Governance: Foundation vs. Association

Image Credit: Bernadette Gatsby
Image Credit: Bernadette Gatsby

By Whitney Bertram, operations manager 

These ideas are inspired by the session “Get Your Governance House in Order” at the ASAE Annual Meeting on August 10, 2014, presented by John Bartoletti, M.Ed.; Michael Butera; Eileen Johnson Esq.; and E. Paul Roetert, Ph.D.

Foundations

If you create a foundation, foundation board members need to be separate from association board members.

The board should be selected for expertise, such as expertise in fundraising, management, finance, public relation and a passion for the foundation mission.

Consider asking foundation board members to pay/raise a certain amount of money to sit on the board.

Association Boards

Association boards should refrain from being involved in operations, but instead be involved in a higher level of policy setting. Ideally, the day to day management of the association should be handled by staff with expertise and specialized training in providing administrative services to trade associations, professional societies and educational foundations.

For every “member benefit” proposed, ask if it is what the members want and if there is a return on investment. A “good idea” isn’t a good idea if it doesn’t connect with members and carry its own weight.

Reduce the size of the board. When an association has a large board, executive committees sometimes become “a board within a board.” Smaller boards are more nimble with decision making.

The board should not have to review and act on any and all governance. Committees should be established that have specific expertise. Watch for duplication of committee efforts and silos. Consider forming task forces instead of committees. Don’t forget, task forces have a beginning and end.

Conduct board orientation and training. Make sure training is held regularly to keep everyone sharp and each member of the board contributing. Ask board members to complete self-evaluation forms periodically. See BoardSource from ASAE for more information on board self-assessment for associations.

Do you have more questions about foundations or association boards? Ask us in the comments below!

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

Bridging the Gap: The Bully on the Board

2015-3-17 the bully on the board
Image Credit: Jared Erondu

Lee Campbell, Executive Director & Director of Conference

These ideas are inspired by the session “Tackling the Turbo Bully on Your Board” at the ASAE Annual Meeting on August 10, 2014, presented by Mark Alcorn, Sandra Giarde, and Jamie Notter.

We all have a pretty good idea of what a bully looks like on the playground, but what does it look like when you have a “bully” on the board?

A bully is not someone who simply asks questions or occasionally offers a “contrary” opinion. (It’s very valuable to have people on the board who have the courage to say “no!”) A board bully uses intimidation to silence ideas, ignores the bylaws and policies, is self-focused rather than keeping the needs of the association in mind, and undermines the board decisions.

So, what do you do when you have a bully on the board?

Help Win the Fight by Offering:

  • Compelling Vision
    • Make sure the board is very clear on the mission so it becomes obvious when a bully starts to take everyone off course.
  • Board Training
    • Make sure the board volunteers have a strong sense of their voice. Yearly board training is essential for old and new volunteers to be well aware of the bylaws, policies, chain of command, and their legal duties.
  • Mentors Assigned to New Volunteers
    • New volunteers will follow the old and experienced board members.

Tools For Your Toolbox:

  • Establish Policies
    • Make sure you have job descriptions, conflict of interest policies, and antitrust statements in place. Develop a sample policy of misconduct and how a member of the board of directors can be removed.
  • Pre-screening of Volunteers during Nomination Process
    • The nominating committee should identify bullying behaviors before acceptance to the board.
  • Resolution Skills
    • Ask the bully questions to understand why the behavior is happening.
    • Move towards the conflict to achieve greater understanding instead of skirting around the issue.
    • Early detection and intervention is essential so the issue doesn’t have a chance to grow. Keep behavior observable. Remind the bully about the impact of their behavior on the board and on the association.
  • Alert the board leaders responsible for discipline.

There are also legal considerations so be sure to keep documentation. Consult legal counsel and other experts such as HR advisers and risk managers.

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

21 Tips for Better Board Meetings

2015-3-10 21 Tips for Board Meetings
Image Credit: Timothy Muza

Linda Owens, President

One of the great things about working for an AMC (association management company) is the ability to draw from other association management professionals within the company. At IMI, we take advantage of this benefit by intentionally scheduling brainstorming meetings to share ideas across the different account teams.

The theme for one of our recent meetings was Board Meeting Tips, Questions and Concerns. I walked away with this list of 21 Board Meetings Tips:

Board Agendas & Packets

  1. Align the agenda with the strategic plan.
  2. Review the strategic plan and outstanding board deliverables at the beginning of meeting rather than the end.
  3. Include an ongoing and regularly updated Excel spreadsheet of deliverables (what needs to be done, who needs to do it and projected completion date) to be addressed at the end of each meeting.
  4. Combine all documents into an Adobe binder and then use the bookmarks on the side for easy navigation during the meeting. Note: some board members may prefer to have original Word, Excel, etc. documents instead so they can edit them throughout the board meeting.
  5. Consider adding supplemental documents to a central repository area such as Central Desktop instead of including them in the conference binder.
  6. Work with board members, staff, etc., to create issue papers and discussion guides before bringing an idea or recommendation to the board. An issue paper should provide background on the issue, a list of pros and cons to be considered along with a recommendation for the board’s consideration.

Minutes

  1. Create a cheat-sheet about when a motion is required and when it is not. This is especially helpful to share with new board members or can also be included in the board packet for easy reference throughout a meeting.
  2. Practice “documentation, not elaboration” when drafting minutes. Remember there are legal reasons for not including too much detail, so leave out the conversation and names.
  3. Use the line number feature in Word when drafting minutes for easier proofing and corrections.

Webinar vs. Teleconference Meetings

  1. Research the pros and cons of teleconferences vs. Webinars. More and more boards are moving away from teleconferences in favor of Webinar meetings as it allows everyone to view the agenda and any supporting documents.
  2. Consider recording the meeting and reviewing it later to take notes as it can be difficult to take notes and show the needed documents.

In-person Meetings

  1. Include a printed agenda packet and also project on the screen. This allows you to create an electronics-free zone so people aren’t distracted checking email, etc.
  2. Allot time at each in-person meeting for training/leadership exercises. Include video clips to highlight the “theme” of the exercise.
  3. Provide fidget toys to help meeting attendees relax, stay focused during long meetings, and think creatively.
  4. Encourage meeting attendees to turn their name tent on end to signal their desire to speak.
  5. Print the association’s mission statement on the back of name tent so it faces the board member.
  6. Include Roberts Rules cheat sheet at back of board binder which shows ways to move discussions along. Note: anyone on the board, not just the president, can help with this. Incorporate indicators such as holding up a red paper or other item to wrap up conversations when off topic.
  7. Use a time-keeper.
  8. Assign seats, strategically setting out board tents ahead of time, as needed.

Other

  1. Staff should excuse themselves from executive sessions whenever staff performance or the AMC’s contract is being discussed. Staff should plan to stay in all other executive sessions to take minutes unless asked by the board to leave. Note: it is generally a recognized practice within the association management industry for executive staff to stay in the meeting when the board moves to an executive session.
  2. Encourage a 48 hour discussion period during online voting to give participants from different parts of the world time to weigh in before a vote is taken.

Do you have any additional tips to add to the list? If so, please share in the comments below!

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

5 Ways to Save a Bad Day

Image Credit: Ewa Stepkowska
Image Credit: Ewa Stepkowska

Rachel Owen, communications manager

It happens to all of us. Traffic from a terrible accident on the highway makes you late for an important meeting. You receive a harsh email out of the blue. A conference speaker cancels at the last minute and you’re left scrambling for a replacement. Or, if you’re like me, you release a project you spent weeks working on and then discover there’s a typo on the front page. Sometimes, if you’re really unlucky, it all happens on the same day.

What can you do to get back on track when your day is off the rails?

Take 5.

Take a break. Get a change of space for a change of perspective. Go breathe some fresh air. Grab a cup of coffee. Do what works best for you to untangle your brain from the issues in front of you for 5-10 minutes.

Get it off your chest.

If you enjoy journaling, write down your concerns on paper. If you’re a talker, find a private place, like your car, to call up a friend and spill some feelings. Text a friend. Whatever you do, be discreet. You don’t want a misunderstanding in the office to make a bad day even worse.

Work on the things you can control. Let the rest go.

Mistakes are frustrating but they can be really great opportunities to find the weaknesses in your system. Don’t be afraid to examine where the problems originated from and work out a way to avoid them in the future. It’s only a true “failure” if you don’t learn anything from it. But, don’t kick yourself over something that’s out of your control.

Remember the wins.

Be careful not to let frustrations overshadow the things that are going right today. Take a couple minutes to recognize your accomplishments and wins for the day. I have a “Thanks and Kudos” file where I save kind notes from clients and coworkers. When I’m feeling discouraged, I look back at those notes and see that there have been many, many high points in my journey. It’s a good feeling.

Make a recovery plan.

Missed a meeting or a deadline? Call the person to apologize and reschedule. Too many projects vying for your attention? Make a list of your tasks, prioritize them, and handle the most important tasks first. You may not be able to accomplish everything you hoped to do, but with a little strategizing you can make the best of the rest of your day.

How do you get back on track? Please share your tips in the comments below!

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

Tips for Effective Lobbying

Image Credit: Erik Heddema
Image Credit: Erik Heddema

By Whitney Bertram, operations manager

I’ve scheduled a meeting with my legislator… Now what?

Come to the meeting prepared. You will have only a short time to talk to your legislator because of the many constituents who want to see him or her about issues or problems. Organize your meeting by following the tips below:

  • Take a letter or fact sheet to the meeting to leave with the legislator.
  • Practice in advance. Anticipate answering questions about the issue.
  • Be yourself. Most legislators are good listeners so they want to hear your perspective on the issue.
  • Treat your legislator as you’d want to be treated; be respectful and professional.
  • Never threaten or brag on your campaigning or contributions when talking about issues.
  • Thank your legislators for their support, time and serving in public office.
  • Send a thank you note after the meeting.
  • Report back to your association to let them know how the meeting went.

If I can’t meet in person, will a phone call work?

Yes, phone calls can be effective if you follow these steps:

  • Write down key points before you call.
  • Practice in advance.
  • If you are a constituent of the legislator, be sure to mention it.
  • Ask for a report on how the legislator stands/voted on the issue.
  • Be brief. Keep your call under five minutes.
  • Be respectful and professional.
  • Follow up with a written thank you note restating your position.
  • Report results to your association.

Should I send a letter?

There is power in numbers when it comes to lobbying. Imagine the impact if every person in the state in your industry was to generate a new letter to legislators each week about pending legislation or issues. Letters to representatives should follow these guidelines:

  • Always type your letter. While handwritten is more personal, the letter should be very easy to read.
  • Use your company or association letterhead so the legislator knows who you are and what organization you represent.
  • Keep your letter to one page. Include fact sheets or other information on additional pages.
  • Include your name and address.
  • If you are a constituent, include that information.
  • Outline your view on the issue/legislation.
  • Request that the legislator support the legislation.

How can I find out who my legislators are and how can I obtain their mailing and email addresses?

Visit www.votesmart.org and enter your nine digit zip code to determine who your representatives are.

Do you have tips for connecting with legislators or a success story to share? Tell us in the comments!

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

Top 10 Excel Tips and Shortcuts

Image Credit: Alejandro Escamilla
Image Credit: Alejandro Escamilla

By Adrian Emerson, Association Accounting Specialist

Microsoft Excel is a very versatile program that is not just for crunching numbers. You can use it for multiple tasks, like making lists, drafting a report, and drawing charts and graphs. Excel can be the association staff member’s best friend; however, there are some time saving features of Excel that almost everyone forgets.

Here are my top 10 tips and shortcuts to help make using Excel 2007 and newer more efficient and easier to use.

  1. Personalize your Quick Access Toolbar! (you know that little bar at the very top right corner of your screen)

You can add preloaded and custom buttons to this string, like Quick Print or a custom sort feature.

  1. Time and Date Stamps.
    1. To populate a static time or date stamp of the current date or time:
      1. For the date use – “Ctrl” + semi-colon
      2. For the time use – “Ctrl” + “Shift” + colon
    2. To populate an automatically updating time or date stamp:
      1. For the date use the formula: “=today()”
      2. For the time use the formula: “=now()”
  1. Basic Rules of Lists and Reports.
    1. Some of the features in Excel will not work if the any of the following is in your data group; here are some basic rules to follow:
      1. Put the sheet title in as a header, and not in the spreadsheet
      2. Always include appropriate row and column headings
      3. Do not leave entire rows blank
      4. Do not leave entire columns blank
      5. Make sure to use the same data type in an entire column
  1. Navigating Cells In a Data Range.
    1. Pressing “Enter” moves up and down the cells in a column
    2. Pressing “Tab” moves left and right in a row
    3. If you select a range of cells, pressing “Enter” and “Tab” will only move between the selected cells
    4. To quickly select a data range, click the first cell hold “Shift” and click the end of the range. This will select all cells in between.
  1. Paste Link.

This feature copies and links the data from another sheet, and will update the next time you open the file.

ss 5

  1. Custom Sorting.
    1. The Multiple Sorting feature can sort data by multiple specified criteria at the same time. So, if you need a report to be sorted by letter in one column and by zip code in another this feature makes it really easy. ss 6
    2. Custom sorting listings can be set up for easier sorting, like by month, day of the week, or site location.ss 6b
      1. To create a new custom list click the “Add” Button.
      2. Then in the “List Entries” box type your new list.
      3. Then Click “OK”ss 6c
  1. Advanced Filter.

Allows you to set up more complicated queries and place a copy in a new area or sheet.

ss 7

  1. Conditional Formatting.

This feature allows you to add selected formatting to specific data, like automatically changing the font color to red for any cell in the range that is below 100 or highlighting a cell if it is within a certain given range.ss 8

9. Subtotals.

This feature will automatically place subtotals and grand totals in a range of data per your specified groupings. NOTE: Make sure to sort your data before using this feature.

ss 9

10. Formulas.

NOTE: If you add new data at the beginning or at the end of a data range it will not automatically recalculate the formula.

A. VLOOKUP – “=VLookup(LookupValue,LookupTable,ColumnToReturn)”

This formula is probably one of the most widely used of the formulas second to AUTOSUM. The VLookup formula allows you to look up data from a range of data. You can use this formula to create a whole new table of data using data from other sheets and workbooks.

B. SUMIF – “=SUMIF(range, criterion, sumrange)

This formula will sum the data in a range that fit the selected criteria, like if you want to know the sum of only the sales for one location or one employee. However, this formula will only allow you to pick one criteria

C. SUMIFS – “=SUMIFS(sumrange, criteriarange1, criteria1, criteriarange2, criteria2, etc.)

This formula provides the same function as its sibling above, but will allow you to pick multiple criteria, like if you want to know the sum of sales for one employee at only one location or if you want to know the sum of only two employee’s sales at all locations.

What are your favorite Excel tips? Share in the comments below!

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

Creating Strong Leadership Teams

2015-2-10 Creating Strong Leadership Teams
Image Credit: Joshua Earle

Jalene Bowersmith, Executive Director

Tom Rath’s book Strengths Based Leadership builds on the basic principles discussed in the well-known book StrengthsFinder. Gallup has studied the strengths of well knowns leaders from around the world for over 30 years. Their research – condensed into this book – discusses what strengths the most successful leaders have and what great teams (their followers) need and expect from exceptional leaders.

Many of us have read books about leadership and the five, seven or 10 characteristics of successful leaders. However, Rath points out that the fastest way to fail at leadership is to lead by imitation. In Gallup’s studies there is only one characteristic that all strong leaders share; successful leaders know their strengths and limitations. They use their strength like “a carpenter uses his tools.” A leader cannot be all things to all people. However, by knowing their strengths and limitations strong leaders are able to focus on what they do well and surround themselves with individuals strong in the areas where they are weak, creating a strong supportive team.

Building strong teams takes time and energy. Getting individuals with diverse, yet complementary strengths on a team is a good start. But that is not enough to make a team successful. Leaders must continually invest in each person’s strengths and build better relationships among the group. What are the signs of a strong teams? Gallup’s research shows that strong, successful teams share the following characteristics:

Focus on results – Instead of becoming more isolated during difficulty times strong teams come together. They gain strength from cohesion. They can argue, but in the end they know they are all working towards the same goal.

Prioritize what’s best for the organization – They consistently put what is best for the organization ahead of their egos. Once a decision is made the team rallies to help one another be successful.

Commitment to personal and work life – They bring the same level of energy to their family and social lives as they do to their companies. They feel their lives are balanced.

Embrace diversity –   A team that embraces diversity of age, gender, race, and strengths brings balance to the whole. Teams that are engaged view individuals through the lens of their strengths, thereby eliminating superficial barriers.

Magnets for talent – Everyone wants to be on a strong team. Your star players see that they can make an impact and demonstrate their strengths.

Effective leaders bring together a broad group of people to carry out an organization’s goals. In order to understand why leaders are successful it is not only important to understand what a strong team looks like, but why people follow that leader. From 2005-2008 Gallup polled 10,000 followers (average people). They determined that there are four things that followers look for in a good leader:

Trust – Once a trusting relationship is established people can complete projects in the fraction of the time and become a high performing team.

Compassion – Leaders that care about their team project a more positive energy. People want to follow leaders that exude a positive bias.

Stability – Transparency is the best way to quickly create a feeling of stability in a group.

Hope – Followers want hope for the future and guidance on how to get there. Knowing that things can and will be better in the future is an excellent motivator.

Knowing the characteristics of strong teams and understanding what teams look for in successful leaders provides us with the tools for better leadership and building more successful teams. Whether the team you work with is association or AMC staff, a volunteer board or committee members, knowing what makes a strong team and what they are looking for in a leader is the first step to creating strong leadership teams.

For more information on StrengthsFinder and strengths-based leadership check out this post.

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

Tips for Working from Home

2015-2-3 Tips for Working from Home
Image Credit: Aleksi Tappura

Whitney Bertram, Operations Manager

More and more companies are offering employees the ability to work remotely, whether it is full-time, a few days a week, or just as needed. The technology available, such as call forwarding and remote access software, allows this process to be fairly seamless.

Anyone who works from home will probably agree that it has its benefits as well as its drawbacks. As a full-time remote employee, I have found the following tips to be helpful:

  • Set regular office hours. Maintain defined work hours and don’t accept phone calls or respond to emails outside of those hours. Set boundaries between work and personal life. Don’t allow work to consume your life.
  • Designate a workspace. Dedicate an area for working so that you feel as if you are “at work” when you enter that space.
  • Utilize a project management system to track status of tasks. I use Basecamp which allows each person on my client team to update the progress they’ve made on various tasks. This ensures nothing falls between the cracks.
  • Get up and move. Take breaks. Go for a walk. Play fetch with the dog. Schedule breaks to maintain your sanity and improve focus when you are working.
  • Schedule routine meetings with your team. I meet with my team every Monday morning. Working from home doesn’t allow me the convenience of stopping by someone’s office to touch base. Establishing set check-in times helps to keep the lines of communication open.
  • Talk to people. Pick up the phone to touch base with a co-worker. Meet a friend for lunch. Work for an afternoon at a coffee shop.
  • Stock your home office. Keep tools that will help you get your job done. Make sure you have pens, paper, ink and anything else needed. I have an all-in-one printer/scanner/copier that allows me to be more efficient. I don’t have to head to FedEx every time I need to return a signed contract.

Lastly, the common work from home tip I’ve ignored:

  • Get dressed. I have found I can work just as effectively and efficiently in yoga pants as I can in a skirt and heels. Find what works for you and supports your needs.

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

Professional Development: For Associations and AMCs (part 2)

Image Credit: S. Charles
Image Credit: S. Charles

Jadine Sturgill, administrative manager

This is the second in a 2-part series on professional development based on a recent Association Chat (#assnchat). Click here to read part 1.

Read below for more helpful thoughts about professional development from the IMI staff.

Q6. What are some good examples of professional development that you’ve seen associations provide?

  • Many organizations offer professional development via seminars, workshops, publications, and break-out sessions at conferences, online courses, case studies, white papers, journals, and information on their website shared only with members. They also keep members up to date on industry trends and how to deal with them.
  • There are numerous avenues of professional development offered to the members: free monthly educational webinars, educational tracks at the two annual conferences, an onsite Webinar Library, and individual certifications. The committees are dedicated to providing best practices resources and white papers. The website is continually being updated with member advisories, legislative alerts and headlines that affect the members’ industry. The weekly newsletter and bi-monthly magazine provide continual information from industry experts both nationally and globally located. Surveys are created and distributed to get member feedback for further development and improvement of best practices. A strategic planning meeting with the board of directors and executive director occurs annually to evaluate the progress and to set goals for the association for the following year.
  • Webinars are very effective – they can be provided at a low cost and members can participate from their offices.

Q7. How are you investing in your own professional development this year?

  • I try to attend at least one free, online webinar a month on a topic of interest to me; such as Tracking Social Media Success, or Five Things Your Members Want from Their Association Website. I like to read articles on what is trending and books. I was fortunate to attend the ASAE conference this year and I like to hear what my colleges are learning and share with them so we can all benefit.
  • I make every effort to attend ASAE’s Annual Meeting & Exposition and AMCI’s AMCs Engaged meeting. In addition to these two meetings, I am also an avid reader and subscribe to quite a few ListServs and I’m a social media junkie who follows hundreds of folks within the association management industry.
  • I set aside a small block of time each week and a larger block of time each month specifically for professional development. It’s an appointment I make to better myself – and therefore bring my best to my associations.
  • Being a member of AENC provides me with educational webinars and articles on a weekly basis. I am also committed to reading a number of industry-related books and considering taking some courses this year that will improve some of my computer skills and organization abilities.
  • I plan to continue attending events and webinars that help me make progress toward my goal of earning my CAE.


We hope you enjoyed IMI’s in-house #assnchat. If you haven’t tried #assnchat on Twitter, give it a try! You may find answers to questions you didn’t even know you had.

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

Professional Development: For Associations and AMCs (part 1)

Image Credit: S. Charles
Image Credit: S. Charles

Jadine Sturgill, administrative manager

This is part one of a 2-part series on professional development based on a recent Association Chat (#assnchat).
At IMI we continue to advance our skill through professional development opportunities to be able to better serve our clients. When KiKi L’Italien hosted an Association Chat (#assnchat) on Twitter on September 23, 2014, about professional development, it was a natural progression for the IMI staff to discuss these questions together.


Q1. How important is professional development to your members and do they see it as part of your association’s role to provide it?

  • Professional development is key to our members; it is important that they stay up to date with the latest developments in their field. They do look to our associations to provide professional development more and more.
  • Review the results of any survey asking why people join associations and typically you will find “education and professional development” among one of the top four answers, so I would say it is extremely important to our members and they do expect the association to provide outlets for continuing their education. Also, a lot of our members work in a profession which requires continued testing and education to maintain their license and/or credentials. The opportunity to earn those credits and learn through a professional organization is one of the most important reasons to join an association.
  • Our members see professional development as an important part of staying relevant in our quickly changing world – and they look to the association as a great resource for that education.
  • The association is highly committed in providing programs aimed at empowering members to better serve their clients as well as teaching excellence within its industry; this is part of their mission statement.
  • The association offers many professional development opportunities to members, including individual certifications, company accreditations and monthly webinars. Many members take advantage of the offerings.

Q4. What are your own expectations on professional development? What are you looking for?

  • Professional development is key to staying current and up to speed in a world that moves so quickly. I personally like to learn about processes and programs that will assist with strategic and operations of the organization and personal leadership topics.
  • I look for professional development opportunities which have a return on investment; opportunities which help me to be competent in my profession, which help me to stay relevant and up to date and more effective. The pace of change is probably faster than it’s ever been – and if you stand still you will get left behind.
  • When I look for professional development resources, I look from a variety of angles. Can I add a new skill set? Can I go to the next level in a skill I already have? What is the information I need to make sure I am at my best for my associations?
  • My belief is that one should never stop learning. I am always on the lookout for ways to improve my own abilities and knowledge in regard to my position here at IMI, including, webinars, books, courses and articles offered by AENC or similar organizations that directly affect my job responsibilities. I also enjoy learning from my colleagues here at IMI; we enjoy sharing information.
  • I attend professional development conferences and webinars throughout the year to expand on my knowledge base. I always enjoy learning about the latest topics.

 “At IMI we provide an education budget and encourage each staff person to pursue professional development opportunities because we recognize it is good for employee retention and staff morale, it improves efficiency and productivity, re-energizes staff and overall helps us to remain relevant as an association management company. In general, we see professional development as an investment, not an expense.”                  

-Linda Owens, president of IMI

 

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