In each instance, Gary built upon his theory that performance and gratification are inextricably linked to one another (even though they happen to be two different sides of the same coin). Here, performance is defined as the execution or accomplishment of work and gratification is defined as a state of pleasure or satisfaction. (And, generally, when you’re seeking gratification, there are easier ways to obtain it than performing work.)

As the session progressed, I posted a couple of key takeaways to Facebook and Twitter for future reflection. One such post – There’s no such thing as constructive criticism. #LSAE12 – garnered 19 comments within a matter of minutes, as well as a spin-off discussion yielding 19 more. Several comments from the original post follow:

• Really? What is an alternative, positive reinforcement?
• Interesting. How do we point out areas for improvement, ideas to increase performance, etc.? I do agree that the term constructive criticism is not one of my favorites though.
• The key is not making it a criticism of the *person* but rather pointing out the main goals of the project and how the person can achieve those goals. I am not saying berating people for mistakes is the way to go, but let’s not swing too far in the opposite direction. I find that too many people are so afraid of *any* criticism that they often don’t provide feedback people need to improve. That’s why “Everybody Gets a Ribbon” hurts more than it helps.
• I always try and lead with a positive. I just caution people not to overemphasize the positive, because it can backfire. Sometimes, when you over praise and don’t emphasize critical areas for improvement, people won’t work so hard to perfect the imperfections. Really, what it comes down to is different personality styles respond to criticism differently.
• That is an absurd statement. Everyone learns and is motivated in different ways. For some, positive reinforcement is the way to go…personally being praised all the time makes me feel like I am being pandered to. Many people respond to different types of stimulus…such as constructive criticism. I find this to be the case in the workplace, while coaching and in life. The key for an effective manager is figuring out what motivates each employee and utilizing that to help them grow and learn.

Boiled down, these comments argue that:

1. Although the term “constructive criticism” may be cliché (and somewhat undesirable), the concept is a necessary evil to encourage performance improvement.
2. Emphasis should always remain on the task or the project, rather than on the individual.
3. People should be treated disparately in the workplace as everyone responds differently to stimuli such as praise and criticism.

Nevertheless, I believe Gary would stick to his guns and say there are several key steps to getting the most from your employees.

1. Hire effectively.
2. Assuming you’ve hired effectively, you have surrounded yourself with competent and talented staff that have the best interests in mind for you and your members/clients. Assign projects based upon skills and expertise.
3. Each time a project or task is completed (the routine is important), first point out what was done well. And the key here is to do it genuinely. Then offer insights, suggestions and recommendations for performance improvement as the need arises (focusing less on the deficiency and more on the potential for a better future outcome – and perhaps even an improved system, rather than a one-time benefit).
4. Finally, gratification yields performance excellence (this is true both at work and at home, incidentally). In other words, happy, satisfied, fulfilled people are more likely to produce quality work than those who are unhappy, unsatisfied and unfulfilled. (Conversely, always point out the worst in people – and productivity will plummet).

The bottom line is that criticism – the act of passing judgment; faultfinding – is not the most direct route to motivating employees. To complicate the issue further, we’re much more likely to point out when a project or task fails to meet expectations (learned behavior?) and generally miss the boat altogether when projects or tasks are completed well (by failing to take the time to acknowledge, praise or compliment).

Moreover, I think Gary would say that “constructive criticism” – loosely defined as criticism or advice that is useful and intended to help or improve something, often with an offer of possible solutions – is simply criticism cloaked by good intentions (or the pretense of good intentions). The fact of the matter is that constructive criticism is still criticism and fails to serve as the most effective human motivator.

So, my question to you is this: What do you make of the phrase: “There’s no such thing as constructive criticism”? Do you agree or disagree – and why? How do you respond to the comments posted by my friends and colleagues? How do you respond to my interpretation of Gary’s position on this matter? As an effective manager, what have you found most effective when it comes to employee morale and motivation?

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?

Out with the transactional business model.

Business, in many cases, used to be about quantity over quality. Specifically, the “transactional business model” is nothing more than the act of obtaining and paying for an item or service. It shows little or no regard for the people participating in the transaction and certainly doesn’t consider future outcomes such as referrals, friendship or repeat business.

Think: furniture store salesman the minute you walk through the front door (I know, I shudder too). By and large, this person has little concern for you as an individual and is much more interested in how much he or she can get you to spend before you walk out the door. And, rightfully so. With little time to actually develop a relationship with you, the pressure of a commission-based salary and limited next best alternatives for you and your family, it’s a learned approach (a matter of circumstance, if you will).

In with the relational business model.

But, with more choice—and you have to agree that associations today are a dime a dozen—comes a need to stand out from the crowd. Enter: relational business model. This model emphasizes more the mutual connections or feelings that exist between two parties as a basis or prerequisite for conducting business. In other words, the relationships we build with our members, vendors and clients (regardless of whether or not an actual transaction takes place on any given day) all support future business transactions.

Research reveals that relational customers are interested in doing business with someone they are familiar with and have learned to trust; will try to establish a long-term relationship with an organization after a positive experience; are loyal to organizations with whom a relationship has been established; and base their membership decisions on past experiences, customer service and quality.

Take a simple scan of the environment today (as compared to even a few years ago), and it’s clear that our culture (and business, in general) is mobile-obsessed. We continue to become more technologically advanced and—if it’s possible—we move at an even faster pace. Unfortunately, this has resulted in people becoming more disconnected relationally.

The absence of these relational skills not only erodes customer loyalty, but negatively impacts employee morale and productivity, as well as the association’s bottom line. And yet the ominous threat of limited association resources—primarily, staff time—inhibits us from taking the necessary time to develop these important relationships with our constituents.

And not just from the C-suite. From every layer within the organization: receptionist to staff specialist, coordinator to manager, director to vice president. Everyone—regardless of title—should be permitted and encouraged to develop meaningful relationships with those people who they regularly engage with during their ordinary course of business and are most in a position to impact the organization.

Doing so creates an environment in which members, vendors and clients transform (literally before your eyes) from supporters to advocates. And advocates are a powerful resource; not only do they support your cause, but they speak or write in support of your cause, too. Additionally, they say good things about you, your staff and your organization, and they initiate connections on your behalf. Recruiting and retaining: check.

So, my question to you is this: How well does your organization embody the relational business model? What’s stopping you from allowing more employees the opportunity to connect in meaningful ways with your members, vendors and clients? In what other ways do you and your staff develop relationships with your key constituents?

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?

It starts with knowing your audience and framing a message that speaks to the shared needs, wants and desires of this target group (while at the same time remembering that this group comprises individuals with distinct attributes/demographics). Ultimately, it is these individuals who will approach your marketing materials with their own unique set of circumstances, experiences and lenses, thus informing their specific response to your promotional piece.

In my opinion, “good marketing” attempts to outline real deliverables that will be gained as a result of having participated in your next big program or event. These deliverables—either tangible or more theoretical—promise in some way to improve life for your members (and, ultimately, for those individuals who use their products or services). I feel strongly that it’s important to consider both constituent groups when developing a successful marketing strategy.

Now, to my point (and I’ve been stewing on this topic for a couple of months now). Like many of you (I’m sure), I receive a dozen or so e-mails a day from various clothing and accessory retailers trying their best to sell me the latest and greatest when it comes to suits, ties, jeans, jackets (but not jean jackets, please), watches and more. For you, the categories likely vary depending on where it is you frequent most.

One company, in particular, continues to puzzle me when it comes to their marketing efforts.

Fossil, founded in 1984, claims to be “the first American brand to bring value and style to the watch category.” And, over the years, I’ve definitely purchased my fair share of watches from this budget-friendly alternative to the more costly watch brands I can only afford in my dreams. Lately, however, I’ve noticed an important marketing flaw in this international brand: The weekly e-mails I receive feature only women’s products.

For the last couple of months, in particular, my in-box has been filled (by-and-large) with pictures of totes, cosmetic bags, handbags, women’s watches and more. Only on the very rare occasion have I actually been presented with a sleek men’s watch.

In an age of mass customization, this seems a bit behind the times (pedestrian, even). Surely my impression of the brand has been impacted by this messaging flaw. While I know I could—at any time—click on one simple, hyperlinked word—Men—and be transported back to Fossil’s website where I’d be free to scan and select from dozens if not hundreds of products, that’s not the point.

While I know the website will always be there—and I certainly don’t need an invitation or a weekly reminder to prompt a visit—I generally engage in “website shopping” when I’m looking for something specific for myself or for a gift. I would call this “active shopping.” More passive or “impulsive shopping” is best encouraged—at least for me—by these weekly e-mail messages. And if no products of interest are featured for me, the likelihood of me (and just about anyone else for that matter) impulsively shopping is significantly reduced (if not eliminated altogether).

Let’s consider what’s happening here for just a moment. For starters, I’ve not been presented with products that speak to my needs, wants or desires. This impacts not only my decision—in that moment—to read or delete that e-mail, but it—at least in some small way—impacts my long-term confidence in and loyalty to the organization’s brand. If they don’t know me or they don’t get me, then why should I shop with them? When it comes to the next message that dons my inbox, I might be a bit less likely to even open it.

This is true of our members, as well. Stop for a moment and consider the last marketing piece your organization disseminated. (A few rhetorical questions to get you thinking…) Did it speak to the needs, wants or desires of your members? Did it consider the need of their constituents? Did it assume that each individual member needed, wanted or desired exactly the same thing or did it leave some room for diversity of thought and opinion? What could have been changed to make this piece more effective?

As an education professional that is extremely passionate about professional development, I urge you to build print and web-based collateral that focuses on learning and community. Identify how your members will grow and develop as a result of your learning/networking opportunity, and how that change will positively ripple into the community (think: pay it forward, especially as it relates to those individuals benefiting from the products and services your members provide). And maybe then will you see more results (e.g., higher open rates, increased registration) from your marketing efforts.

So, my question to you is this: What other marketing “rules” or “recommendations” would you add to my list? What strategies have you found most effective when it comes to marketing a new program or signature event to your members? What strategies have you found less effective? What new or innovative social media strategies are you employing this year to breathe new life into your marketing “experience”?

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!):

• Cynthia D’Amour
• Stephanie Doute
• David Patt
• Deirdre Reid
• Mickie Rops
• Renato Sogueco

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

Every Monday I receive an e-mail from LinkedIn titled, “The 5 things you need to know in the news this week.” And as I do every Monday, I spent a minute or two skimming the headlines and then reading the articles of interest.

One of the titles that I found particularly interesting this morning was, “Five Things You Should Stop Doing in 2012.” I’ve linked the article here just in case you missed it.

Although each recommendation was thoughtful, doable and completely applicable to my work, recommendation number three resonated most with me: stop reading annoying things. Following is author Dorie Clark’s rationale:

I have nearly a dozen newspaper and magazine subscriptions, the result of alluring specials ($10 for an entire year!) and the compulsion not to miss out on crucial information. But after detoxing for a month, I was able to reflect on which publications actually refreshed me — and which felt like a duty. The New Yorker, even though it’s not a business publication, broadens my perspective and is a genuine pleasure to read. The pretentious tech publication with crazy layouts and too-small print? Not so much. I’m weeding out and paring down to literary essentials.

I feel exactly the same way. There is an endless amount of information out there—and it only grows each day!—that we could potentially know or become privy to over the course of our lifetimes (only a fragment of which we’ll ever be able to read, digest and apply to our work as professionals given even the best of intentions). And for some time now I’ve felt this very real proclivity to get through every industry magazine, sign up for every potentially interesting email list and browse every remotely germane social media website that could impact my work as an association professional—all in the name of best practice and professional development. I’m sure you can relate.

Enough is enough. I, too, will be doing a bit of spring cleaning (I know, I know, it’s just a bit of wishful thinking) this holiday season and weeding out some unnecessary (annoying, burdensome) reading. Imagine what reclaiming all of that extra time will do for other areas of your work that could desperately use your attention.

So, my question to you is this: Given this easily implementable and potentially life-changing recommendation to streamline your reading list, what annoying things could you stop reading in 2012? Or, more importantly, what are the must-read articles, blogs, magazines, newspapers, websites, etc. that you absolutely could not give up? (My hope here is that you’ll not only share your favorite publications for others to consider adding to their must-read list in 2012, but that you’ll feel liberated to trim back your reading list—even if only by a subscription or two—in the New Year.)

I don’t know about you, but this seems like one New Year’s resolution that could have a huge impact on my workday (not to mention my sanity).

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)?

The countdown to Santa’s arrival is inevitable. And for many, the holidays represent a time for rest and renewal, family and friends, indulgence and unstructured waistbands. It’s also the time that many of us reflect on the ups and downs, strengths and weaknesses, accomplishments and setbacks of the current year, while at the same time look ahead with hope and excitement to the possibilities for the New Year.

This year an important chapter of my life closed, giving way to one filled with energy, passion and enthusiasm. An entrepreneurial spirit that once bubbled just beneath the surface has now been harnessed and channeled into what I can only hope is the next important chapter of my life. As I prepare to launch my new consultation and event management firm, I’m reminded of the phrase we use each and every season to ring in the New Year: “Happy New Year!” (Cue the horns and confetti.)

Here, happy is the operative word. In my opinion, each of us must find some semblance of happiness in the work that we do to remain connected, productive and innovative. The same can be said for our members, volunteers and leaders. For me, happiness is demonstrated by an individual’s actions (rather than their words). This can sometimes make identifying a disconnect with true happiness difficult to diagnose, but an important exercise nonetheless.

By no means am I advocating that everyone up and quit their jobs (or volunteer commitments). Quite the contrary; I’m recommending a New Year “check-in.” I think many of us do this each year in the form of a resolution. Something more or less we know we should do for our own benefit (lose weight, eat healthier, exercise more), but don’t necessarily see it through for one reason or another (it doesn’t make us happy—at least in the short-run).

This holiday season I’m not asking you to give something up or to pledge to do something that is sure to make you miserable (though for purposes of full disclosure, I’m resolving to lose 30 pounds). In fact, I’m asking you to do the complete opposite: Be good to yourself and do something this coming year that makes you happy. In my opinion, it’s more or less that simple.

Once you’ve done that (once you’ve identified a particular activity that makes you happy and you start doing more of it), creating opportunities for your family, friends, members, volunteers and leaders that make them happy will become that much easier (the phrase “pay it forward,” and all that implies, immediately comes to mind).

So, my question to you is this: What will you do for you in 2012? How can you support the happiness of those around you, both personally and professionally? What, specifically, can you do for those in your office that—through their actions—appear unhappy with their work?

Then along came Black Friday. And try as I might, I just couldn’t avoid the lure of 20 percent off my entire purchase at Bed Bath and Beyond. All I had to do was grace the frenzied workers with my joyful presence before 10 a.m. To make matters worse, I also visited three (count them, three) area Pier 1 stores to gather enough clearance dishes to assemble 12 complete place settings.

Finally, Cyber Monday. And although I didn’t indulge in the bountiful bargains, I understand that Cyber Monday sales were colossal. Online sales for the day were expected to hit $1.2 billion, topping last year’s $1.03 billion, according to early estimates. But that’s not even the whole story. More notably, Black Friday sales online were up 26 percent over last year’s numbers.

So, what does this all mean for the association community? Well, I’m no social media maven, but for the average-to-slightly-advanced social media user, it means lots and lots of people are in some way engaged in this space we call the Internet. And if people are online spending billions of dollars annually—let alone over the course of one holiday weekend—there must be a way to successfully engage these individuals with our associations, too.

In fact, I think it should stop each of us dead in our tracks, if even for a few moments, to consider how our organizations are currently engaging and harnessing the power of the Internet and this “fad” called social media. Specifically, how are we engaging members or clients via our Web site or through such communication channels as Facebook, Twitter, LinkedIn and the like?

For me, this past holiday weekend offers five key takeaways for the association community:

1. Mobile goes mainstream. With the number of new apps and mobile-enabled Web sites increasing each day, not to mention the volume of members now turning to smartphones for their news and information, it’s important for associations to stay ahead of this trend.
2. Cash is king. Or, more appropriately, a good pricing strategy is king. I attended an ASAE-sponsored program earlier this year featuring Rafi Mohammed and he completely changed my perspective on pricing. If you’ve not yet read his book, The 1% Windfall, you should.
3. Web analytics speak volumes. If you’ve not yet enabled analytics for your organization’s Web site, what are you waiting for? The information gleaned from this data can help you make important decisions regarding your Web site’s ease of use and functionality, not to mention start a broader discussion about long-term social media strategy.
4. Old habits die hard. And what I mean here is that our members enjoy the path of least resistance. They like the way things always have been, so it’s important to maintain some element of continuity. On the other hand, members also count on you to blaze new trails. In this case, a new Facebook page or LinkedIn group may just be the common ground.
5. Classics count. That’s right! Many of us have that member directory or industry guidebook that we’d rather not publish again and again, year after year; however, it endures as a mainstay for many of our members. The classics can, in fact, be our bestsellers. So, be sure to keep these publications fresh, innovative, accessible and (as we learned above) correctly priced.

So, my question to you is this: What methods have you found most successful in engaging members online? If you’ve not yet taken the plunge, what’s holding you back? As you consider your social media strategy for 2012, what one goal or initiative could you reasonably commit to pursuing?