Tag: Innovation

Ask Different Questions

“What keeps you up at night?” Its intention is good: discover what troubles people, their pain points, and try to address the underlying needs. But its roots are negative and focused on problem-solving instead of aspiration-pursuing.

Jeffrey Cufaude wrote this in one of his Leadership Limerick posts, The Mojo of Motivation. His “aspiration-pursuing” idea stuck with me. He’s right, when we think about strategic planning we tend to focus on problems and challenges. It’s a reactive mode. The proactive mode he suggests is so much more empowering, motivating and alluring.

We also fall back on the same old questions — “What problems do we solve? What issues do we address? — when we create membership marketing materials. Yes, we do need to show how the association experience will provide solutions and impact our members’ lives, careers or businesses. But what about the emotional aspirational angle? What other questions should we ask?

I’m finishing a presentation on blogging for the Association Executives of North Carolina Technology 20.11 forum. When talking about content strategy, I’ll discuss, as you would expect, identifying audiences and their content needs to help them solve problems and address challenges. I’m glad Jeffrey reaffirmed my desire to dream bigger and reach higher. We need to ask different questions if we want to create something better than all the other boring association blogs out there, and, believe me, I’ve done the research, there are many. He leaves us with a good question.

Instead ask, “What would make you leap out of bed in the morning?”

What would you ask?

Hanging Out with the Other Side

Think about the people you sit with at lunch, meet for a beer, or see at smaller meet-ups. Are they like you? Do you feel more comfortable around people who think like you? Or do you welcome the opportunity to be around those who think differently?

I’ve been thinking about this ever since I read a Newsweek article about Washington wives of yore. It’s both interesting and sad.

Do you remember the video of Sen. Orrin Hatch (Rep.) speaking at the funeral of his “Irish friend” Ted Kennedy (Dem.)? After you dry your eyes, think about those on the Hill today. What are the chances now that a Republican and a Democrat will have a friendship like this?

Back when their relationship started, Senators and Representatives lived in DC with their families. They spent time hanging out with guys from both sides of the aisle.

“If you live across the street from your political opponent, if you know his kids, if you’ve been to dinner at his house, it’s impossible to go up on the floor of the Senate or in the media and blast him the next day.”

I’m not calling for a return to the “good old days” because they weren’t all good. Permanent residence in DC can lead to a syndrome I detest — the Beltway bubble that insulates some of our politicians from what it’s like to sign or earn a paycheck. I do think it’s important for them to come home and get a sense for what their constituents need, but something was lost along the way.

“Real legislating—the compromises and dealmaking that distinguish politics from posturing—happens only among people who know and respect each other.”

That’s what we lost. Camaraderie and collaboration were lost. People become symbols of their party platform. Static ideology takes precedence over reason and relationships.

Nowadays as soon as they’re elected, the fundraising cycle begins again for the next campaign. Wouldn’t it be better if our policy-makers focused on leading, thinking, collaborating, innovating and legislating while in office, not raising funds and running for the next election? Ah, what a dreamer I am.

It’s easy to demonize the other when you don’t choose to know or understand them. This is the root of racism, religious hatred, homophobia and a host of other evils. That’s the extreme version.

What’s the light version? Think about yourself, or think about the leadership of your company or organization. Do you (or your leadership) surround yourself with those who think like you? Who have the same beliefs or philosophies? Who are the same age, gender, religion, ethnicity or race? Who have the same economic, educational or professional background? Who do or see things the way you do?

What’s missing? Exposure to other perspectives and stories. Serendipity. Don’t knock serendipity. It’s the root of much creativity and innovation in the world.

It’s easy for any of us to get trapped in a bubble. Fortunately, because of social media, it’s also easier now to tap into voices and perspectives outside our bubble. I’m not sure how we’ll change Washington but we can pop our own bubbles.

Leading Change: Getting Your Organization on Board with Social Media

Published originally as a two-part series on SmartBlog Insights.

I was recently introduced to John Kotter’s eight-step process for leading change. How could his process be used to introduce social media to an organization? Social media can sometimes be perceived as annoying, threatening or unnecessary. However, it can also be welcomed as a catalyst for further organizational change.

Kotter says many change efforts fail because organizations don’t take the holistic approach required to see change through. Here are his eight steps to ensure successful change:

  1. Create a sense of urgency. Members now have free online access to knowledge resources and new ways to connect with peers and clients. We need to be the first place they go to for these needs, not another online community or resource. This sense of urgency must be accepted and conveyed by leadership and staff. Dispel any doubts with social media usage statistics, member survey results and market research. Are younger prospects joining at the same rate they used to? Are we meeting their needs? Don’t talk about these issues behind closed doors, share concerns with your entire leadership and educate them about these issues. They might not realize that your association is at risk of becoming irrelevant to some demographic sectors.Are there some on your board who believe there’s no need for change? Isn’t there always a need to adapt, improve and innovate? If they don’t think so, are they truly leaders, or languishers?
  2. Gather your guiding team. You need a cross-departmental team that’s willing to invest their time and professional reputation into making social media work. They’re willing to give new ideas a chance – they’re not the usual devil’s advocates. They’re communicators who naturally share and listen to others. They have influence or power; they’ll help others understand what’s going on and encourage them to buy in and participate.
  3. Together, create a compelling vision and strategy. Paint a picture of the ideal association that could emerge as a result of this strategy. Show how the association’s goals will be met, how member needs will be met (and perhaps exceeded), how members will interact with the association and each other, and how the association will be different and better. Outline how that’s going to happen – the steps of your strategy.
  4. Communicate this vision and strategy clearly so everyone else (staff, leaders, members) can understand and buy into it. Explain why this new vision and strategy is necessary, what that future association looks like, why it’s better and what’s in it for them. There will always be naysayers — those who don’t see the need to change and improve. That’s their baggage; they carry it with them everywhere, not only in your association. Don’t let them hold you back. The vision and strategy you share will encourage others to support your plans and maybe even get involved.
  5. Empower others to act on that change vision. Identify the organizational barriers (both real and perceived) that prevent others from buying into new programs like social media. These barriers may originate in existing systems and procedures, or in staff attitudes. Social media is a learning process for everyone. Encourage and support those who propose new ideas and are willing to take risks or even willing to try new things. Do your performance evaluations reward innovation or convention? Brave hearts or weak spines? Don’t reward the “I’m just hanging in until my 401(k) is vested” crowd. Educate those who aren’t wired for change in a non-threatening way so that they see the benefits, both for your members and your organization, and get on board.
  6. Aim for short-term wins. Although social media is a long-term effort, establish a few short-term measurable goals and share those early success stories so everyone knows that the investment of time (and reputation) is worth it. Hopefully this will stifle your doubters. Recognize and reward your team. Boost their morale and motivation, especially if their workload or stress increases in the short-term.
  7. Don’t let up. Keep fine-tuning. Review what’s not working and make changes to improve your efforts. Use the experience and resulting credibility from social media adoption as a lever to make other organizational changes. Take a hard look at existing systems and procedures. How much time does staff spend on this “make work” instead of actually getting things done? Where can your association become more nimble and less bureaucratic? Get fierce with the “that’s the way we’ve always done it” mentality that can undermine any vision. Continual education and communication can help ease discomfort and pave the way for needed changes. Relapse to old ways will be tempting for those who may outwardly celebrate your achievements but who inwardly feel threatened by new relationships and programs they don’t fully understand and long for the safe and predictable.
  8. Nurture a new change culture. Institutionalize the change mentality. Make change management a part of your staff and leadership training to ensure that incoming leaders will not revert to old ways. Change will lead to new behaviors – collaboration, openness, releasing control (gasp!) – that must be encouraged. Know that the risk-taking involved will also lead to some failures. However, failures are a chance to learn and improve. A change in organizational culture will take time and may result in the loss of longtime staff, and even leaders, along the way. It’s up to your leaders to persuade others that change is necessary for the association to succeed and survive. Change is the new normal.

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The New Volunteer Manifesto Series – Part 5: New Ways of Associating

As part of my New Insights from a New CAE weekly column on SmartBlog Insights, I’m delving deeper into my New Volunteer Manifesto that I published here. In Part 5 published last Thursday, I looked at New Ways of Associating.

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The New Volunteer Manifesto: New Ways of Associating

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Last week I explored creating a learning culture for volunteer. Now I’d like to propose some new ways of associating.

Nurture social networks that connect members with one another and with your association. Don’t assume that if you build a private network that they will come. Find out where your members are hanging out – possibly Facebook, LinkedIn or Twitter – and build your community there.

Give members the encouragement and tools to self-organize informal member meet-ups. Don’t be threatened if members use your online networks to publicize these meet-ups. Encourage and help them. Be the connecting thread.

Make it easy for members to organize working groups to explore new ideas and projects. Don’t perpetuate barriers that rein in their creativity and desire to experiment and be innovative.

Give younger members the means to contribute their talents and their voice. Younger generations are not as willing as Boomers were to ‘pay their dues’ and watch and wait while others contribute to their association.

Make it easy for all members to give feedback. Consider a feedback area on your web site or an online forum. Allow your members to have a voice and a place to contribute their ideas.

Control is a touchy subject. You really have never had it, as much as you would like to think you did. This is the member’s organization, not just the board’s, definitely not the staff’s, no matter how invested we are. As long as members stay on message politically, don’t be threatened at their attempts to create what works for them.

Transparency and openness are now more important than ever. Many members want to know what’s going on behind the scenes, what decisions are being made, and what their association and leaders are doing. Make it easy for a member to figure all this out by sharing this information on your web site.

Don’t be afraid to take a risk and maybe even fail. Your fear of regret should loom larger than your fear of failure. Be receptive to new ideas. We are entering new territory – members no longer need us as their source of knowledge, news and networking. We must find ways to remain a meaningful and valuable part of their lives.

Keep a spirit of entrepreneurial innovation alive in your leadership.

What do you think about these ideas? Have you tried any?

The New Volunteer Manifesto: New Ways of Associating

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Last week I explored creating a learning culture for volunteer. Now I’d like to propose some new ways of associating.

Nurture social networks that connect members with one another and with your association. Don’t assume that if you build a private network that they will come. Find out where your members are hanging out – possibly Facebook, LinkedIn or Twitter – and build your community there.

Give members the encouragement and tools to self-organize informal member meet-ups. Don’t be threatened if members use your online networks to publicize these meet-ups. Encourage and help them. Be the connecting thread.

Make it easy for members to organize working groups to explore new ideas and projects. Don’t perpetuate barriers that rein in their creativity and desire to experiment and be innovative.

Give younger members the means to contribute their talents and their voice. Younger generations are not as willing as Boomers were to ‘pay their dues’ and watch and wait while others contribute to their association.

Make it easy for all members to give feedback. Consider a feedback area on your web site or an online forum. Allow your members to have a voice and a place to contribute their ideas.

Control is a touchy subject. You really have never had it, as much as you would like to think you did. This is the member’s organization, not just the board’s, definitely not the staff’s, no matter how invested we are. As long as members stay on message politically, don’t be threatened at their attempts to create what works for them.

Transparency and openness are now more important than ever. Many members want to know what’s going on behind the scenes, what decisions are being made, and what their association and leaders are doing. Make it easy for a member to figure all this out by sharing this information on your web site.

Don’t be afraid to take a risk and maybe even fail. Your fear of regret should loom larger than your fear of failure. Be receptive to new ideas. We are entering new territory – members no longer need us as their source of knowledge, news and networking. We must find ways to remain a meaningful and valuable part of their lives.

Keep a spirit of entrepreneurial innovation alive in your leadership.

What do you think about these ideas? Have you tried any?

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The New Volunteer Manifesto Series – Part 4: Creating a Learning Culture

As part of my New Insights from a New CAE weekly column on SmartBlog Insights, I’m delving deeper into my New Volunteer Manifesto that I published here. In Part 4 published last Thursday, I looked at Creating a Learning Culture.

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The New Volunteer Manifesto: Creating a Learning Culture

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Last week I explored keeping volunteers. Now I’d like to propose some ideas for creating a learning culture.

Create a culture of learning, not only through your educational programs, but within your leadership and committees. Commit to enriching the volunteer experience by providing opportunities to learn and grow through service.

We’re the organizational experts. It’s our job to share our professional knowledge with our members and give them the information and tools to lead the association wisely, take some risks and try new things. They may not have brought these skills with them and need our support.

Deepen the reach of leadership development programs. Don’t limit training to officers and directors; include any member who leads a committee, team or project. Set aside competition and control issues and partner with other organizations so you can offer more programs to your members.

Give volunteers something to take back to the office. Teach leaders to build learning moments into committee agendas. Take ten minutes to provide quick lessons on social media, networking, speaking, leadership, etc. Give your members the opportunity to share their skills with others during these learning experiences.

Conduct ongoing training for leaders on how to recruit volunteers, break up and delegate tasks, make meetings meaningful and enjoyable, and work in new ways that involve more people.

Encourage leaders to train other members to do the work they’re now doing. Encourage them to find others to help them accomplish tasks and share the work. The association will never run out work to accomplish; there’s enough for anyone who wishes to participate.

Members in the early phase of their career will have very different needs than those more experienced. Take that into account when planning programs, events and volunteer opportunities.

Recognize and reward those leaders who have led well by delegating and involving others. Make them the models for other leaders to emulate.

What do you think about these ideas? Have you tried any?

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Today my fifth and last post in the series, New Ways of Associating, was published on SmartBlog Insights.

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The New Volunteer Manifesto Series – Part 3: Keeping Volunteers

As part of my New Insights from a New CAE weekly column on SmartBlog Insights, I’m delving deeper into my New Volunteer Manifesto that I published here. In Part 3 published last Thursday, I looked at Keeping Volunteers.

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The New Volunteer Manifesto: Keeping Volunteers

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Last week I explored recruiting volunteers. Now I’d like to propose some ideas for keeping volunteers.

Always remember that volunteering is a benefit of membership. Talk to any involved member and you’ll soon see how true this is. Make it easy for your members to find ways to get involved. Break down any perceived barriers, particularly the lack of information about volunteer and leadership opportunities and committee meetings.

Make the connection publicly (and frequently) between what volunteers do and the success of your association. Volunteers want to help your association achieve its goals and know that their efforts make a difference.

Make it part of your culture that projects and committee work are broken down into smaller tasks that volunteers can take on. Tell your chairs to look outside your committee members for help. Share the benefit of volunteering.

Chairs must learn to share the benefits of leadership — delegate delegate delegate. Train others to do your job. Make sure everyone can benefit from volunteering.

Make meetings matter. Use a consent agenda. Start and end on time. Don’t ever meet because you are supposed to; meet because you have lots to accomplish face-to-face that can’t be accomplished effectively in any other way.

Build in time during meetings for strategic thinking and discussion. Take advantage of their brains – see what they come up with. Encourage their investment in the association’s mission.

Aim to be the highlight of someone’s day — make meetings enjoyable. Give members the opportunity to not only get work done, but to do it in a way that makes them want to come back for the next meeting. Consider building some “getting to know you” time into meeting agendas. Members get involved to develop relationships, make that easier for them.

Encourage committees to explore new ways of meeting and working. Switch up a meeting location from the association conference room to perhaps a café. Brainstorm other location ideas. Consider short conference calls or, for a more personal touch, online video chat (check out tinychat.com) if scheduling or travel is difficult.

Teach members to use online collaboration tools like wikis or LinkedIn’s Huddle application to get input on projects and task assignments. Tools like these work well for sharing the status of projects, posting to-do lists and assignments, and allowing volunteers to edit and contribute their input.

Personally thank every volunteer who helps in even the tiniest way. They are not paid to do this; they pay to do this. Recognize their contribution and constantly be grateful.

Be a transformational organization. Everyone wants the opportunity to give, learn and grow – to transform into a better version of themselves. Volunteering at your association can be a way to do that, and for many of them, it may be their only way. Remember how important it is to provide those opportunities — the benefits of volunteering.

What do you think about these ideas? Have you tried any?

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Today my fourth post in the series, Creating a Learning Culture, was published on SmartBlog Insights.

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The New Volunteer Manifesto Series – Part 2: Finding Volunteers

As part of my New Insights from a New CAE weekly column on SmartBlog Insights, I’m delving deeper into my New Volunteer Manifesto that I published here. In Part 2 published last Thursday, I looked at Finding Volunteers.

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The New Volunteer Manifesto: Finding Volunteers

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Last week I explored the big picture. Now I’d like to propose some ideas for volunteer recruitment.

Survey all your members at least once a year to find out their professional development needs, leadership experience, interests, talents and number of hours they can volunteer per month (or quarter) so you can match them to the best volunteer opportunities for them. Keep this inventory readily available. Plan on getting updates because members’ needs and interests will change. Ideally, volunteers will call or visit members to get this information (a retention “touch”), but at least include the survey in welcome letters, renewal invoices and mailings. Follow up by phone with non-responders.

Committee involvement may be too demanding for personal schedules. Encourage ad hoc or episodic volunteering — an hour or so here and there. You need a variety of options that are still meaningful and do not require long-term commitments. Spend some time creating a list of these opportunities.

Publicize all volunteer opportunities on your website, particularly those requiring a minimal time commitment. Communicate in new ways: feature a few at meetings in an automated PowerPoint presentation; post on event table tents; announce ad-hoc opportunities via opt-in mobile texting; feature a few in each e-newsletter and on your home page, Facebook page, LinkedIn group or Twitter stream.

Keep in touch with volunteers who may step out of their roles temporarily due to other commitments. Let them know they are missed and will be welcomed back in any capacity.

Your leaders and staff must be able to answer the question, “what’s in it for me?” Don’t so much sell volunteering, as listen to what members need (that’s where the inventory comes in handy) and provide them solutions (volunteer opportunities) to help them grow, learn, meet others, etc.

Consider this:

“The primary difference between volunteers and non-volunteers, when measuring what they do with their time, is the amount of television they watch. People who do not volunteer watch hundreds of hours of additional TV a year compared to people who do volunteer. It’s not that people don’t have enough time to volunteer. People do not volunteer because nonprofits do not provide them with volunteer opportunities that interest them enough to pull them away from their television sets.” (Stanford Social Innovation Review, Winter 2009, The New Volunteer Workforce)

Are your volunteer opportunities meaningful and valuable enough to pull your members away from Jack Bauer?

Make it easy for those who are looking into involvement. Publicize committee meeting times, locations and agendas on your website. Publicly encourage members to attend a meeting if they’re interested. Take the mystery out of it.

The personal ask is the most effective way to recruit a volunteer, not a passive call for volunteers. When a member is asked to help, be ready with a few options, so they can choose the one that’s best for them.

Cultivate evangelical leaders and volunteers, those with social capital, who will personally ask others to get involved, and who can testify about the benefits of their volunteer service.

What do you think about these ideas? Have you tried any of them?

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Yesterday my post on Keeping Volunteers was published. Check out SmartBlog Insights!

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The New Volunteer Manifesto Series – Part 1: The Big Picture

As part of my New Insights from a New CAE weekly column on SmartBlog Insights, I’m delving deeper into my New Volunteer Manifesto that I published here. In Part 1 published last week, I looked at The Big Picture.

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The New Volunteer Manifesto: The Big Picture

Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC and Leadership Outfitters. Connect with her @DeirdreReid.

I recently published a call to action for associations, a New Volunteer Manifesto. Now with your input, I’d like to dig a little deeper into that. First, here are my ideas on the big picture.

View all members as strategic assets whose talents can be shared with the association. Focus on developing ways for them to contribute their talents.

Invest in the infrastructure necessary to effectively recruit, develop, place, recognize and retain volunteer talent. You might have to admit that your current systems aren’t working as well as you’d like. What percentage of your membership is volunteering now? Your association is a community of talents — more work is accomplished with more hands on deck and more members invested in the goals of the association.

Slay your sacred cows! Can we get that on a t-shirt? Get rid of committees, programs or pet projects that aren’t moving your association toward achieving its goals. Establish sunset reviews every two or three years.

Beware the leadership bubble! Put that on a t-shirt too. Leadership can develop an insular perspective and won’t always see what members really need and value. Their view could be colored by their association service, their age or career stage. Make sure you have multiple perspectives participating in decisions that affect your membership and the future of your association.

Find new jobs for your deadwood leaders. If they’re not open to innovation and new perspectives, ease them out. Their fear of regret (for not taking a risk) should outweigh their fear of failure. If anyone says, “that’s the way we’ve always done it,” be very scared. Or, “if it’s not broken, why fix it.” Is mediocrity good enough for them? Will they even know if something is broken? If a leader isn’t concerned with the future needs of the association, or isn’t interested in growing as a leader, bid them adieu. This isn’t about a title; this is about leadership and vision.

Align committee work with association goals. Are your committees charged with goals to achieve? Are they accountable? Do they have the autonomy to choose how best to achieve those goals, or are their strategies and tactics imposed from above? Do they report back on progress made? Your committees must do meaningful work in meaningful ways to avoid stagnation.

Make all your leaders accessible to each other. Is there regular communication amongst your leadership – board members, committee chairs, and other formal and informal group leaders? Are they really a team, all of them? Are they in a position to help each other? Learn together?

Choose the right chairs. Make sure the members who are leading your association, not only the board, but also committee chairs, have the right motivations to be there. They’re not in it for the ego or title. They want to help the association achieve its goals and bring along others to help them do it. They’re enthusiastic about sharing the benefits of leading and volunteering. They have social capital — they can recruit others to get involved. They’re forward-thinking and receptive to new ideas and perspectives.

Appoint a Community officer as part of your leadership team, perhaps your incoming president, whose main responsibility is to develop and retain a huge corps of volunteers. Just as you need to focus on your budget and reserve to ensure the financial health of your association, so too do you need to focus on your volunteer corps and reserves.

What do you think about these ideas? Have you tried any of them?

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Thursday in Part 2 I’ll discuss Finding Volunteers. Stay tuned to SmartBlog Insights!

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