Mapping Out Your Goals

I'm in the middle of preparations for a strategic planning meeting with our board of directors in September. Strange as it may sound, this is my favorite part of working with an association. I love to be part of the big-picture planning, to feel the energy that our volunteer leaders exude when we start discussing what we want to accomplish in the short term and the long term. So first I took a look at our vision and mission. They're strong, solid, and will stand the test of time. But as I moved on to the goals, I quickly noticed that they weren't goals at all. They weren't statements of what the organization would accomplish, but strategic approaches to implementing tactics. So my priority for this strategic planning meeting is helping this board define goals the SMART way - specific, measurable, attainable, relevant and timely. I think in defining these SMART goals, the board of directors will also identify issues that are pressing not only to them as an organization, but to the industry they serve. And their goals, then, will focus on addressing these issues. To some, this line of thought may seem like splitting hairs. Goals, strategies, tactics - they're all related somehow, so if you have one, you can get by without the rest. And that, I believe, is simply not the case. Think of it as taking a road trip: your goals are your map, strategies are the roads, and tactics are your destinations. Certainly all are related, but each one has a definitive role in completing your road trip. Setting goals will give everyone involved in the organization a glimpse of the big picture - where you want to go and what you want to accomplish. Strategies will outline the approach or route you will take, and tactics are the things that you will actually DO. When all three are defined well, they will intertwine, and become a very effective plan for your organization to follow. So first things first, we'll work on goals and map out our course of action. For those of you preparing for a strategic planning session, a great online resource is http://managementhelp.org/plan_dec/str_plan/str_plan.htm. It provides step-by-step definitions and actions to lead a strategic planning session, but is quick to point out that there isn't just one way to do it. Just like there's not one map, one route or one destination that's right for all of us.

Building Relationships with Sponsors and Advertisers

When I Googled "building relationships with sponsors" yesterday, there were more than 900,000 sites listed.

So it is pretty obvious that an association management company is on the right track to place an emphasis on the importance of establishing mutually beneficial relationships and lines of communication between our associations that we manage and their sponsors and advertisers.

This requires a real investment in time and lots of hard work. In this era of rapid growth of social media, associations and their management staffs must strive to keep the lines of communication open. Whether by Twitter, Facebook, YouTube or just a phone call, we work with confidence to build an effective relationship, based on honesty and trust, between the associations we represent and their sponsors and advertisers.

Sponsors and advertisers of the associations know that we will provide them with successful ways to reach our members and others in the industries and areas that they represent. We make certain that they receive everything that was promised to them when they agreed to be sponsors or advertisers.

Each sponsor or advertisers has distinctive objectives and measurements they want to achieve - and it's our job to help them reach those while also providing our association clients with the best possible outcomes. I think they appreciate our professionalism in dealing promptly (everyone is busy these days) and proactively with any requests they may have.

 I feel confident that we are on the right track in working for long-term relationships between our associations and their sponsors and advertisers.

Association Management is Easy, the Internet Said So

There's a video floating around on the Internet called: "Running an Association is an Easy Home Business to Start with No Money and Little Skill."

Ok, I may be a bit off on the title, but the gist of the video is that anybody with basic office and computer skills can run an association (or multiple associations) from home with little or no experience, clients will flock to their services and money will roll in with ease.

Although there are many skilled professionals operating associations of all types out of their home, "easy" is a term they probably would not use to describe association management. It takes a broad skill set that one person is unlikely to poses solely, or if he or she says he or she does, it's unlikely he or she is great at any one or even good at all of those skills. Yet, associations, foundations and nonprofits need these services, and more, from their management regardless of whether it's one person or a company.

Skills needed to run an association

• Marketing and Communications
• Financial Management (Bookkeeping)
• Database Management
• Fund raising (renewing and retaining members is fund raising)
• Meeting planning
• Strategic planning
• Volunteer management
• Technology (Web site development, database development, social media, content management)
• Public and media relations
• Corporate development

These are not easy tasks that require minimal skills. To do them well you need experience, talented staff and a creative management zeal. One person may do one or two of these functions well, but to do them all well, your association needs a staff.

Unfortunately, for many nonprofit organizations, hiring a staff, renting an office, buying computer equipment and office furniture is unrealistic, which is where an association management company steps in.

AMR was born through experience, hard work, relationship building and a desire to help associations reach their full potential by creating a partnership for growth. Unlike the perception presented on the Internet by a misinformed small business coach, associations aren't likely to choose you as management just because you put your shingle in the window.

AMR didn't pop up overnight by printing business cards and putting an ad in the Yellow Pages or by launching a Web site. And I doubt that is the success formula for any association management company. Building on a base of public relations and event planning services, we added specialized professional staff focused on services such as accounting, membership management and meeting planning. This division of labor and specialized staff allow us to be good at all of the professional services we offer and great at offerings such as public relations, cause marketing and communication.

 Nonprofit leaders should consider what their organizations needs are from a manager. Is an individual executive director pull in 1,000 different directions trying to manage functions from bookkeeping to conference marketing the right solution? Or is a specialized staff utilizing skilled professionals in financial management, event planning, marketing and communication the answer?

Reinventing Associations: Part II

In Part I, I talked about the transformational change in the speed, size and cost of news, information and knowledge and noted the impact of the change on "legacy media." I then posed the question as to what this means for trade associations and professional societies.

Today's associations face challenges similar to those of newspapers and other media. What was once restricted to subscribers/members is now free to all.

 The explosion in technology (Web, Web 2.0, Google, Bing, etc.) has opened information to members and potential members. They don't have to join. They just Google it. And, Bing, it's available. Usually for free. 

Associations need to focus on answers to three specific areas as the communications revolution continues a relentless march forward:

1. What does it mean to be a member? If anyone can get anything, why will people join organizations who focus mainly on providing information (content) to members? 
2. Can associations adjust? As "centers of knowledge" for professions and industries, associations face moving from "publisher" to "content provider" in the "age of free." It won't be an easy transition. It is a new business model. It goes against all we have learned throughout our careers. 
3. What is the revenue model of the future? If we "give away" content to anyone, what is the value proposition for members? And, if we give it away, how do we generate revenue to sustain the organization? Premium content? 

So, what do associations to do?

1. No matter how you answer the questions, you need to go to every identifiable social media site and register your association name and trademarks as user-IDs. These are first-come, first-served functions as were Web domain names. So, even if your association does not plan to use social media tools, you still should protect your name on all sites. 
2. Consider a content management strategy. Adding value to your community is a major strategy for consideration. Content management is a major tool. Creating content that "everyone reads" matters. A couple of key areas to consider:
1. Think of current programming (conferences, seminars, Web site, newsletters) and social media tools (Webinars, YouTube, SlideShare, Facebook, LinkedIn) as "platforms" for delivering content / knowledge. 
2. Integrate content on various platforms and find ways to efficiently repurpose and repackage content to increase value to your members. 
3. Help members handle the ballooning volume of content by collecting, digesting and repackaging it. If done well, it could serve as a valuable "member only" benefit for your organization. 
4. Monitor and follow discussions in your association’s content area. 
3. Re-evaluate your membership model In the age of free content, develop new strategies about membership and member services. Determine which content will be available to anyone and which – if any – will be restricted to members. 

For example, two of our clients are now e-mailing Tips of the Week to members and non-members. The Tips also go to various industry blogs as well as some traditional media that post them for their readers/listeners.

This delivery helps establish the credibility of the association and enhance perceptions of the value of the organization within its industry. The new relationships allow the association to invite the nonmember to become members and invite all recipients to enroll in Webinars and/or the annual conference. I’ve seen other organizations who provide lots of free content but "reserve" some of the "premium" content for members.

Others create enough "eyeballs" with its free content that they are able to generate revenue from sponsors and/or advertisers.

The important point is that trade associations and professional societies should step back, review the status and impact of social media changes and thoughtfully consider how it can take advantage of the opportunities presented – even if it means changing your membership model – before they become a threat to the future of the organization.