Individualization on an International Scale at INACSL’s Annual Conference

By Meredith Parker, Account Associate

Around the IMI Office, summer is known as a time when we have the most staff birthdays, the most creative fun committee events, and the most hectic office environment. During these months, our staff is in a constant flurry of activity, with groups in varying stages of preparing for, facilitating, or debriefing from client events held all over North America.

One of IMI’s largest clients, The International Nursing Association for Clinical Simulation and Learning (INACSL) has close to 2,000 members spread across the world. Each year since 2006, it has held an Annual Conference with about 800 attendees. Because much of INACSL’s membership is American, all of its conferences have been held in the United States; that is, until this year. In 2018, in line with its international focus and in order to recognize its significant number of Canadian members, INACSL’s signature event was held in Toronto, Canada.

Though Toronto is just a hop over the national border between the United States and Canada, INACSL anticipated that its conference would host many first-time attendees because some of its regular, United States-based attendees would be unable to obtain funding for international travel. Also, INACSL knew from past conference feedback that one of the highest-rated benefits of their conference is networking opportunities. With these factors in mind, INACSL developed ideas to help each of the 500+ conference attendees feel individually touched.

First, INACSL created Canada House as a “home away from home” for attendees. During the conference, Canada House hosted light snacks and beverages during breaks, information about restaurants and activities in Toronto, and giveaways like Canadian themed gift baskets and maple syrup – some which were free for all and some which had to be won through games or raffles. Decorated with Adirondack chairs, pictures from around Canada, and the extremely-popular cutout of Canadian Prime Minister Justin Trudeau, Canada House became a popular stop for attendees throughout the conference as a place to grab a quick cup of coffee, gather information about local sights, and a rendezvous point for casual or organized outings, including a run/walk exercise group that met each morning.

In addition to providing Canada House as a nexus for conference social activities, the INACSL team created specific opportunities for conference-goers to connect outside of educational sessions. One of these opportunities was pay-your-own-way dinners out. Before the conference, INACSL made six-person reservations at area restaurants for several nights of the event. On-site, they provided sign-up sheets for individuals to claim one of five spots on any reservation, with the sixth spot held by a someone from their Membership Committee. These groups would meet at Canada House, walk to the specified restaurant, and enjoy dinner together. This idea was a hit with conference attendees, especially those who traveled to the conference alone as first time attendees, because it provided a low-pressure way to meet other people in the same situation, get out of the hotel, and experience Toronto culture. In addition, because there was an experienced INACSL member at each dinner, there was a helpful resource for any conference or INACSL-related questions.

The INACSL Annual Conference, 2018 was a huge success – and the INACSL Team’s eye for individualization played a key role in making attendees feel welcomed, engaged, and ready to learn.

What strategies have you used to engage attendees at a large conference? Comment below.

Want to know more about association management? Contact us at to find out more about what IMI Association Executives can do for your organization.


Countdown to Accreditation

By Whitney Thweatt, CAE, account manager

IMI recently checked off one more item of the list on our AMC Institute accreditation poster and is only a few steps away from completing the accreditation journey.

As an effort to demonstrate our company’s commitment to quality, service and excellence, as well as employee training and education, IMI is pursuing accreditation from the AMC Institute.

Why? By achieving accreditation status, we are ensuring that best practices are documented and woven into our processes consistently across all clients. Current clients will feel confident that we maintain the highest standards. Communication will be ongoing with clients to ensure all services are provided in an effective and efficient manner. By successfully completing the accreditation process, we can establish a basis for benchmarking and enhancing established documented internal controls and operating systems, as well as identifying greater efficiencies and quality control procedures.

The AMCI Standard of Good Practices for the Association Management Company Industry encompasses the following:

  • Client Contracts: Review Procedures and Requirements
  • Servicing the Clients and Service Delivery Procedure
  • Evaluation of Services
  • Financial Management and Internal Controls
  • Insurance Coverage
  • Employee Recruitment and Selection
  • Employee Training and Professional Development Procedures
  • Subcontracting and Purchasing Requirements
  • Record Keeping Requirements/Continuity of Operations
  • Internal Quality Control Requirements

Over the past several months, IMI staff has been hard at work reviewing internal processes, policies and procedures to see if they fall in line with the Standard, compiling all documentation of our internal systems and processes, and updating or creating any policies necessary.

We recently completed staff training on all company policies and Standard sections. The final step prior to scheduling a third-party audit is to conduct an internal audit to ensure we’ve adopted all practices that we have created.

While it has been a long and arduous process, it is one that will greatly benefit both IMI and all of our client partners.

The last item on the accreditation checklist poster? “Hold an accreditation party!” Stay tuned to hear how we’ll celebrate!

Want to know more about association management? Contact us at to find out more about what IMI Association Executives can do for your organization.

Acronyms for Non-profits? YMMV.

2017-12-20 acronyms

By Rachel Owen, communications manager

Our world is increasingly full of shortcuts to get where we’re going faster and how we communicate is no exception to that trend. Slang, abbreviations and memes are very much a part of modern communication. Your organization’s culture will often determine if slang and memes are appropriate to use in communication with your members, but what about acronyms and other abbreviations?

Note: For the sake of brevity (see what I did there?), in this post “acronym” can refer to any type of abbreviation your organization might be considering. You can learn about abbreviations, acronyms and initialism here.

One trend I see with non-profits is a steady use of abbreviations. When naming a new product, service or feature, the tendency is to reach for an abbreviation first. Perhaps you even started with the acronym first and worked backwards to create the full name (a backronym).

While acronyms are handy for typing, our challenge in non-profits becomes knowing when they will be useful and valuable to our members.

Here are some things to consider before naming your next program.

Know your audience. Consider where you want to use the acronym. We all have shorthand that we may use with fellow staff and volunteers who are deep in the trenches, but for more general member-facing communications such as emails, newsletters or social media it’s best to use full titles. No one likes needing to ask, “What does XYZ mean?”

Consider “why” the term needs an abbreviation. Is the name of your program simply too long? You may be trying to do too much with the name. Are you working with a “legacy” title? It might be time to consider rebranding if it no longer fits with the current nature of the program or the culture of the organization.

Keep focus on the important things. We can acronym away things that matter. An organization that wants to increase awareness about a specific aspect of their efforts (international, multilingual, legislative, advocacy, integrity, technology, etc.) would benefit from letting those words stand out when naming their initiatives. For example, an organization that wants to increase awareness about its global efforts should promote their International Work Groups rather than “IWG.”

Beware “alphabet soup.” We’ve all experienced the confusion when multiple abbreviations in a document start to jumble together into “alphabet soup.” Acronyms can exclude some readers from your community, making it hard for them to feel a part of the organization. Practically, this means that the Super Cool Organization’s (SCO) Young Professionals Networking League (YPNL) may have difficulty drawing newcomers to their event (“Join us for SCO’s 2018 YPNL!”). Not only is alphabet soup hard on the eyes, but the purpose of the event is lost to anyone who isn’t familiar with the lingo or the context.

Watch out for a loss of clarity. If a photography non-profit organizes grant writing classes called Snapshot Funding (SNAFU) Workshops, they might find that attendees expect the class is about common photography mistakes.

Make your terms searchable. If you reference SNAFU in your promotions, be sure that a search of your website for “SNAFU” will bring up the Snapshot Funding Workshops. There’s nothing worse than wondering what an organization’s abbreviation means and getting zero results on their website.

Check your name with multiple sources. Always check that your desired name does not conflict with another company’s intellectual property. Also, make sure any abbreviations do not spell something inappropriate or ill-fitting for your organization.

Spell it out. If you decide an acronym is the right fit for your initiative, the first time the abbreviation is used in each document, article, or post always list the full name for clarity.

Want to know more about association management? Contact us at to find out more about what IMI Association Executives can do for your organization.


Taking Control of Your Inbox

2017-10-17 taming your inbox

By Meredith Parker, account associate

Yesterday, I was reading a blog post on the Thrive Global website where Ashton Kutcher was interviewed and he explained that email is “everyone else’s to-do list for you.”

This statement really resonated with me. At my nonprofit, we have just kicked off our annual membership campaign and are in the midst of preparing our annual budget and coordinating an in-person Board of Directors meeting in November. These items are, of course, in addition to my regular day-to-day tasks. As a result, like many nonprofit professionals, my inbox is flooded daily with waves of items from members, staff, and volunteers that may or may not be related to the most pressing issues of the day. To further complicate matters, our policy is to turn around emails to everyone within two business days.

When I began my work as a nonprofit professional, I did not know how to satisfy these competing priorities. The easiest method is always the path of least resistance, so I would spend the majority of my time responding to emails. Eventually, I realized that, with the absence of a concrete plan of attack, emails were controlling my workflow and I wasn’t accomplishing work that needed to be done.

Over the past year, I developed an organizational strategy for managing my emails and work, which is shared below:

First I identified the functional areas of my work:

  • Annual Conference
  • Board of Directors
  • Awards and Scholarships
  • Committees and Task Forces
  • Volunteers

Second, I created To-Do Folders in my email inbox for each of these functional areas.

Third, I established that the first thirty minutes of the day are dedicated to:

  • evaluating the state of each functional area through emails
  • deciding how much time to allocate to each functional area based on emails and outstanding work.

Following this, the first fifteen minutes of my day, I open every new email in my inbox and allocate it to the correct functional area To-Do folder. Then, in the second set of fifteen minutes, I create a daily work plan. In this work plan, I first write down any meetings that I have. Then, I allocate time to each functional area depending on the work that needs to be done that day. I make sure that, even if there are not pressing matters in each area, I allocate at least 15 minutes to each area so I get to all emails with the required two business days.

Fourth, I follow the daily work plan. With my entire day laid out in increments of time corresponding to functional areas, I am forced to prioritize what is important in each functional area instead of letting my email dictate it. In addition, because I make time for every functional area, I ensure that I am not dropping the ball on any items even if they are not pressing.

Since establishing this workflow, I have found that I work more efficiently. Instead of getting bogged down by emails for an hour or two every morning, I spend time focusing on the most important work of the day and answer emails as time permits and as needed within a functional area.

Though this method works for me, I know that everyone’s brain works differently and it might not be an effective strategy for all. I would be interested in hearing what works for you. Please feel free to share below.

Want to know more about association management? Contact us at to find out more about what IMI Association Executives can do for your organization.


Improve Your Association Through Performance Reviews

2016-1-19 Performance reviews USE ME
Image Credit: Samuel Zeller

By Jennifer Rothman, account manager

Working with associations, we are always asking the question, “What can be improved?” We look for ways to expand member benefits, streamline processes for the Board of Directors, and otherwise improve the associations we serve. One part of that mission for greatness is conducting annual performance reviews of all our staff.

Lindsey VanMeter and Julia Volino of Capital V Consulting gave a helpful presentation on the importance of and best practices for employee performance evaluations during their January 6, 2016, webinar “Effective Performance Management & Discipline Webinar” offered by AENC. Below are the key points that I walked away with and hope to apply in the coming year.

When done properly, annual performance evaluations can do the following three things:

  1. Provide feedback and counseling
    It’s important that the feedback is honest and constructive. Many managers don’t want to have uncomfortable conversations, but if these conversations don’t happen, we are doing a disservice to our employees.
  2. Help to allocate rewards and opportunities
    Conducted properly, annual evaluations encourage employees in areas where they are strong, and provide support in areas where they need to improve.
  3. Help to determine employees’ aspirations and planning development needs
    Making the employee part of the overall process is the key to helping them feel they have a say in their growth within the association. Providing time for the employee to share their feedback and personal goals creates a team approach that shows management’s interest in the employee’s role in the association.

Annual performance reviews of staff provide an opportunity to benefit the association through evaluating how the team’s strengths are being utilized. Take time to discuss with staff what skills they have that are not currently being used to the best advantage. You may find that someone is interested in helping with social media, HTML, or taking on more responsibilities in conference planning. Also, ask staff where they feel they are not working within their strengths. This opens up opportunities for professional development and training to improve skills where staff is lacking confidence. Or, in these conversations, you may find that some tasks can be shifted within the team so that each person is working within their strengths.

Now that we’ve discussed the “why” of performance evaluations, let’s talk about the “how.”

How to best prepare for providing an annual performance evaluation:

  1. Keep a folder for each employee so you can file away examples during the year of where improvement is needed to use as input for performance review. It is always appreciated when you can share an example when giving constructive criticism.
  2. Don’t forget to also keep track of the examples where the employee excelled and showed growth! You always want to give credit where credit is due.
  3. Do your homework. Look over last year’s review to compare performance. In what ways did the employee improve? Where does the employee still need improvement? Are there goals that were not met? Are there goals that were exceeded?
  4. If you are nervous about the meeting, practice. Take the time to practice, out loud, what you are going to say so that you are more comfortable when you sit down with your employee.

Do’s and Don’ts of an annual performance evaluation:

  1. DO stick to your performance evaluation schedule. One of the most serious complaints among employees is NOT how the review is done, but those that are not done or are late.
  2. DO keep a file on every employee. If you only keep files on problem employees, it can be seen as targeting.
  3. DO give reinforcing and corrective feedback when needed. If the employee receives a low rating in a specific area during their annual review and it is the first time they have heard that the area needs improvement, it can feel like they have been blindsided. If the annual review is the first time they hear of an issue, you are not giving the employee an opportunity to improve which can be discouraging and frustrating.
  4. DON’T rate an employee’s performance based on how they compare to another employee’s performance. Ratings should be based on objective, measurable standards.
  5. DON’T use a template review tool. A template is a great starting point, but each evaluation should be customized to the job the employee is doing. It takes time to customize the evaluation but the end result will be more effective and meaningful.
  6. DON’T draw your own conclusions. When you are documenting an area where improvement is needed, provide the facts and focus on the deficiencies, not the perceived underlying cause. Facts and solutions are the areas in which you should stay firmly planted.

Do you have any other advice for providing effective performance reviews? Share with us in the comments below!

Want to know more about association management? Contact us to find out more about what IMI Association Executives can do for your organization.

Project Overview: Change from Anniversary to Annual Membership Renewals

2016-1-5 Anniversary to Annual Membership Dues1
Image Credit: Canva

By Anna Morris, account associate

Members are the lynchpin of most associations. Therefore, deciding to change your association’s membership system can be a big undertaking. After working with an existing membership system for a while, you may realize that doing it a different way could benefit the association more in the long run.

This happened with two of our associations that started their memberships on the “anniversary” system – members purchased a membership on August 21 one year and from that point on their membership renews on August 21 each year moving forward. This means the organization has 365 different renewal dates for members. Our associations decided they wanted to explore switching to an annual membership renewal system, where all memberships last for a certain time frame (say, January 1 – December 31). What exactly did this project entail?

We divided the project into four chunks.

  1. Present the pros and cons of moving to an annual renewal period

Since this is a big decision to make, your association’s board will want a detailed rationale behind why you are proposing the switch. This means presenting a sound case including both pros and cons of moving to annual renewal period. One of the main pros is being able to run a target renewal campaign, since members are all expiring at the same time. Other benefits include a more streamlined process, a decrease in the amount of staff and volunteer time needed to contact members about renewals, and a likely decrease in the LOSS of members since the association will be able to better communicate with renewing members in multiple formats during the renewal campaign period. The switch can be tricky to navigate, especially if members or organizations have been with your association for a while and are very used to the original membership system.

In the case of our two associations, the pros and cons were evaluated, and both boards decided to move forward with switching to an annual membership renewal system.

  1. Provide an outline of the timeline for adoption

Once the decision to transition is made, it is imperative to have a very clear timeline for adoption. The timeline should include how and when you are going to communicate with members, how the pro-rating of membership during the switch will happen, and when you will follow up with members about the change. One of our associations decided to pro-rate membership monthly, so that the membership cost decreased each month leading up to the date when the “annual membership” time period would start. Another option would be to pro-rate quarterly. But either way, make sure you sketch out the whole timeline beforehand, including specific price points and when that information needs to be changed in the database system.

Also, make sure you are sharing the timeline internally as well as externally with your board. Depending on the size of your AMC, you may have different staff working on membership, conference logistics, and accounting. In the case of a big change like a membership renewal shift, you want to make sure everyone is on the same page and knows how to answer any member questions that come up.

  1. Provide a timeline for future years (post adoption)

Because considering switching from an anniversary membership system to an annual membership period makes things a whole lot easier, the timeline for the years post-adoption should be much more straightforward than the timeline you developed in step (2). For this step, be sure to clearly lay out the NEW system, including when rates would potentially pro-rate during the annual membership system, and when communications should be distributed to members.

Planning out all of these items ahead of time ensures nothing falls through the cracks, and that the annual membership system can be implemented without a hitch.

  1. Provide a letter to members for further explanation of how the change will be implemented and communicated during the change

A constant theme throughout this project is communication, communication, communication. The whole goal of the project is to ultimately make things easier for both the association and members (eliminating confusion regarding when their membership expries), but this goal cannot be accomplished if people are confused along the way. As part of our initial membership project, we found it important to prepare the communication that would ultimately be distributed to members once the switch occurs. This is another opportunity for everyone to see the facts in writing and raise any potential questions or concerns that might arise. In addition to the draft letter, have your staff, and any new staff that come on, practice explaining the switch in system (including the new benefits), in order to prepare for tricky questions that members may call in with.

Have you considered switching your association’s membership system? If you took the plunge and made the switch, what are some tips that you found helpful? Share in the comments below!

Want to know more about association management? Contact us at to find out more about what IMI Association Executives can do for your organization.

Your Association’s Strategic Plan – Getting from Development to Accomplishment

2015-12-1 Strategic Plan
Image Credit: Canva

By Stevie Kernick, owner emeritus, account manager

We’ve all been through it…the highly anticipated Strategic Planning Meeting of your association’s board of directors.

The facilitator has been retained and has conducted the necessary due-diligence. The board and, perhaps, other members of your association’s leadership, have committed the compulsory two-days (or more) for a face-to-face meeting requiring them to travel to and from the meeting site. The staff has printed lists, exported membership and conference attendance metrics from the association database, updated financial histories, done five-year budget projections, prepared the opening PowerPoint presentation and is well-prepared to answer those inevitable, random questions that will surface during the planning process.

Everyone has done their homework. They have reviewed the association’s governance documents and attempted to commit to memory the mission statement and goals which will provide a reference point throughout the planning process.

Everyone arrives at the planning meeting eager and anxious to begin planning. Depending on the facilitator, the process will take different forms for different associations but the objective is the same – a roadmap for the association’s future spanning two-, three- or five-years; hopefully not more than that.

A skilled facilitator will keep the discussion within bounds while still allowing the creative ideas to propagate. Day one tends to involve visioning for the future of the association, while day two defines the nitty-gritty of the strategic priorities, goals and action steps.

Everyone leaves the planning meeting inspired by the cohesiveness of the group throughout the process and enthusiastic about what the future of the association.

And then reality hits.

Members return to their offices and the bulging in-box. The staff returns to headquarters and is submerged in the day-to-day activities of managing the association. Enthusiasm dissipates…not from lack of desire but for lack of time.

When the board looks at the new (or updated) strategic plan two weeks later, they begin to consider critically the results of their effort and question how all of this can possibly be accomplished within the established timeframes!

Without budgetary support and operational resources, strategic priorities will languish incomplete or not even launched.

Each time the board reviews progress on the strategic plan those same deliverables will not show progress. The concept might have merit but without a concise directive, financial support and staff resources, it will never have the traction needed for action.

How do you avoid this all-too-common syndrome?

Frequently, this question is lacking during the excitement of the planning process, “Is this idea/goal/strategy fiscally viable and operationally doable?” This is not a rhetorical question, but one that needs to be asked and answered each time a strategic initiative is proposed.

Yes, it can be a bubble-buster in the midst of the euphoria of planning, but reality-checks are an important element of the development process and can prevent unrealistic goals and strategies from being included in the final strategic plan.

Staff should not hesitate to ask the all-important question, “Is this fiscally viable and operationally doable?”

To get from development to accomplishment we absolutely must have doable goals that are supported by the association’s resources.

Want to know more about association management? Contact us at to learn more about what IMI Association Executives can do for your organization.

IMI Team Member Receives AENC Scholarship

2015-11-24 Sabrina Award
Sabrina Hunt and Nancy Lowe (left to right)

By Lee Campbell, account manager

At IMI Association Executives we hold it as a key value to continue to advance our skill through professional development opportunities so we are able to better serve our clients. We also encourage our team to be involved in professional associations in order to learn from other like-minded individuals.

On Friday, November 20, 2015, IMI was pleased to send two team members to the Association Executives of North Carolina (AENC) Marketing & Communications Conference and Luncheon at the Raleigh Marriott Crabtree Valley. At the AENC meeting, one of our very own, Sabrina Hunt, was honored with the Operation Annual Meeting Scholarship for the 2015-16 year. Hunt proudly accepted her award from Nancy Lowe, Scholarship & Awards Chairman. Sabrina will have the fortune to attend the 2016 AENC Annual Meeting in Williamsburg, Va., with all key expenses paid.

AENC’s mission is to advance the field of Association Management by providing networking and professional development, while increasing the recognition of the Association community. AENC offers five scholarship opportunities to association members for a variety of professional development advancements.

Sabrina Hunt joined IMI in 2015 and has more than 13 years of experience in Executive Support, Office Management, HR, Process Improvement and Project Management in the different industries of medicine, manufacturing and executive suites. Her favorite part of the AMC industry is working with a team of expert professionals and seeing how the shared resources strengthen the team as a whole and draw out the best in the individual. Learn more about Sabrina here.

Congratulations, Sabrina!

Want to know more about association management? Contact us to find out more about what IMI Association Executives can do for your organization.


3 Ways to Avoid Convention Staff Burnout – At Conference

2015-11-17 burnout - during
Image Credit: Canva

By Jessica Garrett, Conference Manager

Burnout: It happens to all of us. The longer hours put in before the conference lead up to even longer hours on-site. Multiple site visits mean not sleeping in your own bed along with changes in your eating habits and generally being off of your schedule. All of these together can quickly add up to staff burnout. With burnout, you become more than just physically exhausted; it leaves you emotionally and mentally drained as well. But burnout doesn’t have to be a fact of life for convention staff. With careful planning and mindful preparation you can work towards a smoother, better conference season.

3 Ways to Avoid Burnout – During the Conference

Sleep is critical … if you can get it. You’re sleeping in an unfamiliar bed with unfamiliar sounds and you’re probably stressed about a million things that could potentially happen the next day. You also have to worry about missing your 5 am (or earlier) wake-up call. Use the first night to get acclimated to your room so hopefully you can sleep better the rest of the week. Adequate amounts of sleep will not only give you energy to last through the long days, but also helps recharge a positive outlook.

Keep your caffeine intake in check. You’re tired so your first thought is to have an extra cup of coffee or can of soda. It may not kick in as soon as you need it so you pound another one. Next thing you know you’ve had more caffeine in one day then you should have in a week. Increase your water intake instead. I used to always carry a water bottle but found I wasn’t drinking as much as I normally do so I’ve found it helpful to find times throughout the day where I can drink 8 – 12 ounces in one sitting. Find what system works best for you to stay hydrated and refreshed.

Know that you can’t control everything. There will be mishaps and attendees may get upset with you. In the moment it may be hard to keep your cool but afterwards take a deep breath, take a 5 minute walk and get back in there. You can’t control everything, so how you deal with the situations that arise and how you let it affect you is the important part. Don’t let the stress eat away at you. Focus on what is going well! Allow yourself to celebrate the “small” victories, too. They add up.

Don’t forget to check out our pre-conference tips for avoiding burnout!

What are your tips for avoiding burnout during an event? Let us know in the comments below.

Want to know more about association management? Contact us to find out more about what IMI Association Executives can do for your organization.


5 Tips to Avoid Being an Email Offender

Image Credit: Canva
Image Credit: Canva

By Whitney Thweatt, Account Manager

With so many emails flooding our inboxes each day, it’s important to follow some email etiquette to keep our communications meaningful for the reader. Before you hit “send” next, check out this list of 5 Tips to Avoid Being an Email Offender.

1.) Acknowledge receipt. If you were having a conversation with someone and they handed you a report along with an assignment, would you say “I’ll take care of this” or “I’ll review and let you know if I have questions” or a similar response? Practice this same conversation with email. Acknowledge receipt so the sender knows the email has been received and read. If the email requires follow-up before you can provide an answer, indicate such. An exception to this is if the sender includes “No Reply Necessary.”

2.) Respond to the entire email. Have you ever sent an email that included multiple questions, only to receive a response stating “yes”? If an email asks several questions, be sure to respond to each one.

3. ) Monitor your use of reply all. Do not use reply all when only the sender needs your response, but only if all recipients would benefit from the response. Avoid generic responses such as “thanks” or “me too” via reply all.

4.) Get to the point. Keep emails brief and to the point. State the purpose of the email within the first two sentences. Consider using bulleted lists instead of lengthy text.

5.) Use a clear subject line. Make your email stand out in the clutter by including a subject line that gets to the point. Ensure that the subject line matches the subject.

For a fun look into the “culture” of email, click here to watch “Email in Real Life.”

What are the common email offenses you see? Share in the comments below!

Want to know more about association management? Contact us to find out more about what IMI Association Executives can do for your organization.