Ewald in Practice

September 1, 2023

Associations Next: Ch-Ch-Changes

Associations Trends Talk, Ewald in Practice, Ewald News Association Management, Change Management, Leadership, Podcast, Strategy

In this episode, we are joined by Genae Young, member of the Board of Trustees for the Organization Development Network, and CEO of 1 Extraordinary Life. Genae sat down with us to discuss change management, particularly when it comes to the ever-changing landscape of volunteer organizations.

Takeaways:

Change management is for the organization, but it is all about the people involved. Make sure they are taken care of, listened to and supported.
Make change management part of your annual plan. Have solid systems in place that help you thoughtfully navigate your change.
Associations are particularly used to change. Anchor your organization in your mission, vision, and values in order.

June 1, 2023

How Associations Can Use the Power of Technology to Accelerate Growth

Ewald in Practice

Associations experiencing growth are often faced with a whole new set of challenges. From meeting the needs of new members to keeping up with industry standards, investing in the right technology for your association is imperative to sustaining and creating new value.

We sat down with Connor Lee, Technology Specialist at Ewald Consulting, who discusses different factors associations should consider when choosing to implement new technology and software.

1. Ewald Consulting clients have experienced exciting growth this year. How are associations’ technology needs evolving?

As client associations grow, so does every aspect of what makes them a valuable forum for the profession. There are more members from a wider geography, more educational programs, new initiatives and industry standards, and more data. All those areas contribute to the value that an association contributes to the profession.

It takes creativity to find a novel way to add value for association members, and most of that creativity involves the way an association utilizes technology. The challenge is then finding what kinds of software fit together in an integrated system to allow for association leaders to focus on what value to provide their members rather than how.

In the past, the tech stack for an association was small. There was a database, website, basic email service and perhaps a digital meeting component. The challenge for associations is that now people are used to their customer journey experiences from big B2C brands and expect similar experiences from their associations. New tech stack considerations must include software that connects member data and creates positive, seamless experiences.

2. What are the most helpful questions associations leaders can ask themselves and their boards when planning their tech stack?

When thinking about a tech stack, it helps to imagine it in terms of an ecosystem. Each software should have a specific niche, and work well with others in the stack. Thus, key considerations should be formed as questions:

What are our association goals in the next 3-5 years?
What technology needs do we foresee in implementing our strategic plan?
How will this add value to our members and the profession?
Does this software have integrations that fit with our current tech stack?
How does this software contribute to the overall efficiency of our staff and volunteer efforts?
What support services come with this software?

Above all else, the technology should have a meaningful fit in the strategic plan.

3. What technology trends for associations are you most excited for?

I am excited to see what the role of machine learning will be in the association field. Given enough data on a subject, a computer can predict just about anything on any subject. This can include creating a newsletter from scratch, deciding what colors will work better in an advertisement, the best practices in keynote speeches; the possibilities are endless. It will also be interesting to see what kinds of member engagement software will work best, what strategies they will adopt, and how members will react to these strategies.

Consider some of these factors when evaluating your goals as an association and how technology can help get you there.

May 19, 2023

What Do Your Members Think? 4 Tips for Meeting Expectations as a Board

Ewald in Practice Leadership

Associations are built for members, but it is you and your board who are elected to make decisions that improve the member experience. As representatives of the association, you are trusted to make decisions on behalf of members, but do you have to do it completely on your own? Here is how you can be an even better board by reaching out to your member base:

Remember, you are an ambassador. It can be so easy for board chairs and members to make decisions based on their own beliefs or opinions — but at the end of the day, you are there for the members, so don’t get lost in defending yourself or the organization. Approach criticism with curiosity and empathy so you have a better basis for decision making when a similar issue comes up.
Understand member expectations. Are there certain programs or events that you know members expect? For example, if your annual conference has consistently high attendance, you know members care about it. Make these items priorities so that you are following through on high-value member benefits.
Do member check-ins. Consider distributing a survey to active volunteers and/or your whole member base to gather information about upcoming decisions, what they want to see more of, and what is not working well. Asking for their help shows thoughtfulness.
Vary communication methods. If you are trying to reach your entire member base, email alone will not cut it. Consider social media platforms like Instagram, Twitter, LinkedIn, or even personal phone calls! This not only will get you more engagement, it will prove to members you care that they see the information you are distributing.

Managing the hopes and expectations of an entire organization is not easy, and it’s important to remember that not everyone will be happy all the time. By promoting engagement with the member base and asking questions, you will show that you care about what your members think and bridge the gap. For more advice on board governance, check out our podcast, Associations Next.

May 5, 2023

Associations Next: The Art of the Ask

Associations Next, Ewald in Practice, Ewald News Association Management, Leadership

In this episode, we are joined by Dave Sternberg, CFRM, author of Fearless Fundraising for Nonprofit Boards and founding partner of Loring, Sternberg and Associates. He walks us through the planning process of fundraising, best practices, and how to measure results.

Takeaways:

People want to make a difference. Dave reminds us that the United States is one of the most generous countries in terms of individual giving. Whether you’re a 501c(6) or 501c(3), there are donors or sponsors out there who want to give to you.
Be sure to budget enough money to raise funds. Whether you use direct mail, email or other methods, ensure that you plan for all the expenses involved.
Your donors are not ATMs. Raising funds is all about relationships. Individual donors and corporate sponsors are rarely a one-and-done deal. Foster these relationships by bringing them in on your mission and communicating often
There are more ways to measure success than just the money. Dave recommends going to your donors and sponsors and asking about their experience in giving. Are they more engaged? Do they feel they made a difference? Are more people engaged in the work? Fundraising is so much more than just the dollars.
You are not asking enough (measured in frequency and quantity). Dave says that you’ll know when you’ve tapped a sponsor or donor too much when they tell you so. Don’t hesitate to go back, explain why you’re asking, and see what they say. It’s all for a good cause.

May 2, 2023

Building Connection: How the Association of Workplace Investigators (AWI) Uses Local Circles to Foster Community

Ewald in Practice

Choosing to serve as an association leader can be a daunting decision. Even more challenging is building a robust pipeline of up-and-coming leaders to keep your organization moving forward. At the Association of Workplace Investigators (AWI), the Local Circle Groups are informal, local groups of current and prospective members who come together on a monthly, bimonthly, or quarterly basis. The program was initially started in California with a convener in each group, and the strategic initiative was to grow the program nationally and internationally. Local Circle Groups provide an informal setting for current and prospective members to connect and gain valuable industry connections. The program has grown rapidly in recent years, creating a steady stream of volunteer leaders and members eager to get involved.

AWI is a professional membership association for attorneys, human resources professionals, private investigators, and others who conduct, manage, or have a professional interest in workplace investigations. Founded in 2009, its mission is to promote the quality of impartial workplace investigations.

The Local Circle Group is part of a strategic initiative that AWI launched to grow membership and build community in what can often be an isolating profession. With Ewald Consulting’s support, AWI reaches out to current and potential members, providing them with tool kits and resources to schedule and launch meetings. During COVID-19, the move to a virtual format broadened the scope of participation and contributed to an increase in attendance. Many Local Circle Groups continue to experiment with hybrid and rotating meeting formats.

“The Local Circle Group gives members that first starting point,” Laurie Krueger, Senior Account Executive at Ewald Consulting. Learning about the events and resources available to current AWI members has created a steady pipeline of volunteer leaders and considerable member growth for the association. Moving forward, AWI will apply the model of Local Circle Groups to its special interest groups, providing more tailored content to maintain membership value and continue to grow leadership pipelines.

If you would like to learn more about Ewald Consulting’s Membership Development services, please contact us here.

April 21, 2023

Does Your Board Not See Eye-To-Eye on Industry Challenges? Here’s What to Do

Ewald in Practice board governance, Leadership

Everyone on a board is there for a reason. Whether it’s passion for the association or passion for the industry, everyone on a board should have a reason for being there. When there are so many good intentions in one room, it’s common to see priorities differ from member to member, but it’s important to unite as a board when there is a challenge.

As the state of the world changes faster than ever, industry challenges have become more intense and divisive. If your board is feeling strained because of issues in the industry, follow these tips:

Acknowledge the differences. Nobody gets anywhere if your board members are not heard out. As board chair, you are in charge of guiding your board toward a solution, but with differing opinions, this can be difficult. Be thoughtful and attentive. Give everyone the space to express their view and guide the conversation forward. Balance opinions with the mission of the board.
Consider altering your strategic plan. Strategic plans are essential for planning. Good boards adhere to their strategic plans, but great boards recognize when plans need to be flexible. During the pandemic, successful organizations realized that their strategic plans wouldn’t work and pivoted accordingly.
Watch for conflicts of interest. Boards are made up of different members of the same industry. Situations may arise where one member has more power than others, or different interests, when discussing an industry challenge. Be aware of these factors so that you can equalize the playing field and give everyone an equal voice.
Remember, you can’t fix everything. If, like most associations, you are striving to bring people together, it may seem like you have the weight of the world on your shoulders. While your board does important industry work, remember that you can only do so much. There will always be more to do, and that is okay.

Managing a board in a challenging time can weigh on you as a leader. By learning to be flexible and hear everyone out, you are ensuring a safe environment for your board that will better support your organization. For more advice on board governance, check out our podcast, Associations Next.

March 17, 2023

Great Expectations: Managing Work Ethic on Your Board

Ewald in Practice board governance, Leadership

If you have done your job well as board chair, board members should know what is expected of them. Still, You may find it challenging to encourage your board to deliver on their commitments. In this case, consider the following:

Communicate what you expect and when you expect it. If a board member is responsible for the minutes, you should have a timeline set for when those minutes will be delivered to you and the board. If minutes are not delivered on time, you will be able to refer to previous instructions and communicate clearly that they were not met. This creates clear boundaries for board members.
Assume best intentions when things go wrong. There are many cases of board members not following through for a variety of reasons. A good majority of the time, the member does not intend to harm the board or be neglectful; they’re simply short on time. Approach them with an open mind and ask how you can help keep their responsibilities on track. It is better for you, the board member, and the organization that you lead with empathy, not anger or disappointment.
Stop bad habits. If things are continually late or not being delivered, intervene immediately. Strong boards know what is expected of them and deliver in a timely manner. Build responsibility into the culture of your board and recognize when things are going well. In general, board members want to do a good job, so be sure to recognize the positive.
Be clear about the “why” of deliverables. Knowing the purpose of what you are responsible for makes it more likely that you will deliver it. A board member responsible for minutes may not understand why they are important, but if you explain that they are crucial for planning and agenda-setting, the point of the minutes is clear, and the member understands that they have a real responsibility.

Many board members are volunteers. While it is important to make sure your board stays on track, it may help to give members some grace while also communicating your expectations well.

You have to wear many different hats as a board chair. You’re a planner, a facilitator, and the first point of contact for your association. To learn more about how to be a great board chair, check out our podcast, Associations Next.

February 17, 2023

4 Tips for Better Board Role Clarification

Ewald in Practice board governance, Leadership 0

With a variety of strengths and passions of volunteers on a board, it only makes sense that some traits may cross over and cause confusion. Role confusion not only frustrates board members, but it can slow the efficiency of the board itself. To avoid this, take these actions:

Have clear position descriptions. This includes board members and committee members. Consider what each role needs to accomplish and lay it out in plain language so that the mission is clear and to avoid confusion and overlap in responsibilities.
Review these position descriptions often. Is it time to update your roles to fit a new era in your industry? For instance, maybe you need a communication or technology representative. Make sure your roles are spelled out clearly and are in accordance with your goals as chair.
When there is conflict, involve multiple people. Defusing conflict is tricky, but it helps to have multiple people (including the board chair) there to help manage the situation and make confrontation less intimidating. Three is often a good number for conflict resolution. Bring a peer to help support the member in question and a leader to guide the conversation.
Work backward. Remember your organization’s mission and work back from there to determine how the board needs to function and how the board members need to be involved. Are there committees that could be formed to ease the work of the board? Are there items the board is overlooking? Start with the mission, the heart of your organization, and go from there.

Board conflict happens. It’s not easy, but it can be an opportunity for you and your board to step back and remind yourselves of the shared mission. To learn more, check out our podcast, Associations Next.

January 6, 2023

What Ewald Team Members Hope for in 2023

Ewald in Practice Leadership, Professional Development, Strategy

Happy New Year from all of us at Ewald Consulting! As we all enter 2023, it is important to reflect on the previous year and begin putting plans in place for the next. Our team has been thinking about what they want to accomplish. Here are some of the things we want to make happen in 2023:

My goal for 2023 is to help associations have a greater impact with storytelling through professional video and audio. Podcasts, live-streams and edited videos can help associations build greater value for their members.

-Michael McIntee, Director of Content Development and Management

In 2023, I hope to expand non-dues revenue through diverse professional development offerings, especially micro-content.

-Danial Davis, Professional Development Specialist

My hope is that as 2023 comes, associations will start to embrace the power of automation. There is so much room for automation of all kinds of tasks that it almost seems overwhelming. I am very excited to find new ways to automate tasks for our clients.

-Connor Lee, Technology Specialist

Over the last several months, I’ve been proposing ways for one of our clients to increase equity for international membership. In November, we received approval to develop a proposal to pilot an International Chapter. In 2023, I look forward to learning from other AEs of international associations to make the pilot a success. Another client’s chapters are interested in more creative ways they can engage; one chapter recently presented an innovative model of a new event style—I look forward to helping make that a model for other chapters in 2023.

-Veronica Croiser, Account Executive

My goal for the upcoming year is to better streamline operations for my clients. The easier their day-to-day experience is, the better—and that begins with mapping out our plans and processes. I believe this preparation sets our clients up for success, fulfillment, and growth, all of which we strive to achieve at Ewald.

– Kirsten Anderson, HR Coordinator and Events Coordinator

For my work with associations in 2023 I want to improve and update potentially outdated processes to create greater efficiency while providing members with content and resources that we are excited to produce and they are excited to attend!

– Melia Gelinas, Professional Development Coordinator

How can you make 2023 your best year yet? For more advice from our team, check out our podcast, Associations Next.

December 14, 2022

Top 23 Association Trends 2023

Ewald in Practice

2022 is almost in the books. As the curtains close on another year, it’s important to think ahead to what actions you want to take in 2023. We’ve compiled a list of the top 23 trends we think associations should consider in 2023.

Get more specific member data. Some platforms (such as Propfuel) are able to obtain more personal data points about members to help you help them more than you ever have.
Change up dues structure. Is your annual dues structure still working for you? Some associations have opted for a monthly subscription-like structure, auto-renewals, and more.
Increase dues when necessary. In order to foster growth, you may need to increase dues. This will support more initiatives that increase member education and engagement. It may feel counterintuitive, but it may be necessary.
Communicate with members about dues. You are not on your own when it comes to dues decisions. Consider sending out a survey asking if members would support increased dues if it meant more resources.
Increase non-dues initiatives. We are in the content era. Consider writing a white paper, launching a podcast, or putting together a webinar — but be sure the topic is of interest to members.
More engagement with members. Consider getting more personal and increasing engagement by shouting out members on social, sending personal follow-ups after events, or sending questionnaires to make sure your members are being served the way they want.
Place importance on the member experience. Review your communication styles, your website usability, and more from a member perspective. Are resources easy to find? Is it easy to get help? Make sure it is a good experience for every member.
Vary communication methods. Members are on the go more than ever. Some may not check email but might be on Instagram frequently. Using multiple forms of communication will ensure that everyone gets the message.
Get social. Gen Z is already in the workforce, so how are you reaching them? You don’t have to keep up with the latest TikTok trends, but you do need to keep tabs on platforms these younger professionals stay connected on.
Create short-form media. Gather clips from webinars, conferences or podcasts if you have them. Members may not have a lot of time, so these short clips will get to the point and increase engagement.
Storytelling. Video and audio are the content members want. Consider using a story of a member that benefited from your organization rather than just describing the mission. People remember stories, not words.
Hybrid events. They are not going away! Members are loving the option to attend from their homes. By going hybrid, you’re opening more doors.
Micro events. Fun things like Facebook Lives and Zoom chats are becoming more popular. These are great ways to engage with members and show that you’re flexible and social.
Livestreams. Consider live-streaming sessions during your events. This is an excellent facet of hybrid events that can make members feel like they’re (almost) in the room.
Volunteer engagement online. Encourage volunteers to post about the organization on social media to show that your organization is vibrant and interactive.
Collaborative events. Consider partnering with another association to host an event.. By pooling resources, you can provide even more for both member bases.
Be sensitive to board emotions. Board governance isn’t easy and members will more likely than not have different opinions. In these moments, slow down and listen.
Follow values. It’s easy to get caught up in the day-to-day operations, but it’s becoming more important to stay true to the values of the association. This will help guide your decisions.
Have a flexible budget. If you get to July and find that you need to change some things up, do it! You have much more information about the second half of the year in July than you did in January.
Put diversity into action. We all talk about increasing diversity efforts, but now is the time to make it count. A more diverse board will ensure that all your members are being served.
Have a zero-tolerance discrimination policy. By proving to volunteers, members, and your board that you have no tolerance for discrimination, you are showing that you value those in your organization — both staff and members.
Have healthy boundaries as a leader. You cannot be an effective leader without taking care of yourself first. Great leaders make sure they are mentally and emotionally healthy so they can go into their jobs with a clear mind.
Have clear leader succession plans. Help new leaders by ensuring that there are resources and support to help the incoming leader.