One thing I love is when marketing materials include fantastic content.  Few people do that better than Richard Millington, an online community expert who runs Feverbee.  In support of his upcoming FeverBee SPRINT program, Richard shared the advice below.  Fantastic for anyone looking to make the most out of in-person meetings.  And, I am very sorry that I cannot make the October 29 to 30 program in San Francisco -- it looks truly stellar, as is most everything that Richard does.  Hope some of you can make it!



The Real Value of Events - by Richard Millington

"The real power of events is bringing quality people together. This includes people who you can help and hire. People who can solve your problems. People you might become friends with.  At Lithium’s Linc event, I met Caty Kobe. She began working for us last week. Too often, we waste the amazing value of events. I see people looking at their phones during valuable free-discussion time. At FeverBee SPRINT, all the stars of our field are going to be in the same room. All the top companies in our sector will be there. We’re going to do everything we can to create the perfect social environment to meet all of them. However, we also want you to help yourselves.We know there many introverts among you. We’ve put together a few tips that have helped us over the years. 

20 Tips For Being Popular At Events

1)    Research the attendees beforehand. Make a list of who you want to meet and what you want to ask them.

2)    E-mail the top 10 people you want to meet in advance. Ask them for coffee before you meet up. If any are local, arrange to meet at the airport, share cabs, hotels, etc...

3)    Be the organizer. Be the person that brings the fun. Organize a small, exclusive, pre-event meetup, book an airbnb house with 6 rooms, and let 5 others join you. Host a small after party at yours (please don’t go crazy). Suggest shared travel. Invite 5 people to join you for a lunch group. Go outside the venue to have lunch with a few others.

4)    Say something remarkable within the first 30 seconds. We all know the elevator pitch. The goal isn’t to sell the product, the goal is to intrigue the person enough to continue the discussion. How do you answer the “what do you do” question? I used to say “we help companies build communities”. Yawn.

Try different lines…for a year I would say “we figured out a specific social science principle to ensure every community reaches critical mass”…you can guess what their next question is right? Focus on the vision with an interesting twist, not the functional aspect of what you do.

5)    Tell stories. Have a few funny/interesting stories about your work you can share. Make sure it has a beginning, middle, and an end. Get comfortable telling the same few stories about your work. Don’t give facts, give interesting examples. Put together your best stories that you can drop into a discussion.

6)    Know your strengths. Be clear about how you can help people you meet at an event. Don’t be shy about saying what you’re good at, but counter-balance this with the next point.

7)    Know your weaknesses. Be clear about what you need help with. People want to help you. You need to know what you want help with. Be specific.

8)    Know who/what you’re looking for. Similar to the above, if you met someone you want to work for, recruit, or interact with at some point, how would you know? What qualities would they have? Most of the people we’ve hired are those we’ve previously met at an event.

9)    Introduce yourself. Get comfortable turning to the person next to you and say “Hi I’m ….”. if you do this 100 times, you’ll never get a bad reaction. Follow a 3-second rule. Do it within the first 3 seconds of sitting down.

10)    Join existing groups. I go up to existing groups and say “mind if I join you, I’m Rich”. I shake hands with everyone, let the discussions continue, then join in with my opinion.

11)    Set a deadline. I’m told this advice originates from pickup literature. If you’re keen to speak to a star within the sector, let them know you only want to speak to them for 2/3 minutes. This eases the fear that they will be stuck in one discussion for hours.

12)    Speak slower and watch your upward inflection (or high-rising terminal). Slow your speech down a little. You will sound more authoritative. Unless it’s a question, don’t let your last word end on a higher pitch. This is perceived as portraying insecurities.

13)    Ask the golden question. If you’re looking for work or clients, get used to asking “So what brings you here?”

14)    Leave others before they leave you. Or, put more simply, don’t be clingy. If someone moves away and you follow them without being invited, you’re being clingy. Don’t panic, we’ve all done it.

Far better to end the discussion at a high point and find someone else you can meet. You will circle back round later. If you have a pause in the discussion and can’t think what to say next, it’s time to meet other amazing people.

15)    End discussions politely. If you want to end a discussion, offer your business card and then say you’re going to circulate the room a little. We can all understand this.

16)    Book the next step. If you want to continue the discussion. Get your phone, load up your calendar, and ask them when they’re free. Arrange a meeting right there. This is powerful to do in person.

17)    Chase up furiously. Don’t chase up to keep in touch, chase up with a few practical ideas or a new thought to add to your discussion. Recommend a book or an update on what you discussed. Suggest a time to do something fun.

18)    Use the (sales)force (app). This is a little controversial, but use your phone’s salesforce app to keep an update of your interactions. Don’t update it on the networking floor, that makes you seem like the person who is too shy to go talk to people. I do my updates out of sight.

19)    Focus on fun, not done. Don’t worry so much about getting stuff done. We’ll cover that in our workshop sessions. Focus on having fun discussions with the people you meet. Suggest a few ideas.

20)    Go easy on the unsolicited advice. While you're just trying to be helpful, unsolicited advice can sometimes be irritating. If people don't want your advice, don't give any. Better yet, you can ask “mind if I give you some unsolicited advice?”"
Last month I had the pleasure of participating in a panel of industry leaders at the Winter Conference for the Association Management Company trade association, AMC Institute.  It was great to help celebrate their 50th Anniversary at the fabulous Loews Don CeSar Hotel in beautiful St. Pete's Beach, Florida.  Convention News Television interviewed me just after the panel.  Here it is online - pretty happy with how the one take approach turned out!

One on One with Greg Melia at AMC Institute


Let’s recap this series:  First, I explored how the purpose of an association is to bring together contributions from members to accomplish something for those same individuals that would be more difficult to do on their own.  Second, I explored how a number of trends are changing the external environment in which associations operate.  Finally, here are a few practical suggestions for how your association can embrace these trends and avoid becoming obsolete:


  • Get familiar with the external trends that may make your current association value proposition irrelevant.

    I’ve outlined four megatrends in a previous post.  There are likely more that are specific to the industry or profession your association serves.  A good place to start is the Bureau of Labor Statistics’ Industry at a Glance and Occupational Outlook.  For state associations, check with your state government on economic trends and statistics in your area.  ASAE, the professional association for the association community (and, in the interest of full disclosure, my employer) also produces a wide range of research and trend reports.

  • Review your portfolio to assess which of your offerings help potential members do things easier. 

    Better yet, have someone outside your membership conduct this review and determine if your solution is enough to convince her or him to join. If an offering doesn’t pass muster, either re-engineer it or seriously consider dropping it.



  • Closely consider the needs of your target market to determine the greatest challenges that you can help them overcome. 

    What can the collective resources of your association do for members that individual members cannot do for themselves?

 ·   How can you help employees and employers in the changing employment environment (job tenure decreasing, job mobility increasing, and dual-earner households increasing)?



·   How can you help members’ organizations better compete in the new global marketplace?



·   How can you help members manage time, their most irreplaceable commodity?          



  • Make it easy for members to get immediate quality answers and assistance. 

    The Ritz-Carlton famously instructed employees to anticipate guest needs such that the Ritz-Carlton experience “fulfills even unexpressed wishes and needs of our guests.”  Your association must do the same – meet the needs which members tell you about, and lead your members by preparing them to solve challenges proactively before they become PROBLEMS.



  • Prepare for the future. 

    Explore the business and societal trends changing the external environment in which your members operate.  Begin to develop capacities in new areas to redirect and serve future needs.  (An area I plan to blog about in the near future.  Would love your ideas on this too!)



  • Keep members informed of the value you provided to them. 



Previously, I explored how associations bring together contributions from members to accomplish something that would be difficult to accomplish individually.  Based on the positive receptions from association thinkers like Jeffrey Cufaude, Shelly Alcorn,  Cynthia D’Amour, Tony Rossell, and David Gammel I think there may be something to the idea that the value provided by associations is under fire because the world in which associations operate is changing.  So what are some of those changes in the external world that may be making association participation less necessary?



  • The Internet and mobile technology give unprecedented access to knowledge. The rise and growth of the Internet, which was only commercialized in the mid-1990s, is astounding.  Today, individuals can find and do almost anything easier, faster, and cheaper than they could in 1995 - career advice, technical training, networking connections, legislative tracking and responsive advocacy, competitive product pricing, vendor selection, buying advice, and nearly limitless content in every category. These same activities were the bread and butter of associations in the mid-90s – and sadly, many associations still see these as their exclusive domain.  The worth of these activities have not changed – people still want them all – but changes in the external environment mean that these very same activities may no longer be “valued benefits” if individuals can achieve similar results elsewhere easily and affordably without an association.


  • The commercial landscape has changed.  Nearly every association is also directly impacted by the economic condition of its members.  And the reality is that the external operating environment is wreaking havoc on many of those members.  The rise of the Internet has facilitated interstate and international commerce in ways that challenge traditional business operating environments (such as location, fulfillment, design, even staffing) and often create a race toward the lowest possible price.  Consumer access to increased amounts of information puts new pressures on profit margins and operating processes, as well as providing consumers with a powerful collection of feedback from other customers that influence buying decisions.  The new normal is an intensely competitive, open environment, often accompanied by with less generous profit margins.

  • Competition for resources has increased.  Regardless of its focus, associations are impacted by the people who comprise its membership.  And the external environment of those members is changing too.  During the 1990s, the number of dual-earner households broke the 50% barrier, making two working parents the predominate model.  It is not a surprise that in 1995, a Cornell research study found that more than half of Americans reported that they “‘almost never’ have time on their hands.” More recently, a Harris Interactive poll reported that leisure hit an all-time low, decreasing 20% from the previous year and a total of 10 hours since tracking began in 1973.  And if that were not enough, household debt, which has risen slowly over a long period, doubled between 2000 and 2007.  Our members ─ and potential members ─ have less time, less control of their schedules, and increased financial commitments.          

What are your reactions to these statistics?  What other significant external trends do you see that challenge the value that associations provide? Join me in my next post to see my thoughts on what associations should be doing to prepare for the future.


The fabulous Shelly Alcorn, CAE is "SICK AND TIRED of the questions about ‘what is the value of membership.’" I loved her post, most of all her observation that you can find the roots of modern associations in the associating that happened in the symposiums of Ancient Greece, guilds in Medieval Europe, and salons of the Renaissance.  Shelly points out that associating is rooted in the universal human need for connection.  I’d add that associating also reflects a human need for individuals to come together to accomplish things they cannot do easily for themselves. 

 “Associating” bodies whether a social club, fraternal organization, neighborhood, workers union, sports team, trade association, professional society, Facebook, credit union, LinkedIn, or Kickstarter – whether formal, enduring structures or short-term collaborations – all have a cost of participation.  It may be giving of your time; your attention; your talents; a commitment to your fellow members or certain ideals; or giving up the freedom of choosing the color to paint your house, conceding to be advertised to; and yes, in many cases, money – whether called membership dues, participation fees, donations, or “financially backing a project.”  Whether the cost of participation is worthwhile depends on the perceived value of the return on that investment.  That is, does participation provide a result that is 1) desired and 2) worth the effort when compared to the alternative of achieving a similar outcome another way. 

What is frustrating about many conversations about the “value of membership” is that they often devolve into “Is our price point still relevant for the programs, products and services we offer?”  What is most challenging in my mind is that these conversations tend to focus on the cost and avenues of participation, and fail to recognize what may be a bigger challenge:  if associations are designed to help individuals accomplish things they cannot do easily for themselves, we need to think long and hard about the fact that it is not as hard to do many things for yourself as it used to be.
 
Two quick examples: 

AAA: Growing up, we used to take a fair number of family vacations by car.  And critical to that was a membership in the American Automobile Association.  Not only did AAA give us assurance that we could get a tow if we needed one, it also got us the best available rates on hotels, and made custom highlighted TripTiks®, customized step-by-step maps to navigate our trip.  In the 1970’s, all three of these were extreme value adds.  In fact, to this day, I remain a member of AAA because they still have the best hotel rates, and they will take care of tracking down an available tow truck, making a potentially stressful time a little less stressful.  But there may very well come a time when I decide that paying $70 or more per year for these savings of convenience and hotel rooms is simply not worth it.  And it’s not because of AAA … it’s because smartphones and the Internet have made it easy for me to find a good price on a hotel, roadside assistance, and customized travel directions.
 

Guilds: Guilds dominated the career pathway, standards of practice, and access to markets in much of Medieval Europe.  To become a practicing craftsman, individuals typically had to endure years of apprenticeship and demonstrate proficiency in techniques determined by the appropriate guild.  In short, the guilds single-handedly controlled the pathway to being a successful craftsman, which was difficult (if not impossible) without participation in the appropriate guild.  Despite what seems like the ultimate “golden handcuff” benefit, the guild model failed … not because of the change in its value proposition of helping interested novices become skilled craftspersons, but because the external world changed ─ the rise of standardized manufacturing techniques undermined their proposition and shifts in social attitudes about free market economics changed the social acceptance of guilds. 

In my next two posts, I’ll build on this idea to look at external trends impacting associations and provide a few thoughts on what you and your association should do to ensure your continued viability. And I would love to hear your feedback and add your examples of how the changing world has impacted specific associations.
Last week, I attended a conference on creativity organized by The International Center For Studies In Creativity at Buffalo State.   It was a great experience!  I captured most of my notes using Twitter, and have used Storify to create conference summaries.  I invite you to learn more about this cool tool and cool conference through the posts:

2012 Creative Experts Exchange Opening Ceremony

2012 Creativity Experts Exchange Day 1

2012 Creative Experts Exchange Day 2

2012 Creative Experts Exchange Day 3

 

 Enjoy!

 

 

If you work for an association or association management company, chances are that you will soon be asked to consider ways to evolve your association's membership model -- that is assuming that you aren't already knee-deep in that exploration. And chances are this will be your first time handling this type of project. That's why I am thrilled to be co-facilitating a three-hour session with Julie Koch, CAE of the Produce Marketing Association on setting a course to reinvent your association's membership model at this year's ASAE Annual Meeting.

During the session, you'll get to hear from top experts in association membership including:
Sue Bowman of The Haefer Group;
Don Dea of Fusion Productions
Sheri Jacobs, CAE of Avenue M Group
Sarah Sladek, of XYZ University and author of The End of Membership As We Know It

I am really excited about the session design: it is built so that you'll walk away with a core outline of the steps that YOU should take to re-assess YOUR Association's membership model. Plus, you'll have the chance to spend small group time with these leading consultants to get advice specific to your individual needs.

If you're already planning to be at #ASAE11, I hope you'll join us for "Chart the Course for Your Association’s Future Membership Model" on Monday, August 8 at 1:30 in Room 223. If this sounds interesting but you hadn't yet decided to attend, register today -- I don't think you'll be able to find another opportunity to be led through this type of program with this number of association membership experts.