Career Development – What Mentoring Can Do For You

Mentoring is often defined as a professional relationship where one person (i.e. – the mentor) helps another person (i.e. the mentee) with professional and personal growth.  They work together to develop specific skills and knowledge that will help enhance the mentees career (within their current role, or preparing for future career paths).

What we have found to-date with the Ottawa-Gatineau Chapter of CSAE’s mentor program is that mentors and mentees are learning from each other – while the mentee benefits from the experience and knowledge of their mentor; the mentor in turn is learning from the mentee just as much – in many cases about technology, new, “fresh” ideas for marketing and communications, and how an employee in a junior position at an association perceives an operational structure.

For the purposes of this article, we have interviewed a series of association executives; all who have participated in the local program in years past.  Some have agreed to speak publically about their experience, others preferred to remain anonymous, but all provided feedback that could and should be shared with the chapter.

The interviews were conducted without specific questions in mind; it was a conversation with each individual to hear from them specifically what they felt was beneficial from participating in the program.

“Working in an association with a very small staff set, it was important to me that I found someone who was in a similar situation as I was, who either currently is, or has, ‘lived what I was living’.  We could exchange ideas, operational experiences, and listen to each other’s ideas”, says Robin Jackson, Executive Director of the Canadian Federation of University Women.

“I must admit, I wasn’t sure it was going to work out with my match, and frankly, neither did she”, says Sangita Kamblé, Executive Director of the Canadian Occupational Therapy Foundation.  “We were too much alike, and frankly, we were not sure how we could benefit from this.  But after meeting with my mentoring partner, we clicked.  It is very much an equal exchange; we share concerns, ideas, etc.”

What are the benefits of mentoring?

There are many…too many to highlight in one article.  But; some benefits include encouraging/enhancing business initiatives; professional development; breaks down the “silo” mentality between generations, industries, and job functions.

One anonymous supported said that “It moves you beyond your typical circle of professional relationships.  With the chapter’s program, the ‘match-making’ is someone else’s responsibility; by using some questions to help determine the pairings (i.e. what you want out of this).  Then they match you up with others who are looking to help with those areas.  I cannot speak to everyone else’s experience, but I was paired with someone outside of my industry.  I was new to my role, and with this program, I got to look at new approaches, which helped me grow in my position, and my organization.”

Mentors benefit by learning other areas of an organization; or an industry, gaining satisfaction in sharing expertise and experience with others, and in turn, having a new perspective that helps with their own professional and personal development.

“Looking back to when I was very new to associations (and to being an Executive Director); I really could have benefitted from a program like this.  I certainly feel that I reasonably invested my time as a mentor”, says Duncan Grant, Executive Director of the Association of Canadian Archivists.

Mentees benefit by learning specific skills and knowledge to help them advance their careers; gaining from the mentor’s expertise, and they have someone who will listen when they are frustrated; or wanting to share successes.

“I spent a lot of my time with my mentor focusing on articulating my core competencies and highlighting my unique skills.  It’s not always easy to do this on your own, and the help my mentor provided was fantastic.  I know that I can fall back on her for advice if needed.”, says Geraldine Hyland, Manager, Member Services at the Canadian Library Association.

About the Mentorship Program

The Ottawa-Gatineau Chapter of CSAE conducts assessments during the summer months, and then matches the pairings in September.  From September-May; it is up to the mentor/mentee pairings to set up a schedule to meet, chat, etc.  The Chapter volunteers circle back in January to check in and ensure that everyone is going OK.  Our “official” involvement ends in May; and it is up to the pairings if they want to continue or not.

“My match and I have been at this for over 1.5 years; and it doesn’t show signs of stopping yet”; said Sangita Kamblé.

“I do not run in the same circles as my match.” said Geraldine Hyland. “I doubt we would have come across each other in an in-depth way as we have through this program.”

Another anonymous participant said, “We are still in touch monthly.  It is largely in part of both of us recognizing that you have to put an effort into it to get anything out of it.  We are both interested in keeping it going.”

“Members should really be taking full-advantage of this program – there is a wealth of knowledge available to you as a result – on both sides.”, says Duncan Grant.

Interested in participating in the program?  Contact the Chapter Executive for further details.

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Succession Planning – an Important Part of Association Leadership

CSAE Ottawa-Gatineau’s February luncheon and presentation “Succession Planning – an Important
Part of Association Leadership” was generously hosted by the Hilton Lac-Leamy and sponsored by
the Chapter’s professional development partners, Ottawa Tourism and the Shaw Centre.

Succession planning is not an issue that many organizations address in any systematic way. Because most not-for-profit organizations have limited resources and deal with a variety of organizational challenges, thinking about who the next CEO might be or what would happen if the Director of Finance suddenly left is often not high on the priority list. However, not only do association leaders need to think about how they will continue to fulfill their mission if a key staff member left, they also need to address changing demographics and the realities of today’s workforce capacity.

Although the type and extent of planning will be different, organizations of all sizes need to have some sort of succession plan. With careful planning and preparation, organizations can prepare for a generational transfer of leadership as well as the ongoing changes that occur regularly when key employees leave an organization.

Three association leaders, Jody Ciufo, Executive Director, Canadian Housing and Renewal Association, the national voice for the full spectrum of affordable housing issues, Ondina Love, CAE, Chief Executive Officer, Canadian Dental Hygienists Association (CDHA) and Paul Melia, President and Chief Executive Officer, Canadian Centre for Ethics in Sport (CCES), led by moderator Nancy Barrett, CAE, Association Management, Consulting & Evaluation Services (AMCES), shared how their organizations are dealing with the issue of succession planning.

The takeaways from this session are:

• Small associations typically have to look externally for replacements should a key staff resource leave. It was also emphasized that providing existing staff with opportunities for development will help retain stars within the organization.
• A succession plan policy is important and should be reviewed annually.
• Boards may consider having an insurance policy for the CEO to fund the transition and executive search costs that would be incurred if she/he had to be replaced due to death.

Medium and large associations could deal with a sudden departure as follows:

• Senior staff should be trained and prepared so that the CEO’s duties can be shared among them while a replacement is found.
• If feasible, a Chief Operating Officer position could be established. The COO would understand all aspects of the organization’s operations and could step in in an interim capacity should the CEO leave. 

Image courtesy of renjith krishnan at FreeDigitalPhotos.net

Motivating Your "Difficult" Team Member

In a leadership role within your association?  Then your job (whether it is written in the job description or not) includes motivating your team.  And not just from time to time, successful organizations motivate daily.

Here are a few things you can do to motivate your "difficult" team member:

Got Problems Internally?  Don't Shy Away - Deal With Them!

Whether they are constantly calling in sick, on their phones texting, or simply not engaging in team meetings, don't wait t address the situation until there is a significant pattern; or perhaps waiting for someone else to notice, deal with them.  If you let it go with that ONE individual, others will notice, and possibly follow suit.

Be Objective (Even When It Hurts)

If you are frustrated, you can make rash decisions, that may affect everyone else's day, and roles.  If you think that your personal opinions may get in the way, then instead of worrying about whether or not any sort of bias will show, gather a team of managers - those who work directly or indirectly with the individual to conduct a review.  Base any conversation on facts, and see if there is a need for any additional training.  The individual may not have learned a particular skill in the way they needed to in order to be effective, so allow them the time to respond to any issues.

Have the Conversation

Tell them how you (or your management team) feels.  But allow them the time to express their position too.  The conversation should include both sides exploring ways to solve the issue.  But don't expect a resolution right away.  In many cases, you will have to allow some time to think about possible avenues, to formulate the best decision and critical path.

Follow-Up

Now that you have had your conversation, and have both agreed to the right plan for the situation, don't just move on -- your employee may not know where to start in order to fix the issue.  Help them explore job-shadowing, professional development, or set aside time weekly to go through the parts of the job that they are simply not "getting".  Following up is more than just an ongoing, conversation, is action.

Recognize the Change

After the time invested on both sides, hopefully you will see positive change.  At this point, some leaders just "move on" to the next issue, but don't allow yourself to re-focus on something else without recognizing your team member's efforts.  It can be a simple chat, or some other reward that you deem appropriate.

What else could you be doing to motivate and change a difficult team member?

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Challenges of Being an Executive Director

In case you didn't see it, in December 2014 Huffington Post published a fantastic article called "No One Told Us! The Unspoken Challenges of Being an Executive Director".

The following are a few paragraphs from that article that hit home:

Your salary per hour is actually not very good. The job never ends, and every part of the role is legitimately important. Recruiting, developing and retaining talent? It's the most critical part of your job. High-level fundraising and management of key external relationships? Only you can do it. Ensuring the quality of your program? It's the bottom line. Being visible at community events? You have to show up. Responding to emails and requests in a timely fashion? Non-negotiable. But when do you sleep? Eat dinner with your kids? Focus on passions and interests other than your job? If you're always working, you lose a piece of yourself...and even if you are paid well in theory, it can be hard to put a price tag on sacrificing so many other parts of your life. As an ED, you need to understand your full job description so that you can knowledgably negotiate your salary and enter your role with eyes wide open. Advocate for yourself as strongly as you will surely advocate for your cause.

It's exhausting to constantly have to inspire people. My EDs often lament about the energy they need to exert in order to recruit board members, motivate staff members, and woo donors to invest in their vision. When you breathe something to life and believe in it with all of your being, it can be downright offensive when people seem uninterested. Having to relay the same story over and over again about your vision, what problem you're solving, and why your organization's impact is worthy of note can be tiring. Conversations will bleed into one another, and it can be hard to remember who has heard a specific story or anecdote. You never want your pitch to get rote, and keeping that spark alive for the 400th time can be an exercise in personal motivation. Some EDs revise their pitch regularly to keep it fresh, and others give themselves a week off here and there where they are largely internal so that they can re-energize.

Even when it's time to go, it's impossible to leave. Because you are so committed to your organization's mission, (this is especially true for founders), and because your identity is so intertwined with your role, it can be extremely difficult to separate from your job. Many EDs worry that they haven't built a strong enough bench to leave the organization in a stable place, and they don't feel comfortable leaving because they are worried things will deteriorate. (Make a note - building a bench is something you should think about long before you ever want to leave your job.) You may feel pressured by outsiders who believe that if you don't stay in your role forever your contributions weren't authentic. This is unfair...you don't owe your entire life to anyone. It is wrong to negate someone's genuine contributions as they walk out the door in an attempt to dissuade them or others from leaving. EDs can set the tone for this by being genuinely appreciative for the contributions of their staff and board, and by treating any departures with graciousness.

Want to read more?  Click here for the original article.

Image courtesy of hywards at FreeDigitalPhotos.net

What Else Can You Be Doing To Retain Your Members?

Defining your value with your members is a high priority on every association’s list. Here are a few ways that you can increase your value:

Start by Truly Engaging Your Members

Cited as a common problem in most associations, we struggle to get our share of our member’s time, and the time we do get we are torn with promoting products and services, and truly finding ways to have meaningful conversations.  What are you doing to ensure that they feel significant?  One way is to seek their help to solve a problem they have raised.  Did they not like the last conference?  Ask them to volunteer their time.  Disagreeing with a certain association policy?  Ask them to nominate themselves (or, be nominated) to sit on the Board of Directors.  Asking for their help with show that you have heard their issue, and are seeking their assistance to solve the problem.

Don’t forget Lapsed Members

Sometimes, members just won’t renew.  Possibly because they were not satisfied, but other reasons could include retirement, maternity/paternity leave, or they simply just forgot.
It is crucial that you find out why.  If they have no intention of returning, organizations should have a set series of questions and conduct an exit interview, so that as a whole, you can learn from these experiences, and create change.  Asking them if there was anything you could do to have changed their mind, etc.  At times, you may be able to bring some back – other times, you won’t.  But don’t just let them walk off into the sunset without finding out WHY.

Don’t Be Slow to Make Changes

We often find that while the world is changing rapidly, associations are slow to adopt.  There are certain theories about this – fear, board involvement, and lack of expertise come to mind.  But there are ways to overcome those.  Moving towards making faster decisions should be part of your strategy.  Whether this means finding the right team to help you along the way, or moving from a working Board of Directors to a Strategic one, put policies in place to ensure that your association keeps up with the times.

What else could you be doing to create, maintain, and show value?

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

Thinking of getting your CAE?

Making the decision to go for my CAE was the end of a process of consideration for a number of years.  Timing and really arriving at the right moment in my career made the difference.

Ultimately, it was landing my first job as an Executive Director that got me to take the plunge. Obviously knowing enough to get the job, I still felt that there was wisdom to be gained from those who had proceeded me, my colleagues, and through the resources I would read.  Inevitably, with the eyes of members on me waiting to see what I could do for the association as a “rookie”, there was comfort and assurance to be able to draw from the CAE experience, my colleagues, and dare I say, the ability to state that I was studying for my CAE!

Throughout my studies, I found that the CAE program was a great forum to make contacts and bounce ideas off of colleagues.  I learned a great deal with the innumerable amount of articles and resources available, not to mention the experiences from others through the forum discussions.  Later as I came to the point of looking to advance onto another role, I very much found that the CAE designation has been a definite career advancer.  While not always asked for in job placement ads, I did note that during the interview for my current role, having a designation made a difference.  In fact, after mentioning my designation, a number of follow up questions and interest was generated by this fact. When I was offered the post, I was told that while there were a number of eligible candidates in the vying, my association-specific management knowledge is what made the difference.

Thinking of getting your CAE?  In my humble opinion, it is completely worth it.  A fair warning: it can be time consuming.  Prepare yourself for at least 5 hours per week for regular study time and as much as 15 hours in the final lead up to assignments.  As you get towards the final assignment (CAE 500), make sure to put a few solid days aside. They’re big projects and you’re given only a weekend to complete them all.  I also found that when you have assignments, try to get started as soon as possible.  When you’re already holding down a career, you’ll be amazed at how quickly time goes by.  I also found setting blocks of time aside to do the reading and posting to be the most effective.

This post was submitted by Mark Buzan, CAE, President and CEO of the Canadian Association of Recycling Industries.  Mark is an association management executive with nearly 17 years experience effectively working with a variety of national nonprofit boards.

Image courtesy of Naypong at FreeDigitalPhotos.net

There's No Life Like It: Associations!

When you were a child, did you say to yourself, "I think I want to work in associations when I grow up"?  If you're like most MarCommers who gathered for our October session - young or more (ahem) seasoned - you fell into association work by opportunity not by design.

Our session, "Young Professionals in Association Communications," included a reach into the young professionals (YP) group of CSAE Ottawa-Gatineau in order to provide a multi-generational look at association communications work.  Through a round table discussion, all participants (YPs and senior professionals [SPs]) shared in a lively conversation about association communications/marketing/membership careers - the good, the bad, and the ugly.

Not one person present arrived at their association position having had a career counsellor say, "Association work is a path you should consider."  All arrived at their first association either as a recent graduate in search of a welcome pay-cheque or as a student in a work placement role.  Most have never left.

When you consider the collective years of experience around the table - closing in on 200 years of association experience - it is clear that this is a career that more people should consider.  Association work can be a stopping point on a career map but it can also be a career.

Together, we discussed our varied paths to association work and what has kept us here (flexibility, ability to achieve, grow into roles, try new things, etc.), as well as what the positive rewards are for staying (immediate feedback, inspiring volunteers, and the ability to see an idea from drawing board to reality).

Given that this was an intergenerational group, we asked YPs what SPs could be doing to help them in our organizations.  All YPs said that the gift of time is most beneficial; that is, taking the time to review what has been done and to help YPs understand what the corporate values are.  Second, they stressed the ability to let go and let YPs try new things - not all of which will work out - and having the grace to accept failure when it happens.

Turning the table, the SPs were asked what the look for in YPs when they are hiring or considering promotions.  Attitude was cited as the most valued trait in any new hire or promotion; this valued trait applies to all generations.  Given that associations seem to be chronically understaffed, the ability to see and the attitude to do what needs to be accomplished and to make it happen are key for any generation of employee.

All YPs present indicated their intent to remain in the association environment, at least for now.  This is good news for associations!  Those with more years of experience reinforced the values that had kept them in the association world for their careers: adaptability, the ability to be creative and problem solve (with its own rewards), and community.  For YPs to hear a number of SPs indicate that association work can be a lifelong career path must be reassuring at this point in their journey.  YPs are eager to learn and be mentored, so SPs need to embrace this mentoring opportunity and remember to let go at times, which isn't always easy!  Both generations have valuable contributions to make to the success of our organizations.  Let's not forget this important point.

Did you know?  The MarComm group meets the second Tuesday of every month.  We encourage all generations to participate.  Watch CSAE Ottawa-Gatineau event listings for meeting notices/topics.

A BIG thank you to Jennifer Hagen, with the Canadian Chamber of Commerce, for submitting this article.  We appreciate all that you do!

 Image courtesy of photostock at FreeDigitalPhotos.net

3 MORE Books Every #Association Executive Should Consider

We have come across a few more books that association executive should have a look at:

Road To Relevance: 5 Strategies for Compeitive Associations; by Harrison Coerver & Mary Byers, CAE

Road to Relevance, the complementary companion to Race, doesn't stop at identifying the strategies.  It gives real insight into how to adapt the strategies to your organization's circumstances so that you can execute.  Case studies, adaptable examples, and provocative questions are included throughout Road to help you work through these strategies from adoption to implementation.

Operating as you've traditionally done for the last 10, 20 or more years is not a viable option, argue the authors.  Association leaders must be disciplined strategists, focusing the organizations they serve on value they can deliver and structuring accordingly to compete in the "new normal."  Use insight from Road to Relevance to lead your organization to an evermore-valued, sustainable, and relevant future.

Social Intelligence Demystified: How Associations Can Master the New Rules of Engagement in the Digital World; by Julie King

The Internet has had a profound impact on the way people come together and discover information, resulting in a new form of social intelligence that affects all associations. Not-for-profits are uniquely positioned to dominate under the new rules of engagement, yet they face significant risks and must be prepared for tough competition from the business sector.

In this important and timely publication, social media expert, Julie King, provides association leaders, staff and volunteers with a concise, big-picture understanding of these changes and how to move forward using actionable steps. This fascinating book empowers associations to make smart decisions about how they can and should be leveraging digital technologies in their organizations and provides an invaluable array of tools for them to do so.

In Your Face!  Canadian Association Leaders Share Candid Advice on Pressing Issues; by Sandi L. Humphrey, CAE

In Your Face! Is a frank look at the challenges facing today’s Canadian association and not-for-profit sector.  In this long-awaited publication, editor, Sandi L. Humphrey, CAE, has assembled a group of association leaders who have demonstrated a real ability to effect change in their own organizations and who were willing to speak candidly to their peers on issues of both strategic and tactical importance.

From empowering employees and managing internal power struggles to trimming your by-laws and navigating the perils of non-dues revenue, In Your Face! provides sound advice and insight from experienced not-for-profit leaders that will truly enlighten industry contemporaries as well as Canada’s next generation of top association professionals.

What other publications have captured your attention lately?

3 Books Every #Association Executive Should Consider

We have been asking around to association executives, and have come up with the three books that association executives should consider adding to their library.  If you already have it, maybe it's worth reading again?

Online PR & Social Media: For Experts, Authors, Consultants and Speakers; by Randall M. Craig

Develop your association’s reputation, get found, and attract a following.

Your not-for-profit probably has a web site, blog, and a LinkedIn profile. If you are on the leading edge, you are on Facebook, and have posted videos on YouTube. But, is all of this giving your organization exposure? Are you being contacted by media? What are your search engine rankings?

In this book by social media expert, Randall Craig, you’ll learn how to build your organization’s following, engage your stakeholders and manage you social media strategy and risk management policies. This must-read publication will tell you which PR sites you should and should not join, how to use social bookmarking to extend your time investment and how to monitor your reputation.

Your association has spent years developing its benefits, mission and expertise. Why not let people know about it?

What Makes High Performing Boards; by Beth Gazley, PhD and Ashley Bowers

Boards matter to organizational performance.  But the diversity of the nonprofit sector means there is no single formula for effective governance.  Structure, size, rate of growth, geography, and other organizational differences can cloud our understanding of board performance.The study behind this book, therefore, pays special attention to the intentional decisions boards and staff make to achieve high performance regardless of context.

The research was produced through an ASAE Foundation collaboration with Indiana University.  Prior to this study, research into the governing practices of associations and other member-serving organizations across the 501(c) spectrum was hard to come by.  Yet many nonprofits are dues-reliant associations serving members from professions, occupations, trades and businesses, sports, and cultural activities.  This study is the first to offer a representative snapshot of current governance practices in these associations and member-serving organizations.

Keep Your People in the Boat:  Workforce Engagement Lessons From the Sea; by Crane Wood Stookey

Association executives talk a lot about leading change, but at the heart of it that really means leadership that changes people's attitude. In leading a team, or implementing change across your association, you have to become skillful at working with people's attitude.

Engagement is a state of mind. The fruit of effective leadership is an engaged and expansive state of mind, a big view, in the people you lead. In this highly original and timely book, Tall Ship officer and leadership coach, Crane Stookey, shows you how to lead your association staff and volunteers to do their best and to be their best no matter what challenges they face. Drawing on 20 years of experience of leadership and workforce engagement at sea, the author joins provocative theory with hands-on, real-world practices that you can apply to you’re the leadership of your not-for-profit.

What are you reading?

Associations That Create Change – An Interview with Paul Smith, Executive Director

In the May-June issue of the CSAE Ottawa-Gatineau Executive, an interview with Paul Smith, Executive Director of the Canadian Association of Career Educators and Employers (CACEE) was submitted for publication.

Associations are constantly on the lookout to create change in their industry, and remain relevant. Paul Smith, the Executive Director with CACEE was kind enough to share his experience with his organization, the change created, and the accomplishments achieved as a result.

Paul was kind enough to answer questions relating to:

• What happened with your organization to make you realize that a change was needed?
• What did you identify as possible ways to implement change?
• How did you get stakeholder (Board of Directors, Staff, etc.) buy-in to making the change?
• Did the process work the way you had anticipated?
• What timeframe did you account for in your planning to create and implement this change? How does this compare to the time it took?
• What were some of the hurdles you did not anticipate?
• What have the outcomes been so far? Is there anything else you anticipate taking shape as a result?
• What advice would you provide other association executives who are looking to create change?

To read the full article, click here and flip to Page 9.  Paul has some great insights, and we thank him for his honesty, and willingness to share!

Image courtesy of Stuart Miles / FreeDigitalPhotos.net.

Blogs that caught our eye last week (Featuring @AssociationsNow @MemberClicks @XYZUniversity @SmoothThePath)

There are many blogs out there for Association Executives – opinionated pieces, that aim to share knowledge, expertise, and make you think.  Here are four that caught our eye this week:

1. Three Keys to Inspire New Ideas From Staff:  Thanks to AssociationsNow for posting an article about Elizabeth Weaver Engel, CAE (with Spark Consulting).  This article discusses the fact that there is a lot of hype around innovation with associations.  We all know we should be doing it – but are there any associations out there that are doing it successfully?  Elizabeth conducted some research that says there are.  Find out about some organizations doing it right, and how they are achieving it.
2. The First Step to Innovation:  Thanks to MemberClicks for this article.  Again, about innovation (Yes, the hot topic). This article suggests that innovation is not about having all the answers – it’s about asking the right questions.  Those who are consistently reaching out to members to find out what is working; and what is not, are those who are on the innovation train.
3. What Members Want:  The New Meaning of Value: We can always count on XYZ University to provide content worth reading.  This particular article suggests that if your association is going to be around long enough to worry about the next generation of membership, you need to know what these members value – NOW.
4. It’s Hard to Communicate Member Value:  If you haven’t come across Amanda Kaiser’s blog, “Smooth The Path”, you should add it to your reading list.  Amanda digs into three pieces of the member benefit/value equation, and some tactics to understanding their specific needs.

What’s on your reading list this week?

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

April-May #CSAE Ottawa-Gatineau Executive Now Available...

In this issue....

• Beyond Social Media 101: Meeting Member Needs & Facilitating Communications.  
• Membership in the age of Google:  What are YOU Serving Up?
• A Message from the Commissioner of Lobbying of Canada
• Improving Your Advocacy Skills
• Leading Multi-Generational Teams

Don’t let your Board get Decision Fatigue!

In the association environment the board makes significant decisions which in many ways drive the future of the organization.

So, you want your board to be great at making decisions, right? Robust decisions that don’t come unraveled at the next meeting. Well-thought-out decisions, that incorporate multiple perspectives and make appropriate trade-offs. Decisions with just the right amount of risk.

Well, then, maybe you should look at how they make decisions.

Decision fatigue is the phenomenon that anyone who has gone grocery shopping on an empty stomach is intimately familiar with – confronted with the treats near the checkout, we often succumb (well, not you, perhaps – other people). We’re tired from making all the seemingly minor decisions – brand, price, quantity, quality, nutrition, and so on – so we wind up eating something we might not have chosen an hour earlier.

There seems to be a finite amount of energy any individual or group has with which to make decisions. The more challenging the decision – particularly trade-offs, or working with significant constraints – the faster this energy gets depleted. Thinking is legitimately tiring.

If you’ve ever renovated a house you might also recognize this as the “I don’t care, just pick a tile/wallpaper/floorplan/dishwasher/paint colour, I’m out, I’ll live with whatever” effect. (Ask people who’ve recently planned weddings about this phenomenon as well.)

If all these things are true about decision-making, what can be done to optimize the way your Board (and management team) makes decisions?

Set clear decision expectations: Often Boards find themselves confused about what’s required of them during a particular agenda item; is this something they need to approve, information they are receiving, or something else? The clearer you can be, consistently, about when a real decision is required, the better. This takes skill from both the staff and the Board, particularly the leadership, although I’ve seen this get much better with practice; it gets baked into the culture of the organization.

Make fewer decisions: Look at upcoming agendas – can any of these decisions be made by others? Even if you are more of a volunteer-driven organization, you will still want the board to be focused on strategy, with other bodies (committees, task forces, or however you are organized) empowered to get operations done without too much bureaucracy. And if you do have staff, perhaps there are opportunities for them to take on more autonomy.

Look at your process: If you don’t have strong leadership of the meetings themselves, the group self-organizes. While a little of this can be a good thing (for instance, for team-building, or to develop a sense of ownership of the process) too much of it drains the group’s energy pointlessly. The tougher the decisions ahead of you, the more you want the process to be clear and well-managed. This can mean hiring an outside facilitator, splitting the Chair and President roles (the Chair manages the discussion and the schedule; the President provides leadership), or agreeing on (and sticking to) ground rules. Board evaluations as well as the decisions themselves can help you fine-tune.

Eliminate the decision altogether: What decisions can be routinized? Buying in bulk, signing a contract, and outsourcing multiple parts of a project are all ways to make a single, bigger decision as opposed to multiple decisions. Delegating to an individual is another way to get rid of a group decision. What’s for lunch? Jim orders something, that’s what’s for lunch.

Schedule mindfully: Look at the timing of your important decisions. It’s true that sometimes really important decisions need to be made after a significant discussion – first thing in the morning may not be practical. But I will often arrange strategic planning agendas so that we can create ideas and start to outline the plan one afternoon, and then come back in the morning to validate and finalize. It allows people to be looser and more creative in the afternoon, knowing they can sleep on what they’ve started to decide. And then in the morning the remaining decisions to be made tend to be much more clear – and we can have a shorter discussion before arriving at a real commitment.

Feed people! Making sure there are balanced snacks available helps keep people’s brains fueled. Same goes for letting people rest, replenish, stretch their legs and their brains.

Envisioning decision-making ability as something that can be depleted, and therefore should be managed mindfully, can be very helpful. It’s the organizational equivalent of eating a healthy breakfast before grocery shopping, so the croissants look less enticing.

If you’d like to discuss how we can help you with your decision-making, please get in touch.

Meredith Low provided this guest post.  She is a management consultant, focusing on helping organizations and companies understand how, when, and where to grow in the context of fast-changing environments. Her work with associations includes leading strategic and tactical planning, performing assessments to position conferences and meetings for growth and durability, and assessing the needs of members and other stakeholders.

Image courtesy of Ambro / FreeDigitalPhotos.net

The Power of Why (Guest Post by @Lowellmatthew)

I believe that the further we get in our careers, the more we discover that the questions we ask have the potential for learning and growth much more than the answers we receive.  Honing focus on our assignments, gaining organizational vision, insight into industry direction and determining our own personal career paths are each potential adventures of discovery – fueled by the question why.  Depending on how we utilize this three letter word, we can paint a self-portrait of an up and coming organizational leader, or a stubborn employee who isn’t a team player.  Here are five perspectives on the question why:

1. “Why are our resources aligned with these priorities?”  You have read the mission and the vision, you have reviewed the strategic plan.  The true value that an organization is trying to produce is often a deeper narrative than what resides in these pieces – and how an organization assigns its staff and finances can tell the backstory to how it is trying to achieve its goals.  Asking for better understanding into the formula behind organizational success can demonstrate that you are looking to be a key contributor to that success.  In addition, these insights can show opportunities for cross-silo collaboration and cooperation, building bridges and help you produce stronger results.
2. “Why do I have to do this?”  When we know how the work that we have on our plate impacts the success of our organization we often find greater feelings of achievement/accomplishment.  With that said, there are also times that we have to do what logistically needs to get done.  This question can be a double edged sword – asked in the right context it shows intent to be a key organizational contributor, asked in another light it can be taken as petulant.  Navigating the delicate balance is essential to demonstrating that you can get the job done with the right attitude.
3. “Why do I have this job?”  A question for personal reflection, it is important to take stock and align how your current position reflects that career path you are pursuing.  What are you looking to learn at this job?  What successes will be milestones that will show future employers what you bring to the table?  How is your current position not just a job, but an intentional step in your successful career path?
4. “Why are certain topics trending in industry discussions/publications/conferences/online forums?”  Knowing the path you want to take in your career means knowing where your industry is going.  What publications do you read?  What blogs make you think, question and push your own pre-conceived concepts?  Keeping abreast of industry issues, problems and opportunities coming down the line will never be part of a job description, but should be part of our personal resolution.  Discovering our personal professional paths in an intentional fashion means also exploring the professional universe where we will have our journey – so start drawing your map!
5. “Why do I rock?”  What are your strengths?  How do you keep those strengths in your mind as a toolbox and intentionally bring them to the table with every assignment you have?  What tools do you want to develop to add to your repertoire?  We each need to know what we bring to the table, both so we can use those strengths for awesome results and so we can build teams around us to help balance our areas for growth with others strengths.  

This advice for the emerging association pro is by Lowell Aplebaum, CAE. He's the author of Association 141+ blog (http://association141.blogspot.com/) and a spectacular association pro himself with the Society of Neuroscience.

Image courtesy of FreeDigitalPhotos.net

Your non-members - friends or foes?

Working for an association that does not have a certification or compliance function means being challenged daily to demonstrate a tangible return on investment to renewing, non-renewing and new professionals who do not feel the need to belong.

I believe that associations ignore opportunities to engage with non- members at their peril.  In 2011 my association (The Canadian Library Association) took a brave decision to directly engage with non-members through a new concept that now stands at  twenty four (24) groups and growing.  These discrete units mix members and non-members who share ideas and best practices, develop programs both for our annual conference and for a series of webinars throughout the year and lastly they take advocacy positions on issues of particular interest to them.  

Unofficial surveys of these non-members indicate that there is an awareness of the CLA and the role it plays within the library community in Canada.  Our newest network will look after the needs of new professionals just beginning their careers. The expectation is that at least 10% (approximately 60) of the non-members in these networks will eventually engage as members.  Plans are in train to reach out to these non-members to invite them to join.

I should  perhaps define what I mean by a ‘non-member’.  In my opinion, there are at least four categories of non-member:

1. The former member (non-member in the sense that they have deliberately let their membership lapse).   We have contacted them on four or more occasions and they have indicated they will not renew.  Their reasons range from budget constraints, no longer in the industry, they have moved and lastly attempts to reconnect with them have not been successful
2. The episodic non-member.  This is the member who has let their membership lapse only to reactivate it when the annual conference or some other association event is of interest to them.
3. The peripheral member.  I call these ‘members’ in the loosest sense of the word.  They may or may not be former members who have found ways, perhaps through social media to engage with our association.
4. The potential member.  The non-member in the industry who has not considered joining to date.

Where the first three categories above are concerned, a critical key to success is the maintenance of an up-to-date database.  I would argue that this is as important as the member database itself as it provides valuable data that can be used to contact individuals who have demonstrated varying degrees of openness to belonging.  Of course messaging would be different depending on which group is being targeted.

I keep a close eye on these membership campaigns, noting feed-back and also paying attention to results particularly renewals from lapsed members.  There are two main reasons why former members will decide to renew.  As stated above, a) our annual conference is taking place in their province and it is worthwhile to re-join for this reason alone or b) one of our advocacy initiatives has raised their perception of our association and they decide to give us another chance.

I would respectfully argue that the fourth and last group is the one that will require the most resources, both in terms of financial and human.  This last group of potential members will be the hardest to recruit.  Studies have shown that targeting lapsed, episodic or peripheral members will yield more immediate results than trying to break new ground with potential members.  In today’s tough budgetary climate where association dollars are closely monitored, potential members will need to ‘kick the tyres’ so to speak before making a commitment and this is where a ‘try us for a month/or three’ might bring some tangible results.  We will investigate and research this option and would be very happy to share results with readers. Conversely, if you have had some success with this approach targeting new members, we would love to hear from you.

In conclusion, I submit that our non-members are very definitely our friends and a careful, measured and thoughtful approach to engaging with them will bring tangible results, perhaps not today or tomorrow, but in the future.  If nothing else it will demonstrate that we care.

This post was provided by Geraldine Hyland, CAE, Member Services Manager with the Canadian Library Association.  She has worked for over fifteen years in the charities and not-for-profit sector in Canada and received her CAE in 2004.

Latest CSAE Ottawa-Gatineau Executive now available

In this issue....

• A Canadian First!  Congrats to George Weber, CAE for recently being awarded the Henry Davison Award for humanitarianism.  
• In a recent MarCom session, social media advisor Sue Murphy (@suzemuse) shared blogging best practices.  Click here to learn more. 
• What are you going to be forced to deal with and what will change?  The answer is simple: EVERYTHING!  Check out this article about Managing Change.  
• If you are a (or, have a) Young Professional, you may want to get involved with the recently launched Young Professionals Group within the chapter.  They recently held their first event, and it has been re-capped here. 
• Unable to attend our chapter's Christmas Social?  Click here to see what you missed!  
• Have you identified any workplace challenges?  There was a workshop discussing how association's can the best value from Human Resources - check out the tips and best practices here.  

Generational Leadership

Are you thriving or surviving in your current work situation? Do you ever feel like you don't necessarily fit into the work culture today? It may be that your boss speaks X and you speak Y.

I spoke with Tamara Erickson, author of Plugged In: The Generation Y Guide to Thriving at Work. Tamara is a McKinsey Award-winning author and has conducted extensive research on changing demographics, employee values, and how successful organizations work.

If you were born past 1980 you are part of the culture known as Generation Y and you now make up nearly 1/3 of Canadians living today. The things you value, the leaders you like to follow and what motivates you are quite different from others in your organization who were born before this time. You have grown up digital, connected and in a time when there has been an amazing amount of change in the world. Along with growing up “digital”, you have witnessed events from the fall of the Berlin Wall to Columbine to 911. Tamara shared that “(t)he most common complaint I hear from employers regarding the Y's is that they want everything now. They'll tackle challenges where the proverbial angels would fear to tread. They'll break the rules, and, if we let them, they'll show us how to make our corporations a more humane place for all.” 

As I spoke with Tamara, I realized how these issues have played out in my own career related to the choices that I made, as well as times when I was more and less successful at leading others. Whether you are Generation B (Boomer) X or Y, understanding the nuances of culture and how our beliefs shape our behaviour is crucial to being successful in today’s competitive marketplace. In Tamara’s book she shares six key elements that any generation can use to thrive in their work:

1. Find your passion: what are you?
2. Identify your preferences: what you want to do? with whom? what compensation, lifestyle and social activity do you want?
3. Target your place: geographically, organizationally and role.
4. Align practical realities: while you may desire to be a doctor, do you want to spend the next seven years of your life pursuing this?
5. Find the ideal job: this is the role that overall best suits YOU. 
6. Leverage the unique advantages that you bring to the market.

You may think in the current market, is it even possible to consider these options? While it may take longer to move to a role that is better suited to you, these six principles have never been more relevant. Research shows that professionals who are thriving in their work are less likely to be laid off and if they are affected by restructuring, land in new roles faster and in better positions than the average performers.

These are Tamara’s “David Letterman” Top 10 “Thriving at Work” Tips:

• Think positively 
• Show initiative 
• People can't read minds, learn how to clearly communicate. 
• Reason and financial logic are important in the business world, not feelings. 
• Make the most of every experience, good or bad, by learning from it. 
• Pragmatism is good: what works for others can work for you. 
• Walk fast, carry a stack of papers, and drink coffee: there is importance in being perceived as purposeful. 
• Clear the air and move on: discuss, resolve, let go, and move on. 
• Don't underestimate the power of grace under pressure. 
• Keep three months salary in the bank: create for yourself the power to walk away. 

As you consider these ideas, don’t ask why…honour your inner Gen Y.

Alan Kearns is Canada's Career Coach and CareerJoy founder, Workopolis career expert, Chapters/Indigo Trusted Advisor and author of Get the Right Job Right Now! Alan is one of Canada's leading authorities on career management issues and has shaped his almost 20 years of career management experience into a company that helps people from all over North America to navigate a wide variety of career-related issues.

Latest #CSAE Ottawa Gatineau Executive now available!

In this issue....

• Ottawa Rocks!  See who has won some of the awards at the September 2013 CSAE National Conference & Showcase from the chapter.  Congrats everyone!
• Our Chapter President, Susie Grynol, writes about the "New Now" in her Presidents Column
• Check out our re-caps on the September Kick-Off at the Brookstreet Hotel.
• Engaging Younger Generations is as hot a topic as ever - and the chapter had a panel discussion about this in September.  Check out the re-cap available if you were not able to attend.
• Are you thriving or surviving in your current work situation?  Alan Kearns of CareerJoy discusses Generational Leadership.
• View our most recent grads of the CAE Program - congrats to everyone!
• Carleton University Launches its First Master's Program in Philanthropy and Non-Profit Leadership - get more info here.
• Daniel Brunette spoke with us in October at our lunch on Successful Fundraising Strategies - read the re-cap if you missed the lunch
• Meagan Rockett talks about member segmentation and Canada's Anti-Spam Legislation in the "Invest In Your Future" Article
• Do you work in (or, are interested in) Marketing & Communications, in the association space?  Our MarCom group may be just the thing for you!  Check out the line-up for discussions this year.
• In October, we also had a 1/2 day session on association tradeshows and non-dues revenue.  A great set of roundtable discussions, with a panel of experts too!  If you missed it, read the re-cap here

How Necessary is “Industry-Specific” Knowledge for Executives?

For some time, I’ve had the off and on discussion with colleagues and even executive recruiters on the topic of what makes a good Executive Director.  Inevitably, the obvious subjects of knowledge of governance, management, organizational development and even good marketing (many other subjects to that would make the list too exhaustive) skills come up.

However, I’ve also noted that as the conversation continues, industry-specific knowledge remains as the discussion point that carries us along the most.

There are CSOs who work in associations and come to their roles with experience built up  specifically within the sectors their association represents.  On the other hand, there are others who come to their role as association management experts with general knowledge from a variety or sectors associations may represent.

Which is better?  An industry specific background to lead an association or is management experience in various associations better?  There may or may not be one direct answer that fits all situations but I do believe it is a debate that begs more thorough discussion in the association world.  I believe it is one where Boards tend to favour their own while executives tend to be more open to the idea that someone can learn “the issues”.

For completion of my CAE designation, I drafted a brief paper discussing this issue (see below).  What do you think?

This post was submitted by Mark Buzan, CAE, Executive Director of the Canadian Dental Assistants Association.  Mark is an association management executive with nearly 16 years experience effectively working with a variety of national nonprofit boards. Mark has directed planning initiatives, strategy & business operation plans, written governance policies, & managed annual budgets to meet organizational goals & optimize organizational effectiveness. He also has a solid reputation for building, managing & promoting member programs to increase bottom-line with improved member services & benefits.

Specializing in strategic communications & government relations, he is a relationship builder in public relations, government relations, social media, & stakeholder relations in roles such as a Stakeholder Liaison, Senior Communications, & Executive Director.  Mark is Public Relations accredited, a Certified Association Executive, & CoAuthor of Online PR & Social Media for Not-for-Profits & Associations.

Image courtesy of FreeDigitalPhotos.net