Archive for the 'Professional Development' Category

18
Jan
12

Associations as curators: Supporting your speakers, educators and facilitators to success

By Aaron Wolowiec 2 Comments
Categories: Best Practices, Learning, Meetings and Professional Development
Tags: ,

In the last week, I’ve had the occasion to engage in several different learning opportunities with a variety of individuals who were clearly not trained speakers, educators or facilitators. (We know what this looks like, yes?) The specific instances aren’t important; however, I should note that they cross several different organizations and involve about a dozen or more people (in other words, we’re not talking about an isolated incident here).

As a result of these experiences, I’ve decided to take a second look at this notion of “associations as curators.” Although the organizations in question technically aren’t associations, I feel as though the concept is equally applicable. The fact of the matter is that these organizations had quality content and endeavored to teach others – and did so poorly.

Now, I should tell you that I’ve been hating on the phrase “associations as curators” for at least the last six months. To me, it’s been way overused and didn’t really demonstrate to me new ideology related to education and professional development. After some careful reflection, though, I’m slowly seeing the err of my ways.

There’s an endless amount of information in this world to know (a point I talk about often). Presumably, there’s an association that specializes in just about every major body of knowledge. Associations curate this knowledge just as any manager or overseer does his or her gallery, museum, library or archive. Both are content specialists who (1) are responsible for their institution’s collections and (2) are involved with the interpretation of the material contained within these collections.

The important distinction here is the interpretation of this material. In other words, it isn’t enough to simply have knowledge or content or data or information. Rather, it’s necessary to create added meaning (value) through a process of elucidation or explication. It’s necessary to analyze, synthesize, evaluate and apply this material in a meaningful way, as well as teach it – successfully – to others. And there’s the rub.

All content experts are not good curators.

That is, not all speakers, educators or facilitators are skilled in the process of interpreting and delivering content in such a way that ensures retention and transference in adult learners. Nevertheless, as the entity “responsible for their institution’s collections,” associations (and all organizations, really) are responsible for ensuring that their speakers, educators or facilitators are adequately prepared to deliver meaning and value to learners (our members).

Traditionally, this is done via a series of interactions with speakers, educators or facilitators. Preparation can take the form of individual coaching, conference calls, online meetings, e-mails or dedicated websites or portals. And content can range from venue or session logistics; training or tips for better presentations; information about expected attendees (e.g., number, interests or skills); information about overarching themes or content tracks at the meeting; or information about the speaker or session evaluation process.

The point is this: As a curator, associations are responsible for much more than hiring speakers, educators or facilitators. To create the most dynamic member experience possible, associations must take an active role in supporting these individuals to success. (A lesson that’s equally relevant to for-profit organizations throughout Michigan and beyond!)

So, my question to you is this: How do you prepare speakers, educators and facilitators for your meetings and conferences? What type of content does your organization provide to these individuals in anticipation of an upcoming program? What best practices have you instituted over the years to ensure positive member experiences?

03
Jan
12

Changing the world (that is, Michigan) in 2012

By Aaron Wolowiec 6 Comments
Categories: Learning, Meetings and Professional Development

The Christmas decorations are all packed up and safely put away for another year. The endless trays of cookies and shortbread and toffee have been consumed; the trays washed. The house has been cleaned, the furniture and knick-knacks replaced to their usual positions, the laundry caught up and the New Year’s resolutions begun.

For many, this begins the longest three months of the winter. Here, in Michigan, it means the first “real” snow for many communities throughout our great state, as well as countless dark and dreary days, blustery temperatures, slippery driveways, icy windshields and salt-covered shoes tracking in and out of our cars, homes and offices (no matter how careful we are).

But it’s not all bad news, I swear. Although this picture (at first blush) appears bleak (and a touch depressing), the real story in 2012 has nothing to do with the weather. Rather, it’s the people that promise to make 2012 something special. Many of you have already read Maddie Grant’s post: “How are you going to change the world in 2012?” If not, I highly recommend checking it out to provide some context for my contribution to this meme.

As many of you know, 2012 is shaping up to be a big year for me. After nine years as an association professional with the same Michigan trade association, I’m changing gears and putting on the proverbial “consulting hat.” It’s both exciting and scary; however, the continued support of my family and friends is quickly transforming this dream into a reality.

My consulting work centers on learning. At the end of the day, when you take away the big, flashy lights, the world-renowned entertainers and the dynamic assortment of locally-grown foods, what matters most at any conference or meeting is the learning.

Year after year, associations around the world plan learning programs for their members. These programs contribute substantially to the financial stability of their organization, but are also intended to impart knowledge and information (with the expectation that these members will walk away with something meaningful that not only improves their lives, but also the lives of those people who use their products or services).

And this is a responsibility not to be taken lightly. There’s endless knowledge and information in this world to be known. These days, there’s also a (nearly) endless supply of providers willing to share this knowledge and information (usually, for a fee).

This reminds me a bit of a scene from American Idol that plays out time and time again. How many auditions begin with much promise (after all, the person auditioning has taken vocal lessons for the last 10 years) and end with the judges scratching their heads (or, more tragically, giggling).

What is the correlation? It’s simple: We can do better. Just because organizations can and do offer continuing education and professional development opportunities for their members (vocal lessons), doesn’t mean these learning opportunities are successful at imparting knowledge and information in such a way that ensures retention and transference (a quality singing voice).

“We can do better” means delivering content via innovative design and delivery methods that is unique to the target audience. It means developing an evaluation process that actually measures learning (rather than preferences) both onsite and at a specified period of time following the program. It means engaging speakers and facilitators during the planning process to ensure a learning experience that is dynamic and meaningful. (I could go on, but I think you can hear the passion in my voice.)

Although my work forwarding these and other initiatives related to learning promises to take me beyond the borders of Michigan, I’m committed to making things better here at home, too. This will begin with a Michigan association meetings industry survey in partnership with the Michigan Society of Association Executives. The results of this survey will identify current practices of Michigan meeting professionals and associations, and will identify future opportunities for me (and others) to give back to this remarkable community.

Anyway, that’s my first step to changing the world in 2012. Maddie’s recommended we tag some more people and encourage them to write a quick blog post or share a comment, and tag some more people. Following are the people I’m tagging (but the invitation is open to everyone!):

For more information about my new consulting firm, please “Like” Event Garde LLC on Facebook.

15
Dec
11

Meetings industry forecasting for 2012

By Aaron Wolowiec 4 Comments
Categories: Meetings and Professional Development

As 2011 draws to a close, you can count on three things:

  1. Everyone and their brother will write a year-in-review article or blog post. (Case in point, see my Dec. 6 post titled, “Happy is as happy does this New Year.” I tried to be ahead of the curve.)
  2. Everyone and their brother will write a forecasting article or blog post. (Are you seeing a trend?)
  3. A jolly old man with a fluffy white beard and eight determined reindeer will circle the globe on Christmas Eve delivering presents to good little girls and boys. (Hopefully he’ll make a stop at my home, too.)

Since I’ve taken the high road and have already written my year-in-review post, and seeing as Santa may have difficulty finding me this year (we’ve been in our new home since the middle of October, but you know how much trouble it is getting the postal service to forward your mail these days), I’d like to focus for a moment on the meetings industry and what lies ahead in 2012.

If I was clever (or overly ambitious), I’m sure I could come up with a top 10 list of New Year’s resolutions for improving your meetings strategy in 2012. Instead, I’m taking the more practical route (and one that I believe to be just as effective). Following are my two (count them, two) recommendations for 2012 as it relates to your annual meetings calendar:

  1. Meeting planners need to book earlier to get rooms and function space.
  2. Professional development staff must plan more dynamic member experiences.

Easy enough, right? Maybe not. Allow me to explain.

First, if you know me or have worked with me in the past (particularly hoteliers and suppliers), you know that I plan ahead (seriously far ahead). So I’m always a proponent for booking rooms and function space in advance (it’s how you get the best rates and secure premium function space). However, supply and demand will not favor associations in 2012. With few new hotel rooms entering the market and the meetings industry steadily rebounding, planning ahead is an absolute imperative.

This mandate means surveying members, interpreting feedback, identifying both the short-term and long-term trends of your industry, determining future educational needs and crafting, in advance, a year-long educational calendar that both meets these needs and makes allowances for the addition of urgent and emergent learning opportunities along the way.

This calendar then provides the marching orders necessary to book hotel rooms and function space at the best possible rates a year or more in advance (of course, some crafty negotiations and innovative contract language don’t hurt either). Once you’ve mastered this practice, the same process can be applied to your signature events several years in advance.

Second, the traditional learning experience—one-dimensional keynote sessions and lecture-style breakouts—isn’t going to cut it moving forward. It may be the Band-Aid solution for the next year or two, but sooner or later your members are going to demand compelling experiences that inspire learning, engagement and community. And they’ll want this education delivered in a unique, engaging and unconventional way that speaks to their needs as an adult learner.

In my experience, these transformations don’t happen overnight. They require professional development staff to seek buy-in from key leaders and constituents within their organization. They require considerable training and coaching of program facilitators and content leaders. And they require significantly more planning, organization, lead time and logistics management than even the largest conference utilizing a more traditional learning format.

Although it’s a lot more work, the bottom line is this: meetings comprise a significant portion of the annual budget for most associations and without innovative events that peak member interest, associations are susceptible to retention issues and future budgetary constraints. Additionally, there’s a broader concern about educating members in a meaningful way so that their lives (and, consequently, our organizations and our industries) remain vibrant forces in today’s marketplace.

So, my question to you is this: Do you agree with my forecast for 2012? What would you change (or add)? What are you doing in 2012 to ensure your organization is delivering more dynamic member experiences (especially as it relates to learning)?

16
Nov
11

Leveraging your gifts and talents

By Aaron Wolowiec 3 Comments
Categories: Professional Development and Young Professionals

Yesterday, I had the pleasure of co-facilitating with Vince Coraci, director of member services and development at the National Association of Social Workers – Michigan Chapter, an emerging professionals brown bag program focused on professional development. A portion of our discussion focused on identifying personal gifts and talents, as well as successfully leveraging these traits for optimal growth, development and career advancement. Following is an excerpt of my advice:

First, as professionals we must be keenly aware of our gifts and talents. One way of identifying these traits is to create a list of past achievements. This includes achievements that were realized both individually and as part of a team. And it’s not enough to only consider accomplishments at work. This comprehensive list should be expanded to include achievements at school, home and other applicable contexts (both past and present).

Next, we must add to this list our strengths. These are the abilities, either natural or acquired, that make us valued and desired as employees, learners and spouses. To help you get started, try answering each of the following questions:

  • What would your coworkers/supervisor say are your best attributes? What about your members or clients? How would they characterize your most notable contributions to the organization?
  • What do your friends and family members seek from you? How do you contribute in meaningful ways to these relationships?
  • Consider elements of extracurricular activities/hobbies you enjoy. What aspects of these pastimes set you apart from others?
  • Identify your passion; if you could do only one thing day in and day out for the rest of your life, what would you be happiest doing?
  • What have you discovered from past personality assessments, including DISC, True Colors and Myers-Briggs?

Finally, have other trusted individuals (at least one from work, school and home) review your draft list of gifts and talents to provide feedback. These individuals can help identify strengths you may have either downplayed or not considered. They may also challenge items on your list that may not necessarily be strengths (or may require some additional time and attention to convert into full-fledged strengths).

With your final, vetted list of gifts and talents, spend some time identifying commonalities among the various entries. Further boiling this list down to several key attributes (approximately three to five) will provide focus and direction when it comes to selecting targeted opportunities and experiences for further integrating these strengths into your work.

The second step to leveraging your gifts and talents is knowing how best to utilize these traits. In my opinion, there are two possible courses of action:

  1. You can seek out opportunities within your workplace (department or organization) that require little to no leadership support/buy-in. These self-directed experiences may include taking a more active role in staff meetings (if you’re an innovative thinker with creative ideas) or researching a new office supply company (if you’re budget-conscious and a good negotiator).
  2. Or you can seek out opportunities within your industry (professional society or industry organization). In this case, executive buy-in will likely be necessary. For example, you may consider chairing a committee, writing a white paper or coordinating a program. Whatever the experience, you are utilizing your gifts and talents in a way that furthers your growth and development (and may even “give back” to a cause, community or profession).

So, my question to you is this: What strategies do you find most successful when it comes to identifying employee gifts and talents (for you or others)? How do you best leverage these gifts and talents in the workplace? Conversely, how might organizations (associations, hoteliers, vendors) adapt to provide more opportunities that leverage the gifts and talents of their employees?

31
Oct
11

What’s in it for me?

By Aaron Wolowiec 4 Comments
Categories: Professional Development and Young Professionals

It’s the age-old question. And as association professionals, it’s a question that’s always lingering in the back of our minds. We intend to launch a new program, product or service, and the first measuring stick used to determine if we’ll be successful in our new venture is whether or not our members will find value in whatever it is we hope to share with them.

If we can demonstrate significant value – and the new program, product or service is in some way contributing to or supporting the association’s mission, while at the same time serving to enhance the association’s bottom line or is otherwise filling the role of “lost leader” – our new venture has merit, resources are appropriately deployed and it is launched for (hopefully) an initial, pre-determined period of time.

Otherwise, the venture has another fate. Two such possibilities include:

  1. It may be evaluated, modified and launched in a new or different way; or
  2. It may be evaluated and discarded altogether.

Whatever the outcome, a fair and deliberate process is used to discern the correct “path” for any new program, product or service intended to draw down on staff time and association resources.

The same should be true when it comes to supporting and developing our staff, in particular our young/emerging professionals. It’s recently come to my attention that a certain distrust and discomfort among some association executives to train and develop their young people is doing more harm than good. I’m uncertain of the exact rationale, but I’ll take a stab at some possible perspectives here:

  1. If I spend time and money training and developing our young people, they’re going to jump ship for the next best opportunity that comes their way and our investment will be lost.
  2. Our limited resources are best spent exclusively on the executive staff at our association; they have the most seniority and, therefore, they have the most to offer our organization and our members.
  3. We don’t have a professional development budget, so none of our staff are permitted to attend training (local, state or national).
  4. With limited hours in the workday, allowing our staff to participate as members of industry committees or as thought leaders at industry conferences will only distract them from their primary work assignments.
  5. If our staff is going to learn anything new, I’d prefer to decide the information that is shared with them.

This is by no means an exhaustive list; I’m sure there are countless other concerns when it comes to professional development. What I do know is that these arguments (possibly disguised as excuses) are counterproductive to our tried and true question: What’s in it for me? If we simply ask the question, both from the perspective of the executive and the staff member, I’m certain each can find value in the answer.

So, my question to you is this: As an association executive, are you open and eager to the possibility of training and developing your staff? If so, what steps do you take to ensure maximum benefit from the resources dedicated to this purpose? As a staff member, how do you demonstrate value when expressing interest in serving on a new committee or attending a new conference?  How can we further impact this paradigm to ensure the next generation of association professionals are poised and ready to take on future challenges affecting the association community?

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.

meet aaron

Meetings innovator & professional development trailblazer. Founder & president of Event Garde LLC. Passionate about The Food Network, hot yoga, blogging, old homes & unclehood.

Enter your email address to follow this blog and receive notifications of new posts by email.

Join 516 other followers

Twitter Updates

Follow

Get every new post delivered to your Inbox.

Join 516 other followers