Does Your Newsletter Need More Personality?

Written by GSF Editor on . Posted in Federation News, news-feed

Your daily or weekly newsletter may be set up as a list of links right now, but many inbox competitors these days have grown much chattier and voice-driven. Should you follow suit?

In recent years, email newsletters have gone from purely professional platforms to a preferred medium for amateurs or solo entrepreneurs to attract readers to niches as diverse as Chinese politics and dust. (Literally, I’ve read newsletters about dust.)

I think the rise of these kinds of newsletters is largely a good thing for people who like reading, but their evolution creates questions about whether association newsletters need to adapt.

This is not a totally new phenomenon, and it’s seen some interest in associations already—five years ago this month, I featured an experimental effort by association consultant Jeff De Cagna to create a curated newsletter. But in those five years, a lot has happened to change the media landscape, turning the concept from emerging to mainstay.

In particular, services such as Substack, Revue, and the content management platform Ghost have emerged to give tiny niche newsletters a subscription-based business model. Substack has become something of a phenomenon in the writing community: Some of its largest paid newsletters make enough to be full-time businesses for their creators. And there have been some major newsletter-only success stories, including theSkimm, Morning Brew, and The Hustle, that borrow more from the more personal editorial newsletters than they do from the lists of links. (Newsletters are not immune to the economic tides, however—theSkimm recently announced layoffs.)

The result is that there are a lot more voices out there clamoring for a share of your 10-minute morning email scroll. And honestly, this could create problems for more spartan approaches down the line.

Many associations have likely invested a lot in tactics that get people to click links. It makes the results easy to track. But given the shift in the market toward chattier editorial newsletters, it’s worth questioning whether that remains the right long-term approach.

Voices Carry

For newsletters by more traditional organizations and brands, the secret to standing out given the added email competition may be to embrace some more voice-friendly strategies. A few ideas:

Give primary ownership of the newsletter to one person. For years, DC has been getting some of its hottest news from Mike Allen, the former Politico and current Axios reporter whose pitter-patter of reporting has come to define the way that many political types consume information in Washington. His style of newsletter-writing—and you can tell it’s him, right off the bat—is a model that associations might draw inspiration from, because many readers know it well. Other organizations, such as the nonprofit Poynter Institute, have followed suit with this strategy, making the voice the big star—in Poynter’s case, by handing its primary newsletter, The Poynter Report, to its senior editor, Tom Jones. (In many ways, it’s an extension of Poynter’s legacy on this front, as the longtime home of front-facing media blogger Jim Romenesko.)

Work on your voice-to-information ratio. In a blog post for the email newsletter provider Revue, writer Liza Jansen of the popular Dutch platform Newspresso [Dutch language] says that quippy comments shouldn’t come at the cost of brevity and information delivery. “Paragraphs in a newsletter, however, need to serve the reader by coming straight to the point,” she explains. “That’s because newsletters are not (yet) regarded as a go-to platform for long-form article reading, but rather for the consumption of news and facts in between work and to-dos.” Of course, some of that is also context—if you have convinced your readers to stick around for something long, they’ll stay with you.

Make sure the voice matches the content. These days, we’re dealing with a lot of heavy stuff in the news cycle—including COVID-19, stories of police brutality, and wide-scale protests—and it can often prove challenging to find the right tone to cover this information, especially if it’s not necessarily your focus. In a recent post about the COVID-19 crisis, Kelsey Bernius of SendGrid suggests taking a balanced approach. “Now would be a good time to adjust the tone and focus on the facts and developments within your control,” she writes. “But don’t over-correct so much and write in such a solemn or dire tone that you increase the recipient’s stress.”

Person or Institution?

One question I think will come up with an approach like this is whether the organization needs to take the lead or if an individual voice (an influencer, of sorts) is best for pushing the right tone forward.

This is ultimately a question that your organization will have to answer for itself, potentially with the help of an outside party. My advice, though, would be to consider how your audience reacts to messaging driven by authenticity. If they take that style of messaging seriously—and some sectors do more than others—that should be a factor in what you end up doing.

But a lot of newsletters have moved beyond being just a list of links—and they’ve found success by shifting from that model. Perhaps yours should, too.

The post Does Your Newsletter Need More Personality? appeared first on Associations Now.

Daily Buzz: Attendee Engagement Can Go Beyond the Event

Written by GSF Editor on . Posted in Federation News, news-feed

How you can connect with your audience before, during, and after your organization’s event. Also: Motivate employees to stay on the path to digital transformation.

A great event occurs when attendees are engaged. However, engagement doesn’t have to be confined to the event itself—communicate with attendees before, during, and after. And that’s true whether the event you’re planning is virtual or not.

“Whether you’ll be face-to-face, all online, or some combination of the two, keeping attendees informed and engaged is imperative to event success,” says MemberClicks’ Colleen Bottorff.

Communicating before the event helps build anticipation and facilitate connections. During the event, meanwhile, give attendees the information they need.

“If you’ll have a TV or screen (or virtual waiting room) where you can share a slide presentation, put one together that’ll loop with important information,” Bottorff says.

In your post-event communications, thank attendees for coming and share any highlights—photos, videos, information about prize winners. Then, lead them to any relevant material you have, such as blog posts, white papers, and e-learning courses.

“Be sure you make a regular practice of thinking about your attendees’ experience—that means their entire journey from registration to the weeks following—and what they might need to know about before, during, and after the event,” Bottorff says.

Keep the Digital Transformation Going

COVID-19 made you speed up #digitaltransformation initiatives – now how do you keep making progress?by @EevaRaita @Futurice #cios #leadership

— Enterprisers Project (@4enterprisers) June 11, 2020

The COVID-19 pandemic has made it more difficult for organizations to keep their digital transformation efforts going. How can they stay on track? Make progress visible to employees, argues Eeva Raita, head of strategy and culture at Futurice, on The Enterprisers Project.

“Starting with ‘why’ gets people excited and engaged, but making progress visible keeps them going,” Raita says. “Focusing not only on what you have created but also what influence it has had will help satisfy the team’s sense of accomplishment.”

Other Links of Note

How can you mobilize volunteers to combat societal challenges? Make volunteering more accessible, says Erin Halley on VolunteerMatch.

Back to normal: Know Your Own Bone’s Colleen Dilenschneider looks at what would make people comfortable going to cultural entities again.

Are your e-learning courses ready for the death of Adobe Flash? A recent Learning Solutions post breaks down what you can do about it.

The post Daily Buzz: Attendee Engagement Can Go Beyond the Event appeared first on Associations Now.

What Will an In-Person Conference Look Like After COVID-19?

Written by GSF Editor on . Posted in Federation News, news-feed

When in-person events resume, they will look very different. A new white paper by the International Association of Exhibitions and Events dives into what organizers will have to change to prioritize health and safety.

Even though cities and states are in different phases of reopening, it will likely be months before large conferences and tradeshows can resume. According to the ASAE Research Foundation’s latest Association Impact Snapshot survey, almost 44 percent of association execs who responded said the earliest date they expect their organization to resume in-person events is January 2021 or later.

Even though groups may not be welcoming onsite attendees soon, that doesn’t mean they’re not already thinking about processes and protocols they’ll have to implement to maintain high health and safety standards.

To help organizers with that planning, last week the International Association of Exhibitions and Events released a white paper, “Essential Considerations for Safely Reopening Exhibitions and Events, Version One.”

“Although we are eager to get back to our usual face-to-face business environment, safety must be the top priority, and we must look to the science and medical communities for the best ways to go about producing our shows,” said IAEE President and CEO David DuBois, CMP, CTA, FASAE, CAE, in a press release. “IAEE’s Health and Safety Task Force teamed with associations across the industry to collaborate with the Global Biorisk Advisory Council in order to make sure we are applying the best information available to us as this most recent pandemic progresses.”

The white paper covers everything from general health and safety measures to cleaning procedures for venues. Here, I’ll take a look at how four conference staples could change moving forward, according to IAEE.

Registration. Increased use of technology will minimize lines and contact during the registration process. Instead of a main registration area that could cause a large number of people to congregate in one place, associations should consider placing remote kiosks throughout the venue. In addition, groups may want to require advance online registration and mail name badges to attendees ahead of the event to reduce the need for them to even visit a registration desk.

Session rooms. Planners will need to work with the venue and local health and safety authorities to establish room setup and capacity. Having eight people sitting close to each other at a round table will no longer work. Tables of one or two people may become the norm.  Planners will also need to create a meeting schedule that allows for rooms to be sanitized between sessions.

Expo hall. In the past, a successful tradeshow was typically defined as one that had a lot of foot traffic. With social distancing guidelines in place, a full expo hall will no longer be possible. To manage crowds and allow people to keep a safe distance from one another, organizers may need to expand tradeshow hours, allowing for staggered access to the expo hall. “Exhibition organizers may provide the event’s attendees with access to the tradeshow floor during designated timeslots in order to evenly spread the attendance, in combination with prearranged meeting times,” according to the white paper.

Tradeshow booths. These will have to be designed to allow exhibitors and attendees to stand six feet from one another. Exhibitors will need to rethink tchotchkes and marketing collateral typically available for attendees to grab, and they will have to account for cleaning of spaces and surfaces throughout the day.

What protocols is your association developing for future in-person events to keep your attendees, exhibitors, and staff safe? Please share in the comments

The post What Will an In-Person Conference Look Like After COVID-19? appeared first on Associations Now.

ICCA Report: COVID-19 Could Shift Priorities for Associations

Written by GSF Editor on . Posted in Federation News, news-feed

A new study from the International Congress and Convention Association finds that many associations around the world are considering changes to their model to adapt to COVID-19, but still want the support of industry partners even if they go virtual.

Due to COVID-19’s impact, associations are more than ever ready to make a change for the sake of the future.

But no matter what happens, they’ll always have their partners to lean on.

This is a point underlined in a recent report from the International Congress and Convention Association, produced in partnership with the African Society of Association Executives, the Asia Pacific Federation of Association Organizations, and the European Society of Association Executives. The Future of Global Association Meetings: The New Association Reality [ICCA membership required], a study of nearly 200 associations globally, notes that 70 percent of respondents have had to make changes to one or more of their meetings. But in many parts of the world, nearly 30 percent of respondents are seeing evidence that things are normalizing enough that travel might be possible for events.

A few key takeaways from the report:

Desire to make changes. Roughly two thirds of respondents say that they expect COVID-19 will affect how they operate in the future, and perhaps underlining that, the report highlighted that associations were willing to make changes to a number of revenue sources in an effort to adapt. The most notable potential shift: A change in membership models or fees, cited by 42 percent of respondents. Also being considered by large portions of associations are rethinks to meetings (47 percent), online education offerings (43 percent), and sponsorship strategies. “The simple truth is that we are still learning how to maximize the tools available on digital platforms and we are creating more and more authentic ways to communicate in digital spaces at an incredibly fast speed,” the report states.

Longing for face to face. Many associations expect to have a mixture of physical and virtual events in the future, for obvious reasons. But that doesn’t mean that attendees don’t have a strong preference for meeting in person. According to the report, 60 percent of respondents say that their members are telling them that virtual meetings have limiting factors compared to physical options, with respondents underlining that the things they most like about face-to-face meetings include the opportunities to meet new people from around the world  and feel a sense of community.

Desire for partnership. The report finds that nearly 80 percent of respondents said they’re open to using a meetings management company of some kind for future events—though what, exactly, they want from such partnerships varies greatly, with half of associations looking for exhibition management needs and integrated digital platforms, but interest in help with communications, sponsorship and fundraising, and event organization also drawing significant interest.

In a statement, ICCA CEO Senthil Gopinath notes that, during a difficult time, partnerships are what will keep everyone afloat.

“It is clear the partnerships between suppliers and associations have become more important than ever, and this is exactly what we are facilitating in our global community of suppliers and associations,” he said in a news release. “It remains a trying time for our industry but there is hope for all, particularly if we are flexible and work together towards new and creative solutions.”

The post ICCA Report: COVID-19 Could Shift Priorities for Associations appeared first on Associations Now.

Helping Members Manage Stress in a Crisis

Written by GSF Editor on . Posted in Federation News, news-feed

One association recognized well before the global pandemic that its members needed resources to help them manage stress, depression, and other mental health issues. Then COVID-19 hit, and the online resource became timelier than they ever anticipated.

The Legal Marketing Association, which supports the marketing and business development arm of the legal profession, has long understood that their members need resources to manage stress, work-life balance, and mental health issues brought on by the inherent pressures of the legal profession. A 2016 report by the American Bar Association and the Betty Ford-Hazelton Foundation that showed high rates of depression, anxiety, and substance abuse among lawyers spurred them to action.

“It was becoming a silent issue facing the entire legal community,” said LMA executive director Danielle Holland. LMA leadership realized that if these issues were a problem for lawyers in firms, they must also be affecting the rest of the professionals working in that culture.

Last year, LMA’s leadership team came together and engaged the organization’s membership to create an online Well-Being Resource Center that would help its members feel “safe, engaged, and healthy,” Holland said. LMA also surveyed members to assess their mental health needs so the organization could make sure it was providing the most relevant resources.

Just in Time for COVID-19

Holland said LMA had no idea how necessary—and timely—the Well-Being Resource Center would be once COVID-19 hit shortly after its launch. They moved quickly to update the resource center with information “front and center” on how to manage stress and anxiety during the pandemic.

LMA also hosted webinars covering general well-being and mental health but also provided tips for managing the stress of working from home, including how to maintain boundaries between work and home life and how to have well-being check-ins. (A recent Associations Now article delved into eight ways to manage stress while working remotely and noted that self-care is key.)

Starting a Well-Being Resource

Thinking about creating a wellness resource for your members? Renee Branson, MA, CreC, principal and founder of RB consulting, serves on LMA’s Well-being Committee, which led the implementation of the Well-Being Resource Center. She said associations can access many free and low-cost reputable sources of information, such as the National Alliance on Mental Illness, the Centers for Disease Control and Prevention, and the Substance Abuse and Mental Health Services Administration. At a minimum, she said, associations can create a clearinghouse of vetted, reputable resources online for members as a beginning and then go from there.

Holland credits the strong support of volunteers in establishing the Well-Being Resource Center. Peer-to-peer engagement from the Well-being Committee and board of directors has been essential to support the project, she said.

From the beginning, LMA wanted the online resource to be available to anyone, not just members. “We think mental health and well-being is important and anyone should be able to get these resources,” Branson said. Open access has quickly made the Well-Being Resource Center a “go-to destination” on LMA’S website, Holland noted, adding that the most popular sections are on mindfulness and meditation.

The post Helping Members Manage Stress in a Crisis appeared first on Associations Now.

Daily Buzz: How to Run an Efficient Virtual Board Meeting

Written by GSF Editor on . Posted in Federation News, news-feed

Keep meetings focused to avoid wasting board members’ time. Also: What associations can do to grow their membership during the pandemic.

These days, you’re likely feeling Zoom fatigue—and your board members are in the same boat. That is why efficiency is imperative in a virtual board meeting.

“A meeting that has no direction can be unproductive and annoying—especially when the meeting is after hours for your ‘volunteer” job,’ says a recent post on the YourMembership blog.

A meeting agenda will keep you from wasting time. Match the length of the agenda to the length of your meeting so that you can address everything important without going over the allotted time.

“With virtual meetings, you might consider a few less agenda items as online meetings typically require repetition and clarification. The agenda should be focused on topics that support your organization’s strategic goals,” says the YourMembership team.

You can avoid the number of people who need clarification by sending out materials in advance of the meeting, such as the agenda, minutes from previous meetings, financial statements, membership reports, and staff reports. Do this at least five days ahead of the meeting.

“Good board members know their responsibilities and will read what you send them. Assume board members did their homework and reviewed the updates.”

While the agenda should be focused, allowing for a brief period of personal time to connect with board members can be helpful.

“Taking time to recognize how everyone is navigating through the changing times will provide your board with support and help build community.”

Grow Your Membership After the Pandemic

Associations will see a surge in new memberships over the next three months, here’s how to make sure you’re part of the surge: #associationhustle #associations #assnchat #associationmanagement

— The Moery Company (@TheMoeryCompany) June 8, 2020

Now is the time to show potential members what your association can do during times of uncertainty. Moery Company’s JP Moery tells the story of a trade association that produced content showing what it’s done to make a difference during the COVID-19 pandemic.

“The result? Many new members [came] on board during the pandemic and economic crisis. Why? Because they are seeing the demonstration of what your association can provide to them in good times, bad times, and the worst of times,” Moery says.

Other Links of Note

How are online communities making a difference? Higher Logic examines 28 stats from the latest State of Community Management Report.

Imagery and typography have a huge impact on a website, suggests a recent post from Gulo Solutions.

How are organizations reacting to COVID-19? Association Chat tells the story of one small company’s experience.

The post Daily Buzz: How to Run an Efficient Virtual Board Meeting appeared first on Associations Now.

Leading During a Pandemic: Why Diverse Leadership Matters More Than Ever

Written by GSF Editor on . Posted in Federation News, news-feed

COVID-19 has pressed associations to build boards with people who are flexible and eager to lead, and who bring new perspectives to the table. Diversity initiatives offer a path to get there.

Among the many things that COVID-19 has revealed about associations is the need to rethink what they need in their boards. Of course, associations often struggle to build and support effective boards outside of crisis mode, but now matters are more urgent.

One example of that need for change comes from a survey published earlier this month by the National Association of Corporate Directors. The survey shows that, at least for the short term, the pandemic has pushed aside familiar matters like onboarding and succession planning as top concerns. Rather, the directors surveyed say that their top governance challenges involve “shaping a realistic post-crisis strategy,” “ensuring the ongoing health and safety of employees,” and “getting up to speed on all the emerging risk dimensions of the crisis.” Board leaders are confident in their organizations—92 percent are sure their firms will survive the crisis. But thanks to the coronavirus, the tools they’ll need may change.

Those challenges are likely not that much different in associations and the larger nonprofit industry. But will associations have the people they need for the task? That remains a struggle. According to BDO’s annual Nonprofit Standards benchmarking survey, more than half of the organizations reporting (54 percent) say that attracting quality leadership will be a challenge in 2020.

So new skills are necessary, but the old problem of bringing in engaged leaders hasn’t gone away. What to do?

Diversity efforts are too often treated as something to check off a to-do list.

Neither report addresses it, but part of the solution may come by solving another problem that associations have often been loath to tackle: board diversity. Race to Lead Revisited [PDF], a new report from the Building Movement Project, an organization that promotes social change in nonprofitdom, notes that many of the challenges regarding diversity, equity, and inclusion at nonprofits remain persistent, both on staff and on boards. And in some cases, the problem is worse: According to the report, “people of color were substantially more likely to state that race is a barrier to their advancement, while white respondents were more likely to agree that their race provides a career advantage. People of all races were more likely to agree with statements describing obstacles people of color face in obtaining leadership positions.”

That’s all the more frustrating because the report demonstrates not just that there is a leadership pipeline of people who are prepared to bring new ideas into organizations, but that those organizations might perform better if they were brought in. According to the report, “Both people of color and white respondents report a far better experience in POC-led groups,” and a lack of engagement with people of color has an impact on workers’ tenure and satisfaction. Those working for organizations that are predominantly white-led are less likely to say they’ll be happy working there three years from now, or that they feel they have a voice in the organization, or that they’re given equitable opportunities for advancement and promotion.

And efforts to close the gap are perceived differently by different groups: While more than half of white respondents (54 percent) say their organizations are developing recruitment strategies to increase diversity, only 40 percent of people of color say that’s the case. Too often, DEI is relegated to a training session that many see as “a means to check DEI efforts off an organizational to-do list,” according to the report.

A more robust approach, the authors say, “requires setting and meeting targets for bringing on candidates, instituting effective onboarding and support for new staff and board members, and being willing to shift power—that is, to listen to the observations and recommendations of staff and board members of color, and to change the organization’s policies and practices accordingly.”

That kind of power shift, in itself, will not solve the problems associations are facing today. What it can do is demonstrate a real commitment to new ideas and processes that are essential to leading through the current crises—and what comes after.

The post Leading During a Pandemic: Why Diverse Leadership Matters More Than Ever appeared first on Associations Now.

Leading During a Pandemic: The Need for Steady Governance

Written by GSF Editor on . Posted in Federation News, news-feed

There’s no way to make an association crisis-proof, but good governance is key to resilience. One expert shares how to help boards maintain their focus.

Successful boards look for alignments with the needs of members and customers. But what are those needs during a time when economies and social norms have transformed? Successful boards consider environmental scans to establish broad strategic goals. But what if the environmental scan you conducted before your most recent five-year strategic plan no longer resembles the world you’re in?

In short, is it time to give your strategic plan another look?

The answer may be yes, but it’s important to tread carefully when it comes to such conversations, says governance consultant and former association CEO Robert Nelson, CAE. The urge to respond to a crisis can be so strong that many might overstep their boundaries—and forget that the strategic plan is designed to provide stability in moments like these.

“During a crisis there can be a tendency for boards or individual board members to want to jump in and fix things or make decisions that are in management’s realm,” Nelson wrote recently. And such leaps can make an association’s work needlessly complex.

In an interview last week, Nelson shared a few thoughts to consider before convening your board for an emergency strategy session.

A lot of people say, what does my board have to do differently? I think your board just needs to govern well.

Are you really talking about strategy, or panicking over tactics? A strategic plan that enumerates specific efforts for things like meeting formats and membership growth wasn’t truly a strategic plan to start with. “I believe we’ll find that there are organizations that really didn’t have strategies, they actually had tactical plans, and I think they will find that their quote-unquote plan will need to change significantly,” Nelson says. “That’s why it’s so important to have a strategy truly be a strategy, because then you can change the tactics from a staff level. You’ll see two sets of associations, those that had bad strategic plans having to make significant alterations, and those that have great strategies, and maybe having to tweak one out of four initiatives.”

Use the moment to reestablish your governance processes. Rogue board members making pronouncements about the one thing the association needs to do right now may be a sign that the board and CEO roles are not in alignment. A crisis is no excuse to disrupt proper relationships. “When we ask, ‘Do we really have a system that can withstand a crisis?’ That just means we’ve got a sound strategy,” he says. “But more than that, it means that we have a board that understands this is the board’s role, and this is the CEO’s role, and we have a board that’s constantly looking forward. A lot of people say, what does my board have to do differently? I think your board just needs to govern well.”

Cultivate one-on-one communication ahead of any big group meeting. The most successful associations, Nelson says, establish close conversations between the CEO and board that are casual but effective. “The CEO should be able to easily call up board members and say, ‘Look, I recognize that it’s my responsibility to make this decision on Topic A, and I’m not shirking my responsibility, but I’d love to get your insight to see what you think,’ and the board member will really give that,” he says. “But the board member realizes that in the end the CEO is going to make the decision on Topic A, B or C, because it’s their job. That’s the kind of communication we need and want.”

Don’t get waylaid by term-length conversations. Nelson says this can be a good time for association boards to take a look at their bylaws to make sure that they’re not outdated or overly restrictive. But if you’re going to make tweaks to term lengths for board members, make sure you’re doing it for the sake of what’s best for an association—not for the interests of a board chair who might be disappointed because COVID-19 means they can’t take the stage at an in-person meeting this year. “Being a chair is supposed to be about what’s best for the organization, not what’s best for Mike or Joe,” Nelson says. “I’ve heard conversations about these shifts, and most of the time it’s because the chair won’t be able to do the fun things they’d normally do because they’re tied to this crisis. But is that really sticking with your organization’s values?”

The post Leading During a Pandemic: The Need for Steady Governance appeared first on Associations Now.

Four Business-Minded Considerations for Virtual Event Planners

Written by GSF Editor on . Posted in Federation News, news-feed

When it comes to virtual events, many associations are running into questions about how to raise revenue from them, according to a Tagoras report. Part of the challenge may be strategy—nearly 60 percent of associations surveyed said they didn’t have one for virtual events.

More than 90 percent of associations say they’re offering virtual events essentially because of COVID-19. How does that change the business approach for what is traditionally a major revenue driver?

It’s one of many questions highlighted in a new report from Tagoras, a consulting firm focused on adult learning. The latest edition of The Virtual Conferences Report, which gains new relevance amid the COVID-19 crisis, touches on three key topics related to virtual events—operations, business, and performance—at a time of unprecedented growth for the event variant.

Case in point: Two thirds of survey respondents say their organizations have never offered a virtual event, but plan to within the next year.

“Clearly current circumstances are driving a major near-term surge in the format,” authors Jeff Cobb and Celisa Steele write.

But given the sudden shift in interest toward virtual events, it’s clear that some business considerations might have been lost along the way. Some business-minded highlights from the report:

Many virtual events struggle with strategy. The report notes that just a fifth (20.7 percent) have a documented strategy for virtual events, while 59.8 percent say they don’t have one, and 19.5 percent aren’t sure either way. The authors diagnose this as something of a missed opportunity. “There are thousands of decisions when it comes to offering a virtual conference—how long should it be, should it be part of your annual conference or its own beast, what should you charge, how do you find sponsors, and so on,” the authors write. “You need a strategy for your virtual conferences so you and others in your organization can translate that strategy into the right answers to the myriad questions.”

Virtual events need to be financially sustainable, but tend to be less expensive than in-person events. Nearly 60 percent of respondents (59.7 percent) stated that it was important for a virtual event to be profitable, while 25.4 percent said such an event needs to at least be self-sustaining. And perhaps for that reason, nearly two thirds of respondents (65.2 percent) charged for such events, compared with 15.2 percent that didn’t. Despite the tendency to charge, virtual events tend to be less expensive than in-person events, with 30.4 percent charging significantly less and 39.1 charging somewhat less.

The calculus of pricing has changed with the pandemic. Despite the general push to make virtual events less expensive, respondents to the survey told Tagoras that some events are not cutting costs compared with in-person events due to the nature of the pandemic, though some are offering different options that make educational resources available to all members, while charging extra for those who can afford a more in-depth approach. “We have heard from many, many of our people who have said their entire training budget has been cut through the end of 2020,” explained Shannon Lockwood, the events and programs manager at the National Institute of Governmental Purchasing. “So we now know that if someone is coming to our event, it’s likely—not just possible but likely—that they’re paying out of their own pocket.”

Sponsorships are more prominent than exhibitor fees in virtual settings—if they’re collected. More than 40 percent of associations haven’t yet monetized sponsorships or exhibitors at prior events, but given the changing environment, demand could rise in the coming years as associations look for new ways to make events profitable. (According to supplemental data from Tagoras, 36.1 percent of respondents expect to integrate a virtual tradeshow component into an upcoming event.) But if they are drawing revenue from vendors, the way to do it most commonly seems to be through sponsorships (31.3 percent), or in tandem with exhibitor fees (20.3 percent). Just 4.7 percent rely on exhibitor fees alone.

The post Four Business-Minded Considerations for Virtual Event Planners appeared first on Associations Now.

Investing Through Crisis: Technology to Strengthen Resilience of Your Association

Written by GSF Editor on . Posted in Federation News, news-feed

During this unprecedented time, associations must leverage creativity, communication and compassion to survive and stay ahead.

As we enter the reopening phase of the global pandemic, organizations face a new normal for how they will operate and how they can grow. During this time, creativity, communication and compassion will be critical to not only survive but also to thrive in this unexpected landscape.

Not surprisingly, technology will play a huge role in how organizations can manage change, adapt and emerge stronger than ever before the lockdown. Here are ways that resilient associations can utilize technology to engage their members, keep their staffers safe and achieve their goals.

Communicate clearly and constantly

Now is not the time to stay quiet. Associations should use every communication tool at their disposal—from email lists to social media channels to free webinars—to give members regular updates on how they are operating. Explain what is going on at the association, offer industry insights and the latest thinking on best practices for businesses—be a resource and let members know that your organization is there for them. Don’t worry about “spamming”—over-communication during uncertain times is vital to combating fear and anxiety.

The same is true for association employees. As most organizations have moved to remote setups, constant communication has been proven to boost productivity and morale. Video and apps are great methods for reaching people at scale, but research conducted by Personify shows that the old-fashioned phone call may be an underutilized but effective way to connect with employees and association members. In fact, it was cited as the best or second-best method of communication by 46% of those surveyed. Phone calls offer a personal touch and refreshing break from the video fatigue so many of us are experiencing.

Staying connected with virtual and hybrid events

The possibility of holding in-person activities and conferences for the remainder of 2020 is very much up in the air, but technology offers a solution that organizations big and small are now utilizing to keep their tentpole events on the books: virtual and hybrid events. Virtual events can range from thousands of attendees interacting with keynote speakers and panelists, to smaller more intimate events where they can connect directly with one another. Hybrid events offer attendees, exhibitors, speakers, organizers and event staff the ability to evaluate their participation in new ways.

Entrepreneurs Dorie Clark and Alisa Cohn shared the following best practices with Harvard Business Review for leading a successful virtual networking event: “Ask each person to spend two minutes introducing themselves with a mix of professional and personal information, such as a favorite hobby or passion.” Once attendees are comfortable, ask specific questions to keep the event on track and avoid it drifting into chatter about what everyone is streaming. Then, at the conclusion of the event (which they suggest having run no longer than 90 minutes) facilitate post-event connections: “After the gathering, send a quick follow-up email with everyone CC’d, thanking them for coming and encouraging them to connect with each other one-on-one, if they’d like.”

Whether it is virtual, in-person or a hybrid event, it is crucial to keep connections going long after the meeting ends. Online tools like Personify Community help extend connections and conversations past the three days of an annual conference, keeping folks engaged the other 362 days of the year. Associations can leverage online communities to supplement their virtual conference with virtual meet-ups, embedded videos and presentations, digital resources, and more.

Invest in forward-thinking

As the country opens back up, resilient organizations will want to move ahead, not yearn to go back to normal. “You can’t necessarily plop and drop what you’d done in person into the virtual world,” Richard Vallaster, director of client relations at Personify, told The New York Times.

Surviving and thriving are about accepting the new landscape and adapting to it. As Jason Wingard, Dean of Columbia University’s School of Professional Studies, wrote for Quartz, “Although at this moment it is difficult to imagine a day when the coronavirus no longer controls most aspects of our lives, I am certain that day will come. And when it does, I believe the smartest business leaders won’t rush back to the constraints of unnecessary formalities, cubicles, or commutes. Instead, they will accept that the future of work has already arrived—and, in doing so, will prepare themselves and their teams for whatever comes next.”

Associations must stay connected with their members to reinforce the idea that we are all in this together. With time, a thoughtful approach and embracing all of the tools at our disposal, associations can come out even stronger when the crisis ends.

Let us know the innovative ways you are keeping connected in the comments below.

Personify—We know this challenging time has created new and unique challenges in engaging with members, managing financials and driving your organization forward. Personify is committed to helping you adapt and emerge from COVID-19 or any crisis, more connected and resilient than ever. Our trusted solutions help you manage during and through these times with digital connections, virtual programming, a single source of truth for your data, and peace of mind for your members.

The post Investing Through Crisis: Technology to Strengthen Resilience of Your Association appeared first on Associations Now.