Archive for the 'Young Professionals' Category

06
Mar
12

Through the maze: Careers in association management

By Aaron Wolowiec Leave a Comment
Categories: Associations and Young Professionals
Tags: , ,

As vice chair and then chair of the ASAE Young Association Executives Committee, I worked diligently with young/emerging professional leaders nationwide in the development of a book proposal – tentatively titled, Young Association Executive Survival Guide: What every young professional should know about the association community – focused on issues and challenges facing this important demographic.

The book was intended to reach a broad audience, including high school guidance counselors, college/university academic advisors, young/emerging association professionals and those industry veterans interested in learning more about the next generation of employees and volunteer leaders destined to shake up the association community as we know it.

After a fairly significant period of brainstorming relevant topics, organizing them into meaningful chapters and, subsequently, sections, a comprehensive book proposal was drafted. This proposal was then discussed with and pitched to ASAE staff on a variety of occasions. Ultimately, the book was not picked up, but in its place a four-part monograph series was commissioned.

Monograph one, written by four graduates of the inaugural class of ASAE’s Leadership Academy, is titled Through the maze: Careers in association management. Together, Benjamin Butz, Beau Ballinger, Jennifer Connelly and Emily Crespo – with the support and mentoring of Elizabeth Engel – provide a comprehensive introduction to the field of association management, an understanding of why millennials are needed in the association world, the different roles in association management and profiles of association management professionals.

With regard to this document, I have three simple recommendations:

  1. Read it. Commit this week to reading this document. I think you’ll find the format to be approachable, the content to be straightforward and the insights to be thoughtful. Not to mention, I think it’s fun (and fresh!) to see your profession through a different set of eyes (in this case, four authors, one mentor and eight profiles makes thirteen sets of eyes).
  2. Share it. Forward this document to your friends, colleagues, staff, members, board members and other volunteer leaders. Post it to your website, share it via your social media channels and include it in an upcoming e-newsletter. Even these small steps will help spread the word about the remarkable profession we call association management.
  3. Modify it. Create a similar document highlighting your own profession/organization. Consider commissioning volunteer leaders, subject matter experts and even your own staff and board of directors to generate a monograph orienting young/emerging leaders to your field and it’s various career opportunities.

As previously mentioned, this document is only the beginning of a four-part series. Monograph two will dispel a variety of myths, addressing topics related to “what I wish I would have known given the chance to do it over again.” Monograph three will tackle “navigating the work place,” including advice related to climbing the career ladder. And monograph four will approach what it means to “move beyond the workplace,” considering next steps for developing your professional network and refining your personal brand.

So, my question to you is this: How does your organization promote industry-related career opportunities to high school/college students, as well as young/emerging professionals? What other creative, unique and innovative ways can you use this monograph within your own organization?

For more information about young/emerging professional issues and interests, “like” ASAE Young Professionals on Facebook.

14
Feb
12

What have you done for me (young professionals) lately?

By Aaron Wolowiec 1 Comment
Categories: Diversity & Inclusion, Leadership and Young Professionals

Two weeks ago, I wrote about the millennial generation and whether or not my peers would be willing to ascend into leadership positions over the next five to 10 years as their Baby Boomer counterparts began to retire—not because they’re not capable, but because “associations cling to traditional operating models that … have little appeal to young professionals” (to quote Harrison Coerver).

Needless to say, this post garnered a flurry of interest. Two particularly compelling comments follow:

  1. Morley Winograd: Our book, Millennial Momentum: How a New Generation is Remaking America, emphasized the very themes of a change in leadership that you talk about here. We believe the shift holds enormous promise for the non-profit world, including associations. The previous civic generation, GIs, created the social fabric of America’s towns–Kiwanis, Elks, etc. This civic generation, millennials, are creating the social fabric of America’s like-minded communities–on the web and in social media. Since associations are predicated on the common interests of those engaged in an activity or profession, they should be able to leverage this tendency on the part of millennials to gain new strength.
  2. Annie Gallagher: I joke with people and say for the first time ever we have what I call “four-play” in the workplace. This actually refers to the fact that there are currently four generations in the workplace at the same time. The boomer generation currently dominates leadership positions. Their energy and engagement are admirable. Yet most groups have not been successful in getting millennials engaged on a path to association leadership. You ask if they are interested. I am not sure. However, I have observed that the echo-boomers do not know how to get involved. Many groups claim to have young professional (YP) groups, but that is not enough. And guess what? The millennials do not want to just be by themselves. They want to be with the heavy hitters, too. So you need to mix it up. If you want to get millennials engaged, don’t give them a token YP group, really get them networked with all the centers of influence.

I was also reminded of a takeaway I jotted down during the LSAE annual convention two weeks ago. ASAE Chairman Peter O’Neil said the following during a session he led titled, Leadership Strategies for Today’s Association Executives: Boards today need to reflect where your organization is going in the future, including young people and people of color.

And I wholeheartedly agree; however, the implementation of this mandate is two-fold (and somewhat tedious).

First, young professionals must want to ascend into leadership positions (both staff and volunteer roles). And I believe that most do (note here that I’m intentionally referring to leadership roles in general and not necessarily an executive director position). They should also be poised with increasingly responsible experience, including prior exposure to committee work, task/project management, strategic planning, fundraising activities and member recruitment/retention efforts.

Second, and the more important component of this equation (similar to any diversity and inclusion discussion), is that every aspect of the organization must be positioned in such a way that pulls up these young professionals into leadership roles. Staff members, board members and other volunteer leaders must actively seek out and create opportunities to engage young professional leaders.

And not just by bringing them to the table (or by creating the token young professional group), but by giving them a meaningful platform upon which to speak and be heard. We’re hearing a lot these days about ideal board size, but just as important is ideal board composition and strategic initiatives designed to integrate diversity (including generational differences) throughout the organization.

This includes opportunities other than just board representation, too. Associations should consider engagement strategies that reflect the young professional perspective (especially those that intersect with the organization’s mission): building a personal brand, creating a portfolio of work, applying for the perfect job, balancing work and life, starting a new job, committee/meeting management, leadership, office politics, employer relations, professionalism, social media, promotions, moving on, networking, volunteering, donating (time and money), mentoring, education, professional designations, professional development, getting ahead and becoming a change agent.

So, my question to you is this (courtesy of Janet Jackson): What have you done for me (young professionals) lately? How do you engage this unique demographic beyond the requisite young professional group? How do you ensure their needs as members, prospective members and civic leaders are being met? How are you leveraging millennials (and their issues/interests) to ensure your organization remains strong and relevant well into the future?

31
Jan
12

The future of associations: Is the millennial generation willing to lead the way?

By Aaron Wolowiec 14 Comments
Categories: Diversity & Inclusion, Leadership, Organizational Behavior and Young Professionals
Tags: ,

It’s no secret that on Jan. 1, 2011 (just about 13 months ago to the day), the oldest members of the Baby Boomer generation celebrated their 65th birthday. Since that historic day, it’s estimated that more than 10,000 Baby Boomers have reached the age of 65 each and every day (and, believe it or not, this trend is expected to continue for 19 straight years). Staggering, right?

Undoubtedly, many of these Baby Boomers serve—or have served—the association community in top leadership positions, including that of president and CEO or executive director (not to mention a multitude of other C-suite, executive-level and director-level positions). And although not all are immediately retiring upon their 65th birthday, many have at least begun making plans for the future.

And we’re not talking about a few dozen organizations and a handful of retirements here. In 2000, it was estimated that the United States alone had more than 23,000 national associations. And that number only grows when you consider the 115,000 state, local and regional associations, as well as the 1,300 international organizations.

Enter the millennial generation (approximately 80 million strong).

Millennials want to make a difference in the world, be heard, feel like they are contributing, innovate and know they are succeeding. They live in a generation that moves at an extremely fast pace and are often left wondering why everyone in the workplace is not moving as fast as them.  By and large, millennials also work well on teams. They know how to delegate efficiently and choose the person best suited for a task based on skill, not hierarchy or seniority.

Millennials also bring to the workforce a unique proclivity for technology. They utilize social media tools daily and tend to remain connected long after the traditional workday has ended. They are more ethnically and racially diverse than older adults. They’re also less religious, less likely to have served in the military and are on track to become the most educated generation in American history.

But are they ready to lead our associations in light of this anticipated exodus from top leadership positions nationwide? (Better yet, are they willing to do so?)

Hear me out for a moment before you get crazy. (I know you want to; I had a similar conversation with a seasoned association executive and a room full of young association and supplier professionals just last week.) My question is not about the skills and expertise of the millennial generation (either now or in the future). I know they are great leaders and I know they are up to the challenge.

The question is really about interest. Is the millennial generation interested in the generalist lifestyle (or would they prefer to be experts in a particular field)? Are their feelings about hierarchy, governance and authority in competition with the present ideologies that form the backbone of our associations? Are they willing to fight the good fight and make the necessary changes to keep our organizations nimble, competitive and solvent?

Consider, for a moment, the unofficial (but widely offered) advice given to each new CAE candidate studying to sit for the exam: Plan to answer each question as a seasoned chief staff executive (presumably, Caucasian) from a national professional society. This, alone, implies that our leaders and, in turn, our organizations are to some extent predictable, conventional and unimaginative. Who’s to say the millennial generation is interested in investing their time and energy into changing this paradigm?

Certainly, some are eager to meet this challenge head-on (as was evidenced by my conversation last week); however, a majority of my colleagues seemed undecided. Perhaps the entrepreneurial spirit implicit in this generation is just too enticing. Most assuredly, opportunities abound. My peers are—by their own admission—interested in establishing association management firms of their own, serving as industry consultants and hitting the speaker circuit.

So, my question to you is this (and it’s an important one this week): What are you doing to attract young professionals to leadership positions within your organization? Is your organization committed to breaking the proverbial mold (especially as it relates to long-standing organizational behavior) and celebrating diversity (including diversity of staff, board and member composition, as well as diversity of skills, values and opinions)? What else are you doing to ensure the millennial generation will want to lead your organization long after your Baby Boomer executives have retired?

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?

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?

meet aaron

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

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