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3 easy steps to forming an amazing knowledge network
Holly Patterson Travel, Hospitality & Event ManagementNot long ago, I found myself contemplating the lack of networking I had done on a professional level and thinking about what I can do to increase my event-planning network. My professional environment has me flying solo much of the time with not one single soul to share my ideas like "Are mashed potato bars really passé?" or "I think I can do 84 in a classroom-style floorplan."
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7 ideas for acquiring event sponsors
Wendy Parsley Association ManagementSponsors can be an integral part of your event program. The revenue they bring to the table helps you increase the value of the event for your attendees. The question we are asking today: What motivates sponsors to spend valuable marketing dollars on your show?
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Why you need a strategic plan Sherpa
Robert C. Harris Association ManagementThe board held a retreat every few years. Directors described it as valuable and a good way to meet other members. Though a plan strategic plan was developed, come Monday morning nobody gave the plan much thought. It went on the shelf with the other plans.
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Webinar recap: Building a collaborative culture 2.0
MultiView Association ManagementWhy is it no surprise when a transformative new system (CRM, SharePoint, etc.) leads to disappointment? Or that people are resistant to its use? To effect real change and to be competitive in the marketplace requires powerful new systems — and a collaborative culture. This session provides practical tips on how to build that culture.
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A beastly pair of buzzwords that haunt most meetings
Paul Zukowski Business Management, Services & Risk ManagementOne of the hidden joys of being a word nerd is one of your colleagues calls to ask about the difference between having an elephant in the room or a 400-pound gorilla. "Wow, what a delightful mental problem!" was my immediate reaction. I saw there could be unexplored depth to the gorilla/elephant choice. To start the expedition, let's look at the physical presence of the two animals.
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The association of the future is in the room today
Robert C. Harris Association ManagementAt a recent meeting of associations representing similar business sectors, the executives described their organizations. I asked them to use quantifiable aspects in their descriptions. For example, size of the board, number of members, annual budget or size of the staff. Introductions of this type allow colleagues to compare and contrast performance.
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5 ways to improve creative performance
Randall Craig Business Management, Services & Risk Management"Some people are incredibly creative, and others are not. I am more analytical than creative." This rubbish statement does more to limit our creative potential than any other. Creativity can be mastered — it is not an endpoint of a so-called creative-analytical continuum.
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3 emerging ways to earn non-dues revenue
Shawn Smajstrla Association ManagementDespite their nonprofit status, associations — just like any business — require revenue to operate. Traditionally, dues paid by members constituted the operating capital for associations. Increasingly, though, non-dues revenue has become an important and necessary means of supplementing an organization's dues income to allow it to fulfill its mission.
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The top 12 principles of networking
Hank Boyer Business Management, Services & Risk ManagementNetworking is not something you do when you need to get a job or attract new customers. Networking is a lifestyle discipline that should be started by the time you graduate high school. Every skill required in networking is one you likely know and have used in past interactions. Now it is a matter of applying some best practices to what you already know to become an effective networker.
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The dysfunctions of a board
Connie Hanner and Bob Harris Association ManagementVolunteers are integral to an association or chamber of commerce. Members are asked to contribute time, energy and resources on boards and committees. Every nonprofit organization requires a board of directors. The model has been proven for more than a century: The board governs, and the staff manages.
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