How the COVID-19 Crisis Is Accelerating the Shift to Online Member Engagement

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Associations that focus on changing up traditional member engagement are more likely to succeed during—and after—the turbulence caused by the COVID-19 pandemic, according to a recent report.

By now we all know everything has changed—in a big way—because of the COVID-19 pandemic. Now it’s time to figure out how to best navigate these waters to come out more successfully on the other side.

The Strategic and Economic Impact of COVID-19 on Associations, a report published last month by Association Laboratory, Inc., points to a shift from traditional membership models to more digital ones. The data backs it up: 57 percent of association leaders said they are expanding investment in online education, 52 percent are looking into virtual conferences, and 62 percent plan on shifting content to a digital platform.

Dean West, FASAE, president and founder of Association Laboratory, said associations have been exploring digital relationships with members for years, so it’s not a new concept. But the trend is being accelerated by the COVID-19 pandemic.

The report recommends a broader approach to engaging members beyond the static framework of singular face-to-face meetings. In the future, West said, it will be more important to combine face-to-face meetings with other association programs to give members a more holistic experience that includes local, national, and online activities. Connecting those dots, where the sum of the association’s parts is greater than its whole, will be “the next evolution of the association business model,” he said.

Specifically, associations will need to:

  • understand how attendees use face-to-face events relative to other forms of engagement
  • use pre-meeting activities to build excitement before face-to-face events
  • give attendees access to content following events so they can present the information to their teams when they return

The goal is to create pathways through membership programs and services—beyond traditional product silos like education, meetings, and advocacy—that will incentivize members as they move from path to path in their experience with the association.

In the short term, West offered three tips for association leaders as they navigate the repercussions of the COVID-19 pandemic:

Don’t panic. “Take a deep breath and don’t do something stupid. Because three years from now, your board is going to look back at whatever you’ve done with a very different eye.”

Look for opportunities. “You can’t look at a crisis only as a threat. You have to consider it as an opportunity to create energy toward strategic change, because we know the crisis will eventually subside.”

Set priorities and assess results. Prioritize programs based on how many members are served, how much each one costs, and what the return on investment is. Then make the tough decisions to drop the ones that are not cost effective or worthwhile. “It’s not that the individual programs aren’t important,” West said. “It’s that those individual programs do not affect a member’s decision to join or to retain.”

The report points out that the association community is known for its ability to quickly mobilize in the face of crisis. “We’ve been through this before with 9/11. We all thought no one would ever attend a meeting again,” West said. “Two years later, the meetings industry was booming.”

The difference between 9/11 and the current crisis, he noted, is that COVID-19 is much more wide-reaching, and no one knows how long the uncertainty will last.

In spite of the daunting challenges and economic impact of COVID-19, West sees a silver lining: Every day associations are discovering that they have both the capacity and the capability to do things differently and more successfully. And the crisis has generated a tremendous opportunity to experiment with new strategies and get rid of things that have not provided value for many years.

“Sometimes,” he said, “you just have to prove to yourself that you can do it.”

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Four Suggestions to Strengthen Your Remote Employees’ Security

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As associations take their work remote, it’s becoming increasingly essential to have security strategies in mind that account for local Wi-Fi access and personal devices employees might not otherwise bring to the office. Here are some strategies to consider.

With more staff  than ever working outside of the office, the attack surface is in many ways both larger than ever and outside of your control.

Which can be a huge problem if you don’t have a plan to manage things remotely and keep users’ data safe in an array of environments. Some of the best solutions involve guidance; others involve strengthened security.

Read on for a few tips to keep remote employees secure in a home environment:

Multifactor authentication matters more than ever. If your organization once saw your office’s security mechanisms as a useful way to ensure that only approved people would be able to access a platform, a change in location basically ensures a change in dynamic. As CIO notes, now is a good time to take steps to strengthen security, particularly when it comes to multifactor authentication, such as smartphone apps like Google Authenticator or even physical keys.

Get your employees to secure their routers. An open Wi-Fi network is the kind of bad news that can let in bad actors, especially in relatively tight environments such as apartment complexes where neighbors are separated only by single walls. The security firm Kaspersky recommends both ensuring that your users’ Wi-Fi passwords are set, as well as ensuring the router itself has its login information changed. “If you have never changed the login and password required to enter the router settings, do so now,” the company explains. “The default passwords for many models are not only too weak, but also known across the Internet and easily searchable.”

Discourage the use of personal devices for work purposes. In an article for Security Boulevard, writer Francis Dinha notes that the use of computing devices at home often means that users could be taking a more lax approach to using their personal machines on the job—which can create security problems down the line, especially if they’re letting others use their laptop or desktop machine. “Now that those personal devices are connected to your company network, it’s important that they understand: It’s time to treat every device like it’s a company device,” Dinha writes. “Set a clear protocol in place, with potential discipline if that protocol isn’t followed, that no one is to share their devices with anyone outside of the company. Make sure you communicate these expectations clearly with your team.” If you’re giving them work devices, you should take steps to bar them from using their personal devices to get on the corporate network.

Discourage the use of external media. A recent guidance document from the United Kingdom’s National Cyber Security Centre notes that USB drives can lead to the theft of data or even potential malware infection. “USB drives can contain lots of sensitive information, are easily misplaced, and when inserted into your IT systems can introduce malware,” the agency states. The guide recommends that organizations only allow storage devices that have been explicitly allowed by the organization itself.

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How to Look Your Best When Videoconferencing

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As we move into the new normal of remote work during the COVID-19 crisis, we are spending more time on video calls than we have in the past. Two experts offer tips for ensuring your visuals look top notch.

In this time of social distancing, many association staff are meeting with colleagues, members, and others virtually with teleconferencing. While being able to see people online is fabulous, it’s important to look professional to ensure you get your message across.

“We are so used to doing things by phone that we don’t think about the visual impact,” said Sheri Singer, founder of Singer Communications. “The visual becomes part of your message, and you don’t want the visual part to distract from what you’re saying.”

Singer and Kiki L’Italien, CEO and host of Association Chat, offered tips for work-from-home videoconferencing. (Images are courtesy of Associations Now‘s Julie Shoop, who reports having a great time taking bad photos of herself.)

Lighting. When at home, many enjoy sitting near a window. Great in person, but not on camera. “They look like they’re in the Witness Protection Program; you can’t see them,” said L’Italien. “The light source should be behind the camera, so you are facing it.” If you have the inclination, L’Italien prefers ring lights and she recommends using three-point lighting: where light hits your face, and also comes at you from both the left and right.

Background. Got books on the shelf? It may be distracting, as your tele-buddies try to read your titles. Pictures of your kids? “That’s a privacy issue,” Singer said. “So, people have to ask themselves if they want that in the shot.”

L’Italien recommends finding a clean space just big enough to fill your shot. “The rest of the space you are in can be a tragic mess, but if what is behind you can be in order, then you’re in good shape,” she said.

Frame the Shot. “You want to be in the middle of the frame. You want it to look like someone is actually talking to you,” Singer said. “Don’t stand up and be far away from your camera. You don’t want people to be straining to see your face.”

Also, be mindful of the camera placement. “For some laptop models, the camera is coming from the lower part of the screen, so everyone is looking up your nose,” L’Italien said. Purchasing an external camera you can position, or raising your laptop (set it on books) can help avoid up-the-nose shots. L’Italien suggested aligning the camera with your hairline for a good face shot.

Dress for Success. If you’re a laid-back office, it is fine to dress similar for teleconferencing, but be mindful of your audience. “With members, you want to come across as professional,” Singer said.

Makeup. Both Singer and L’Italien suggest that everyone wear makeup to avoid shine on your face and to ensure you don’t appear washed out.

Keep it Simple. “Keep gestures to a minimum,” Singer said. “Too much hand gesturing is very distracting.”

Use the Camera. Some people may think it’s easier just to turn off the video. Not necessarily. “It might be to your detriment,” L’Italien said. “You might look like you’re not a team player.” However, sometimes the camera has to go off…

Stuff Happens. “If the dog starts barking, know where the mute button is. If your kid comes running through naked, know how to turn off the camera, and collect yourself before you rejoin,” L’Italien said. “The best way to recover from an interruption is not to act like nothing happened. If there are interruptions, address them, laugh, and move on with your meeting.”

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How Organizations Can Cope With the Financial Fallout of COVID-19

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Just weeks into mandatory stay-at-home orders, conference cancellations, and new laws requiring paid leave for coronavirus, many associations are wondering how to stay afloat financially. Two experts offer some tips.

Associations reeling from the economic impact of the coronavirus—from cancelled events to new sick and family medical leave requirements—are wondering what they can do to make sure their doors stay open. I spoke to two experts who offered some options.

Andrea Wilson, partner at BDO, an international accounting and tax advisory firm, said associations should look at their finances realistically and assess where they are and where they’re headed if the current trajectory holds.

“You have to ask the questions: What happens if we lose 20 percent of our funding, 30 percent, 40 percent?” Wilson said. “That way you can predict the impact on people. You know at what point we have to furlough, and you have identified in advance points when you have to act.”

How an association acts will depend on its individual finances. “I don’t think there is essentially one silver bullet for everyone,” Wilson said. “People in finance need to go through and do that contingency planning and ask questions like, Do you tap into the reserve?’”

Dipping into reserves has many variables, Wilson said, including investment allocations and expected financial need, which advisors can help the association understand. Wilson said it’s also important to understand how reserve access is structured at your association. “Does that require board approval?” she asked. “If so, how are you engaging your board throughout this process so that they are ready?”

In addition to association-based resources, the government has help. The newly passed Coronavirus Aid, Relief, and Economic Security Act offers some benefits for associations. Jeffrey Tenenbaum, an attorney specializing in nonprofit law, created a resource sheet to help organizations understand which benefits they’re eligible for.

The most lucrative portion of the CARES Act, the Paycheck Protection Program, provides loans of up to $10 million that are forgivable if spent on operating costs, including payroll, rent or mortgage, utilities, and group health premiums. PPP is available to some businesses and 501(c)(3) organizations, but Tenenbaum noted that 501(c)(6) groups are ineligible for the program.

Since some 501(c)(6) associations have related foundations that file as a 501(c)(3), I asked Tenenbaum if those associations would be able to get a little relief by applying for a PPP forgivable loan to pay foundation staff. However, Tenenbaum said that’s generally not going to work. “Most associations that have a related foundation have all the rent, mortgage, payroll, group health in one entity—and it’s the association,” he said. If those expenses are housed in the 501(c)(6), PPP can’t be used.

However, if your association is a 501(c)(6), don’t panic. ASAE and other associations are calling on Congress to add more economic relief for associations. Within the CARES Act, there are a couple of options. If you need a quick hit of cash—even if it’s not a lot—apply for the Economic Injury Disaster Loan Emergency Advance.

“That’s a $10,000 loan that does not have to be repaid if you spend it on paid leave, payroll, or paying economic obligations,” Tenenbaum said. “While it’s not huge, it’s certainly something.”

For longer term needs, look at Economic Injury Disaster Loans. “While it’s not as beneficial as the Paycheck Protection Program, most notably that the loans are not forgivable, it is still a very beneficial loan program,” Tenenbaum said. “You can get a loan up to $2 million.” The loan term is 30 years and interest rates are low: 2.75 percent for nonprofits.

In addition to the loan programs, the CARES Act also includes tax relief if an organization has not used PPP. The Employee Retention Tax Credit is a 50 percent tax credit for wages paid by the employer, up to $10,000 per employee. The CARES Act also allows employers to delay payroll taxes between now and Jan 1, 2021, and those taxes wouldn’t have to start being paid until December 2021.

Tenenbaum noted that there is concern these programs might run out of money, which is why he recommends applying as soon as possible.

What is your association doing to deal with the financial hurdles created by the coronavirus crisis? Please tell us in the comments.

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Five Ways to Create Better Engagement During Virtual Events

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Taking your conference virtual doesn’t mean you have to lose the networking and interaction that occurs at your in-person events. Some ideas for building better online engagement. 

As more associations convert their in-person conferences into virtual ones due to COVID-19, many are concerned about the ability to replicate the interaction, networking, engagement, and hallway conversations that are staples of face-to-face events.

On an ASAE webcast earlier this week called “Tips and Tools for Creating and Awesome Virtual Event Experience,” the two presenters said it is definitely possible—you just need to be thoughtful and creative.

Here are five ideas that 360 Live Media Director of Experience Design Beth Surmont, CMP, CAE, and Matchbox Virtual Cofounder and CEO Arianna Rehak shared during the webinar:

Prepare your speakers. “It is extremely difficult to present to nobody,” Surmont said. “A lot of speakers feed off their audience. So, the first time you present to no one, it is very strange experience and it can throw people off.” That means associations need to talk to their presenters about what to expect—and also what they can do to deliver the best experience to attendees. If they’ll be on video, that includes having a clean background (“think newcasts,” she said), wearing clothing that is not distracting, and having front lighting.

Get your audience ready too. “It’s very important to bring a specific level of intention to your virtual event to help your audience understand how they can have the best experience,” Surmont said. Tell them how to engage. “For example, submit your questions here. Raise your hand this way,” she said.

Surmont  suggested thinking of engagement through four dimensions: physical, physiological, intellectual, and emotional. For the physical dimension, for example, consider where people are participating from and offer tips on how they can create the best environment for themselves: “Keep your door closed, or put a sign on your door so you won’t be disturbed,” Surmont said.

Build a virtual environment that’s conducive to conversation. “While pre-recording sessions often gets a bad rap,” Rehak said, doing so allows speakers to engage actively in the conversation that is going on while attendees are watching their session. “The speakers love this by the way,” she said. “They are seeing their content come to life.”

If you do go this route, Rehak recommends having chat animators who “create a positive conversational environment that signals to other that they can join,” she said. “That can be as simple as being the first to say, ‘Hey, really excited to be here and get started.’ That will set the right tone.”

Host virtual roundtable discussions. “If you want attendees to dive into a specific topic, you may want to consider video chat breakout rooms,” Rehak said. “It’s really a way for folks to meaningfully connect with one another.”

To make this happen, have a designated facilitator in each room so the conversation stays focused and gets people talking. If your association is unable to provide multiple facilitators, Rehak suggest supplying each room with a list of guiding questions. “You want to give them a sense of purpose around their interaction together,” she said.

Offer a little bit of fun between sessions. Create moments between sessions that capture people’s attention. For example, you can provide additional content during breaks, such as meditation or a trivia game. Or if you have awards to present, consider playing short videos of the winners. “Really, the world is your oyster in terms of that you can offer attendees during these breaks,” Rehak said.

What ideas have you implemented for introducing engagement and conversation during your virtual events? Please share in the comments.

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Leading During a Pandemic: Setting Strategy, Virtually

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As virtual meetings become the new norm, more associations will need to Zoom strategic discussions. Here’s how to make that process effective.

The past few weeks have given many of us a crash course in teleconferencing. We’ve set up Zoom meetings, watched our colleagues’ cats and children stray across our feeds, and most likely discovered that short virtual meetings can be effective for small groups in your office.

But what about more complicated, days-long strategic conversations with a far-flung board? As travel restrictions and social distancing guidelines remain in place, more associations will have to conduct their board meetings virtually. And getting that right will require more of organizations than making sure everybody has a Zoom link.

You have to be paying attention to who has spoken, who is engaged, and who hasn’t spoken.

Earlier this month, association leadership consultant Lowell Aplebaum, CAE, helped coordinate a day-and-a-half leadership retreat for the board of the Construction Specifications Institute (CSI). The rapidly changing situation around the coronavirus meant that some were able to travel to Chicago for the meeting, while some were stuck at home. It was, accidentally, a hybrid board event. Aplebaum shared a few of his insights about the experience on LinkedIn, and I wanted to hear more about what worked during the event and what challenges strategy sessions still face.

The bottom line is that the system can work: “I’m not sure there’ll be a run to embrace all virtual all the time, but I think there’ll be more latitude toward hybrid approaches,” he says. “We’ve gained experience enough in this way of functioning digitally that we can blend in-person with virtual in meaningful ways.”

Aplebaum offers a few tips for how to make the most of a virtual or hybrid board meeting:

The conversation leader needs to be free to lead. Whether it’s the board chair or the CEO directing the conversation, that person should not be expected to be the ad hoc IT staffer in addition to moderating conversations. Assign a person to handle the technical issues. “In a digital environment it’s nearly impossible to be both a facilitator and contributor,” he says. “You need a back-end person to take care of logistics and knowledge capture.”

Recognize that virtual conversations aren’t introvert-friendly. A board member who is cautious about engaging during in-person meetings may feel all the more so in a virtual environment. A mass of little video boxes can be intimidating, and as Aplebaum points out, the virtual environment repels quiet—people will talk to fill the space. So be intentional about gathering input. “You have to be paying attention to who has spoken, who is engaged, who hasn’t spoken,” he says. “It’s harder for there to be moments to pause and process. A facilitator has to be really intentional about inviting voices you haven’t heard.”

Kill oral subcommittee report-outs. Kill them dead. Extended chatter from committee chairs about finance, events, membership, and so on can be boring on a good day. In a virtual environment those reports can feel like sitting through the most tedious, slow-moving art film you can imagine. “Do you really want every group reporting out for five minutes? That’s an hour of just sitting and passively listening except for your five minutes from your group,” Aplebaum says. “Take advantage of a digital platform to have the groups report out through digital means. During a break, have the facilitator go through it and then come back to the group with overarching themes that emerged from all the groups.”

Icebreakers and opportunities to connect still matter. Overall, Aplebaum says, the CSI retreat was a success: “We heard that every person felt that they were engaged and invited and there was space for their voice.” But the experience showed that even the best-planned virtual meeting will leave some people craving opportunities for social connection. Setting up a virtual “happy hour” where people can connect over meals can help. So can group activities that encourage people to share something personal. After all, these days people have their personal lives near at hand.

“One thing that I would do next time is have everyone find their beverage and then pick one picture on their computer or phone that shows me something about your life,” he says. “Or a physical object in your home. Something that tells the story of who you are, that lends itself to personal narrative. That can build cohesion in the group.”

Whether it’s leading virtual meetings, managing staff, or coordinating with stakeholders, I want to hear how you’re putting your leadership skills to use during COVID-19. If you have a story to share, please drop me a line at mathitakis@asaecenter.org.

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Tips for Hosting a Successful Virtual Event From a Group That Did It

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After CoreNet Global postponed its Global Summit in Singapore due to coronavirus, the association created a free virtual summit. With a successful meeting behind them, CoreNet’s CEO shares some advice for those wanting to host a virtual event of their own.

Five weeks out from its Global Summit, which was scheduled to take place in Singapore in early March, CoreNet Global found itself  having to make a decision many associations have faced in recent weeks: Should it cancel the event due to the coronavirus?

Ultimately, the corporate real estate association postponed the event, which was expecting 800 attendees from more than 20 countries, until March 2021. But CoreNet Global didn’t want attendees to wait a full year to get some of the learning the onsite event had promised.

“We knew we wanted to offer something else to our members,” said CEO Angela Cain. “We also knew that the coronavirus had them dealing with issues they could have never imagined months ago, so we wanted to help address those needs as well.”

The result: APAClive, a two-day complimentary virtual event that took place on March 11 and 12. The virtual summit featured much of the same content as the scheduled CoreNet Global Summit, Singapore, but had an added emphasis on business continuity planning in light of the global crisis presented by COVID-19.

Cain said 1,000 people from 20 countries signed up for the event, and anywhere from 250 to 400 people popped in and out of the six sessions offered. “It was better attended than we expected,” Cain said. “We definitely intend to do more of these.”

With a successful virtual summit behind them, Cain has some advice for other association execs who are working on putting together a virtual event of their own:

Rely on the experts. CoreNet Global was seasoned in offering webinars and other small-scale online events and already had a platform in place that they could use to stream the virtual summit. But Cain said it was clear that internal staff didn’t have the depth of knowledge required to pull this off by themselves. “We really had to turn to our vendor to help us with preparation and execution,” she said. “There is so much more that goes into it than you would ever expect, so you need a partner you trust and can rely on to help you get the job done.”

Rehearse, rehearse, rehearse. Before going live, the team spent hours rehearsing with the equipment, technology, and presenters to work out any kinks. “Most of our speakers weren’t used to presenting virtually, so we had to make them comfortable with that,” Cain said. “And since our speakers were located around the world, we also had to make sure they had the right equipment in their homes or offices. We actually sent them headsets.” The summit’s schedule was crafted with 20 minutes between sessions to ensure that connections were working and that speakers were properly set up.

Take your sponsors into account. CoreNet Global knew it wasn’t only attendees who would be missing out when the conference was canceled; sponsors would too. To bring these sponsors some value, the association automatically included them as sponsors of APAClive. “We wanted them to have a space in the virtual summit, so during the sessions, their logos appeared on a loop,” Cain said.

Post the content online. As many members were busy dealing with the immediate impact of COVID-19, CoreNet Global realized that attendance to the virtual summit could be limited. That’s why recordings of the sessions were made available online for people to listen to when it worked best for them. “We wanted everyone to have access to this information,” Cain said, “not just those who could watch from their laptop during a specific time of day.”

Cain said the experience created an opportunity for some major team bonding. “It was amazing to see our team pull together in this way,” she said. “Since we were broadcasting the event in Singapore local time, which was 12 hours ahead, I had a team of people in my office here in Atlanta at 3 a.m. who were determined to put out the best event for attendees. I’m extremely grateful.”

If you’ve transitioned an in-person event to a virtual one, what lessons have you learned? Please share in the comments.

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Email Marketing Do’s and Don’ts During COVID-19

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What to do and what to avoid when it comes to connecting with your audience during the current public health crisis.

Have you been flooded with emails from what feels like every place you’ve ever bought a cookie?

To be sure, some of the correspondence is welcome and quite helpful. It’s your favorite Italian restaurant letting you know they remain open for takeout and delivery or the travel company sending you information on how to easily cancel your upcoming trip to Spain.

If your product or services are affected by COVID-19, then your customers would probably appreciate an email update, according to Campaign Monitor.

The somewhat less helpful is what Fast Company called the “Brand Friend”—“This is where brands who have built a direct line of communication with customers feel obligated to at least acknowledge the situation, even if it’s just to say hi with a ‘We’re all in this together’ drum-circle vibe.”

The third category are the ones marketing experts say can easily alienate recipients: emails that don’t impart anything of value, are basically a rehash of what folks already know about the pandemic, and feel almost like a cheap attempt at driving engagement.

“Be helpful, relevant, informative, constructively distracting, or authentically compassionate,” Ryan Ku, head of strategy and brand innovation at Eleven, said in Fast Company.

“Recipients are hungry for something new,” says Jay Schwedelson, president and CEO of Worldata, according to MediaPost.

Consider Your Audience

To the dozens of companies that have sent out COVID-19 emails to their “communities”, I haven’t read a single one of your emails.

However, it’s been a great reminder of all of the email lists that I need to unsubscribe to.

So, thank you.

— Parker Ehret (@parkerehret) March 15, 2020

Another thing to keep in mind at this time? Cancel any campaigns that simply don’t make sense given current government recommendations about social distancing and travel. An example of why this matters: Spirit Airlines sent out the prescheduled email “Never A Better Time To Fly” right as COVID-19 was upgraded to a pandemic.

So, what should you be doing? Offer resources for your community, like free livestream yoga or meditation classes, or organize food dropoffs to the people who cannot leave their homes.

Above all, be generous. “That’s what people will remember when this is over,” Reuben Turner, co-founder of the Good Agency, told The Drum.

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How Should Associations Approach a Corporate Sponsorship Opportunity?

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According to a new report from Classy, it’s important to focus on what a potential corporate sponsor can get out of a partnership just as much as how it can benefit your organization.

Whether it’s an event, an initiative, or a donor roll, corporate sponsors are often a key part of what allows associations and other nonprofits to fulfill their respective missions.

So how cab you convince them to work with you? According to Classy, a fundraising software firm for nonprofits, it comes down to mutual back-scratching.

“Corporate sponsorships typically provide nonprofit organizations with financial support in exchange for the corporation’s brand exposure,” the company stated in its ‌The Nonprofit’s Guide to Pitching to Corporate Sponsors [registration], available in PDF and podcast. “Beyond this basic exchange, there are several additional benefits for each party in the relationship.”

Often, Classy says, the collaboration helps nonprofits increase marketing efforts, draws in new supporters, and boosts brand associations. For corporations, it helps increase brand perception and exposure, creates opportunities to take business back from competing brands, encourages consumers to pay more, and even boosts employee satisfaction.

There are lots of ways this can work, from in-kind donations to cause marketing approaches. But there is always room for pitfalls—Classy cites how the well-known breast cancer nonprofit Susan G. Komen partnered with the fast-food chain KFC, which ended up angering supporters of Komen. “An ill-fitted match could damage the public perception of your brand and have long-term negative repercussions.”

Perhaps that’s why nonprofits tend to take it slow when picking a brand for a partnership. Classy cites data that nonprofits can take between six and nine months to find the right partner and to negotiate a deal for $100,000. The process is often slow because of the amount of outreach required. The report finds it’s often a five-step process:

  1. Initial contact (over email or call)
  2. Pitch deck/value proposition
  3. An in-person or virtual meeting
  4. A specific proposal
  5. Following up

Many nonprofits are doing this kind of pitching for sponsorships at the same time, with a focus on the potential sponsor’s goals.

“The key to navigating interactions with your contacts at a company is to remember that you’re presenting them with a business opportunity,” the report states. “To sustain their attention, you need to create communications materials designed with their goals in mind.”

The report offers tips on things to keep in mind when building the pitch deck and presenting to the client.

The key, says the report, is nurturing: “Nurture your relationships with organizations aligned with your goals and values, and you will identify partners that have the potential to grow beyond one campaign or event.”

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Eight Ways to Stay Healthy During Coronavirus Social Distancing

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With many employees working from home—thrust into close quarters with relatives and distanced from coworkers and friends—an expert says it is important to practice self-care.

After federal health officials recommended people socially distance themselves to reduce the spread of the COVID19 coronavirus, many schools closed and numerous associations asked their employees to work from home. This sudden change of workspace, coupled with additional childcare responsibilities in some cases, can create stress for employees, said Nabil El-Ghoroury, Ph.D., CAE, executive director of the California Association of Marriage and Family Therapists (CAMFT).

“It effects your work tremendously if you aren’t coming into the office,” El-Ghoroury said. “The ability to be productive is changed, particularly for working parents. Also, social contacts—we are social people. Being isolated is pretty challenging, particularly for extroverts.”

He added, “This is definitely going to test people’s relationships, even your relationship with your kids. This poses some unique challenges.”

To help association professionals deal with those challenges, El-Ghoroury offered eight tips.

Practice self-compassion. Realize that in this time when meetings are being canceled, travel is stopped, and supplies are limited, things are not going to all go as planned. “You have to forgive yourself,” El-Ghoroury said. “Let’s just get through this for the time being.”

Reassess expectations. “This also relates to self-compassion,” El-Ghoroury said. “It’s going to be hard to hit targets on the strategic plan or for revenue.” He advised reassessing what you can do within the lens of the current environment.

Assemble your team. El-Ghoroury said to make sure you have the right people on the team to help you do your job in this quickly changing environment.

Make a plan. Determine what will work best for your office environment, which may or may not be everyone working from home. CAMFT chose optional work from home, so people can go in if they prefer. El-Ghoroury said an association colleague told him they are rotating different teams into the office, so sometimes a team works from home and other times that team works at the office in a socially distant manner.

Stay connected. It’s important to connect with people in your office, as well as colleagues. “We have to be intentional about staying in communication,” El-Ghoroury said. “You can’t just walk with your coffee cup three doors down and see people. We have to plan FaceTime or Zoom. Also, reach out to your association colleagues. You can get great ideas from other folks.”

Limit your news consumption. While certain details are important to know for public safety, El-Ghoroury said, beyond that, it can raise anxiety. “Turning it off can really help with your stress,” he said.

Take a break. When people work from home, work can easily bleed into home-life, but El-Ghoroury contends separation is important. “Take breaks and consciously stop working at a certain time,” he said. “We can’t sprint a marathon. You have to pace yourself.”

Practice healthy habits. El-Ghoroury said it’s important to move healthily through your day at home, including eating right, taking walks, and exercising.

El-Ghoroury said right now people are still in the early stages of this crisis mode and things will become “more stable” as we get further along. He added one bonus tip: “Laugh,” he said. “Laughing really relieves stress, and there is only so much you can do.”

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