting when I present a recommended agenda for two of our upcoming conferences, complete with topics and speakers, as well as a completely redesigned and much-overhauled annual convention agenda, including suggested keynotes and special events.

Plain and simple, it’s important for our association to be competitive, innovative and dynamic this year. With a number of recent organizational changes, the status quo is no longer an acceptable benchmark for success. Now’s the time to step it up with renewed focus, energy and enthusiasm.

It’s not to say committee members won’t have input. In fact, our agenda will contain many more topics than those listed here; however, any agenda item the staff believes could benefit from substantive change is receiving special attention prior to the meeting. We’re developing the fresh and innovative recommendations we think will best serve our members. At the meeting, we’re simply looking to committee members for feedback and approval.

So, my question to you is this: Do you agree with my strategy? Does staff drive innovation at your association? Should they? If member-driven, does staff even have the opportunity to bring new and innovative ideas to the table? Are your members truly in tune to the needs of their colleagues? How are problematic ideas/recommendations handled?