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Building a High Performing (Virtual) Board

Posted By Administration, Wednesday, July 26, 2017
Building a High Performing (Virtual) Board 
By Beth Quick-Andrews, CAE, Principal, Q & A Business Solutions

In the mid-20th Century, my grandfather was active in many bankers’ professional associations. He sat in many chairs and rose through the ranks during his long and storied career to become part of the leadership of several banking associations. I am told that nothing, I repeat, nothing interfered with his work as a banker or as an association volunteer. If he were alive today, I am certain he would say: “That is just the right way to be a professional.” He was not unique in his opinion. I am sure that his peers felt the same way. This dedication and commitment certainly helped to build many strong associations.

Fast forward fifty or sixty years…Times have changed!  Even though we are more connected than ever before in a global society, we are all the more distracted by all the inputs and outputs that are expected of us on a daily basis. Today’s mantra when asked “How are you?” is “I’m sooooo busy.”  Wasn’t all this technology supposed to give us more free time? (Yes, that and a paperless office too!)

So how does an association develop a high performing Board built on strong interpersonal relationships when Board members don’t have regular face-to-face contact? Here are some keys to success:

Every Board member should be mission-driven and member-focused:  While this may be an overused catch phrase, it gets the point across. Board members should be focused on what is in the best interest of the association as a whole, and not what might benefit any one person or segment of the membership.

Have the right tools in place: To make the most of the Board’s time when they are together virtually, it is important to have a well-put together agenda, Board reports submitted in advance, structured engagement during the meeting, regular contact between meetings, and clear expectations with roles defined.  

An agenda for success:  When putting the agenda together for a virtual meeting (or any meeting for that matter), be sure to structure it in a way that ensures that if time ends up running short, you have covered the essential business.  The use of a Consent Agenda is an efficient way of approving association matters that are not controversial. Motions can be submitted in advance and included on the Consent Agenda.  Next, the agenda should include strategic discussion topics submitted, along with time needed for discussion, on the Board reports.  Add visual time cues to each of the sections on the agenda to help set the stage with expectations for the length of discussions.  If the discussion goes astray, it is much easier to get the discussion back on track by verbally referencing these cues.

Focus on core activities and then expand: It is easy for Board members to get distracted with the next “great idea” that will be “the thing” for the association. It is incumbent upon leadership to ask: Does this fit with the strategic plan? What resources will be required? Do we have the budget? What will we need to stop doing if we take this on? Do the ends justify the means?

Board meetings are a team sport:  Every member of the Board needs to actively participate in order for the team to be successful.  The chair’s job is to be mindful of everyone’s participation in discussion.  It is too easy to “multitask” when on a conference call.  (We have all done it... “sorry, can you repeat the question…I didn’t hear it”). If the virtual meeting is audio only, then it is helpful to keep a list of the names of everyone on the call and make a tick mark by their name when they participate in the discussion.  This helps to see who needs to be encouraged to speak up more and actively participate.  When virtual meetings have a video component, it is easier to see who is engaged and who might still need a nudge.

Can you feel the volunteer love tonight?:  Regular communications from the Board chair, committee chair, and staff thanking volunteers for their time throughout their volunteer time goes a long way to helping volunteers feel appreciated and that their time was well-spent.  It is especially impactful when the thank you includes the positive results of the volunteer’s work such as the results on a successful membership campaign or annual conference. Thank yous can run the whole gamut.  It could be an e-mail to the committee.  It could be a handwritten note to each volunteer, to his/her boss thanking them for allowing this person’s volunteer service, or to his/her family thanking them for allowing their family member to be a part of their professional association.

Utilize video technology tools: One of the reasons the world has gotten smaller is because of the advent of tools such as Skype, Zoom, GoToMeeting and the like. They say a picture is worth 1,000 words…and they say it because it is true. The complete communication spectrum of verbal and non-verbal communication makes all the difference in the effectiveness of Board interactions. These tools make it quick and easy to hop on a call/chat and connect almost as if you walked down the hall to a co-worker’s office. When you can’t be together physically, it’s the next best thing.  We have used Zoom with several clients.  It is very easy to set up, even for the non-tech savvy folks.  One of our client’s calls it the Brady Bunch Board meeting because we all show up in boxes like Mike, Carol, Alice and the kids.  You can also do screen sharing with anyone on the call so everyone can, literally, be on the same page on documents, spreadsheets and presentations.

Other than that Mrs. Lincoln, how was the play? A word about civility. I was speaking with a trusted colleague and friend who shared the story about how she was on a call with a client Board while sitting in the community room at the hospice home where her mother was spending her final days. My colleague excused herself for a moment to talk to the janitor to ask him to stop vacuuming until she was done with her call. When she returned to the call, one of the Board members said…all in a huff…“Are we even a priority for you?” Another colleague from her firm was on the call and explained where she was at the time. The Board member did not even acknowledge the extraordinary sacrifice that was being made by my colleague to be on the call given the circumstances and moved on with the rest of the agenda.  

Moreover, while modern technology has made it very easy to connect and communicate faster than ever, we have lost our filters.  We have all had the experience of feeling very justified in sending an e-mail that would have benefitted from spending time in a drafts folder. That momentary exuberance of slaying the dragon is quickly followed by “Oh _______ (fill in the blank with what works for you)!  What have I just done?”  

Sadly, this type of behavior is becoming more the norm than the exception. It is important to remember that everyone is a valued member of the team (volunteers and staff). Each member of the team has the best of intentions in fulfilling his/her commitment to the association. Sometimes life is going to happen. 

As our to do lists get longer, our patience/tempers are shorter.  Here are some keys to maintaining civility in a virtual conversation:

  • Focus on what has brought you together in the first place and what you are trying to accomplish together. Rigorous debate is essential to getting to better outcomes, but it needs to be done as respectfully as possible. Ask yourself “What would I say if I were in person?”
  • Recognize your role. Each member of the team needs to be mindful of the role he or she plays in the organization. What role does the Board chair play in managing the discussion? Should a director say this or that to a peer?  What role should staff have in the discussion? Keeping in mind that everyone is a valued member of the team.
  • Think Q-Tip: Quit taking it personally. A friend of mind is great at coming up with these little phrases. This one helps me a great deal when things get off track.  My experience has shown that when discussions go astray, many times it really has nothing to do with the situation at hand. The current situation may just have been the last straw for someone. Each person needs to take responsibility for his or her role in the discussion.
  • Creating a culture of civility and mutual respect is imperative for a leadership team to not only be successful, but it just the right way to be a professional.

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Talent Development: Challenges and Solutions

Posted By Administration, Friday, July 29, 2016

Over the next few months, this column will explore several challenges faced by AMCs and their client association partners. To find solutions, we've asked Michael Reed of Bloch/Reed Association Advisors to connect with leading AMC executives and ask them to share their perspectives on the issues - and the strategies and tools needed to address them. We’ll also pose a series of reflective questions for you to consider as you seek to improve the practices and culture of your organization.

This Month’s Member Experts

Erin Fuller, FASAE, CAE President, Association Management & Consulting MCI USA
Bennett Napier, CAE President and CEO, Partners in Association Management
Carolyn Price, CAE President, CMP Management, Inc.

What is talent development?

Any AMC leader will tell you, the key to happy clients is having knowledgeable, enthusiastic and engaged employees. Although this is true in most businesses, in an association management company, the client’s perception of the entire organization is almost completely tied to the performance of the employees assigned to the account. This means that the systems for talent recruitment and development are some of the most crucial aspects of our business. Unfortunately, these systems are often neglected or overlooked. In an effort to get you thinking about the talent development system in your organization, we’ve asked three AMC principals to share their ideas about how to recruit, onboard and develop engaged employees.

What makes a good talent development system?

“AMC owners and senior leaders have to be keenly aware of their own strengths and weaknesses,” suggests Carolyn Price, President of CMP Management in Austin, Texas. “If hiring and professional development are not the owner’s strengths, it’s time to find someone who can do those jobs well. Early on, we had a few hires that didn’t work out, and we had to rethink our whole process,” she explained. “I realized that there was a unique human resource mindset and specific set of skills our organization needed to acquire so that I could focus on my strengths.”

If knowing yourself is important, knowing your organization is vital as well. Erin Fuller, President of MCI USA in McLean, Virginia, suggests that it’s also important to know where your business is in its lifecycle. “When a company is just starting out and in rapid growth mode, you need employees with diverse skill sets and a broad knowledge base. As your business grows and your internal systems become more specialized, it’s helpful to have talent that brings a specific educational background, a network and a successful track record in their specific area of expertise.” The needs of the organization change as your company matures.

Bennett Napier, President and CEO, Partners in Association Management in Tallahassee, Florida, also cited the importance of being intentional in talent recruitment and development. “We saw an opportunity to improve our business and made a conscious decision that employee development was going to be the key attribute of our organization’s culture. We built everything else around that decision.”

One common mistake that leaders make is trying to fix employee relations issues or morale challenges with training or other interventions that should be addressed by making changes to the recruiting practices of the organization. The leadership challenge associated with talent development is to think of the whole system and how the various inputs influence one another and work together to give you the results you want. 


  • Does our organization have trained and passionate people handling the recruitment and employee development system of our organization? What could we improve?
  • Do we have an integrated talent system that understands the needs of our organization or do we have several functions that are cobbled together?


How do you handle interviews and selection?

Our experts had a lot to say about interviewing new team members. Over the course of their careers each had former employees who had the ability to do a job, but struggled because they didn’t fit into the culture of the organization. “In addition to meeting the educational and professional requirements for a job, we also assess the individual’s team orientation, flexibility and their interest in their own development,” Fuller explains. “We have always had a strong spirit of inclusion, but now, as a global organization, we also look for people who want to develop their global perspective.”

They also cited the increase in the use of technology and assessments in the recruiting process. “One of the fundamental shifts in our recruiting practices was to incorporate job fit and communication assessments of candidates,” says Price. “These tools provide additional data to help in the selection process, and the results also help to inform initial opportunities for professional development.” Napier agrees, “We rely on our intuition in terms of selection, but we do two things to help inform our intuition. First, we do structured interviews in teams and then compare notes, and then we also look at data on assessments and communication inventories and discuss the specific needs on the initial client team.”


  • Does our organization make use of appropriate technologies like application tracking, job fit and temperament assessments to improve decision making?
  • Do our interviewers evaluate a candidate’s knowledge, skills and abilities for a specific job, as well as their fit for our organization’s culture?

Is onboarding important?

Onboarding is the systematic process that focuses on transferring knowledge about the organization, the account team and job responsibilities to a new employee. In the AMC environment, new employees have to learn the cultures of both the employer and the clients to which they are assigned. “We have a standardized onboarding process,” explains Napier, “and it’s completely led by the employees. We want new employees to have a custom experience based on the relationships that are important for their jobs’ success, plus it helps the teambuilding process.”

Fuller shares how onboarding works in her organization, “new executive directors are welcomed onto our client leadership team – which meets monthly for lunch and discussion – and they are assigned three client leader mentors, selected for their own expertise. For instance, an executive director that may have a lot of government relations responsibility will be partnered with a strong lobbyist, and perhaps someone who came into our company with a similar skillset. Mid-level talents have similar onboarding opportunities with being matched with a peer mentor as well as having a number of cross-client teams that meet quarterly.”

In a smaller organization, multiple stakeholders can work together to integrate onboarding and team development of employees. “Everyone gets involved,” explains Price. “We have weekly training meetings that the whole team participates in. It keeps everyone focused on our strategic objectives and helps to build camaraderie.”


  • Does our onboarding process support employees when they are hired, or do we provide them with an ongoing structured experience that helps them develop the relationships and habits that they need for long term success?

Do employees have to “own” their development?

All three AMC executives shared examples of encouraging individuals interested in professional certifications like the Certified Meeting Planner or Certified Association Executive designations, but none of the organizations forced employees to pursue credentialing. Napier explains how individual performance goals are managed in his organization. “Each year team members create their own self-directed annual professional development plan and work with their managers with available resources to achieve their goals. Goals and activities must align with and support their client goals, and at the end of the year progress is measured relative to the goals set by the team member.”

Price and her team use outside organizations to supplement inside training. “We’re active members of the Texas Society of Association Executives, and take advantage of local education programs. We also encourage volunteer work so that our employees have the experience of working as volunteers for nonprofit organizations.”


  • Are our employee’s goals aligned with our team and organizational goals?
  • Are leaders in our organization creating the structures and the environment for employees to own their development?

What’s the most important thing about a culture of talent development?

To have success in the area of talent development, organizations need to have to have a systems approach. “You can’t do one aspect of talent development well, and then hope for the best. You have to recruit well, and you have to bring people onboard and make them feel valued and supported. People have to know that you care about them and their success,” Price explains.

Fuller shares some additional thoughts about the culture she’s building, “Leaders have to develop an environment where people feel empowered to pursue their professional goals while they continue to live full lives. “I don’t believe in work/life ‘balance,’ but I do believe in work/life integration. In our organization, employees are supported holistically in the things they want to achieve in their personal and professional lives.” She also stresses the importance of teams, “individual performance goals are important, but people also seek out opportunities to serve on teams that raise their profiles. They want to build a reputation for being invaluable to their teammates and to the company.”

“Deliberately shifting your organization’s culture can be scary at first,” adds Napier, “but remember, tone is set at the top. It’s important to have complete buy-in from the management team before an organization-wide roll out,” he cautions. “Be patient. People will buy into the process at different stages; don’t give up. Nothing as important as cultural change happens overnight.”


  • Does our organization make recruitment and employee development a strategic priority with measured results and accountabilities?
  • Do we clearly communicate the importance of talent development to our employees?

Michael Reed is a principal with Bloch/Reed Association Advisors. As association leaders, a former AMC owner and as trusted consultants, Ralph Bloch and Michael Reed have been asking questions that help association leaders for over two decades. They use trust, data and dialogue to help leaders see clearly, plan strategically and act decisively.





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Advancing the AMC Model

Posted By Administration, Monday, May 23, 2016

Advancing the AMC Model - How We All Can Contribute to Our Collective Success


Greg Schultz, AMCI’s 2016 Chair, has been one of the Board’s most vocal advocates of the importance of marketing the value of the AMC model. As he leads the Institute’s efforts to increase awareness and interest in working with AMCs, we asked Greg to share where the Institute will place its focus, and how members can get involved.

What do you think are the biggest challenges facing AMCs in marketing to volunteer leaders and association executives?

Lack of awareness - Research we undertook a little over a year ago still showed a lack of awareness for the model and how it benefits associations – and this is consistent for volunteer leaders, captive staff, and organizations providing goods and services to associations.

Offering options/flexibility – Many organizations express interest in using an AMC’s services on an ad hoc basis prior to considering full service.

Communicating competency around transitions – Currently, organizations are more apt to consider the services of an AMC when they have reached a fork in the road. They may have reached a tipping point in appreciation of the lack of sustainability of their current business model, a planned or unplanned executive director transition, or the need for a rapid response to an opportunity or crisis in their space.

Perception – Whether it is keeping an association’s brand independent, delivering expertise in specific industry or professional sectors, or having real passion for an organization’s mission, there is uncertainty that AMCs go beyond being efficient general managers for associations that cannot afford to directly employ full-time staff.

Cost and value – Volunteers and association staff generally appreciate that AMCs provide efficiencies, but they often measure value in terms of cost reduction rather than value creation and growth.

What is AMCI doing in 2016 to address these challenges?

Our mission is to increase awareness and tell the AMC story around areas that resonate with our primary markets: association volunteers, stand-alone staff and third parties that have trusted relationships with association boards and staff.

Our tactics fall into two major areas:

Improve: Improving the quality and reliability of the services AMCs deliver benefits all AMCs. We continue to promote accreditation and best practices within our industry. This year we will introduce new webinar education programs for AMC staff.

Prove: We need more proof of the value AMCs bring – why it makes sense to move from an asset-depreciation management model to a value-creation management model. In 2015 we completed an independent Financial impact Study that demonstrated AMCs provide a greater return on investment than a standalone management model. http://www.amcinstitute.org/?page=numbers. In 2016 AMCI will support new research that will demonstrate the reach and impact of the AMC industry.

Promote: We have developed a message platform that addresses the concerns I noted above, head on. And we are increasing strategic outreach and direct engagement with influencers, volunteer leaders and standalone staff. Continuing to promote the results of the independent Financial Impact Study is a key part of our 2016 marketing program. And we are creating and distributing more content that demonstrates the expertise of the AMCI member firms, innovations being undertaken that advance the association industry, and value/benefits of working with AMCs. This component is critical to the overall program, it provides qualitative proof to support our qualitative research. But we need members’ support to make it work.

How can members get involved?

More content and more attention translates to more focus on value of the model...

We need your content that demonstrates AMC leadership, value and success. Make sure AMCI is on your media list, send case studies, blog posts and material that your company has generated to promote your own successes and value. We will push it out via AMCI channels, and your organization will be credited. Win-win!

Be part of the online community and discussions on the AMCI LinkedIn group and Twitter, and encourage your staff to do the same. Contribute your content and thoughts to our social media channels and retweet and repost AMCI content to help spread the message.



Contribute your data by participating in AMC surveys (there’s one coming out in soon).

We will continue to refine our tactics and measure our results. We are making progress! If you have ideas or concerns send me a note gschultz@kellencompany.com or get in touch with AMCI CEO Tina Wehmeir at twehmeir@amcinstitute.org.

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Improving the RFP Process

Posted By Cal Harrison, Monday, December 7, 2015
What an Association Can Learn from their HR Department About Hiring AMCs 

Cal Harrison photo Cal Harrison.jpg Hiring an association management company (AMC) is a lot like hiring a staff person -- but on a temporary instead of permanent basis.

In the effort to get associations focusing on the qualifications of an AMC during a selection process instead of using a low-bid proposal (RFP) process, the AMC consulting world has an unlikely ally – the human resources department.

Before we continue I should introduce what I recommend as the replacement process for the low-bid RFP - Qualifications Based Selection (QBS). QBS is a vendor selection process in which price is not an evaluated criterion. Instead a budget is disclosed by the buyer and the final price and scope are negotiated with only the most qualified firm.

In most RFPs even if price is only weighted at 10%, it can effectively become 100% of the decision if the vendor qualifications are poorly evaluated -- the case in most RFPs. Unless an RFP has a well-defined scoring rubric that uses binary type scores where a proponent can only score 0, 5 or 10 (out of 10) in any category, it is likely that many firms get inappropriately and inaccurately clustered around a similar and subjective qualification score, meaning that the tie-breaker is always low-price and effectively making low price 100% of the selection criteria.

QBS is so effective that the US federal government created federal legislation (The Brooks Act) in 1972 making it mandatory that QBS be used when hiring architects and engineers for any federally funded projects. And since 1972 over 40 states have also adopted versions of this legislation and its use continues to grow in Canada and other countries.

It makes sense that if you’re hiring experts to design important things like hospitals, bridges, labs and buildings that it’s probably best that you hire the most qualified at a fair price, instead of the least qualified at a low price. I would suggest that running an association is also an important thing that is better done by those most qualified instead of those that are cheapest.

Virtually every association that hires AMCs is already unwittingly using the QBS process within their organization – just not in the procurement department. Instead we find the QBS process alive and well in the human resources department where it’s being used to hire permanent staff.

For the record I have never seen an HR department use a low-bid process when hiring a staff person. And in fact if I suggested this to any HR department they would look at me quite strangely, I am sure. Instead of trying to find out who can fill the role for the least amount of money, HR wisely looks for the most qualified candidate within a predetermined and previously disclosed, budget and skill set. They advertise their need for a certain type of expertise within a certain salary range and invite qualified candidates to submit resumés (read: proposals) bearing objective, defensible and credible evidence of their expertise by listing such things as education, previous work experience, specific prior projects, unique training, publications or articles they have written, presentations they have given, research they have completed, awards they have received, etc.

An initial 0/5/10 style evaluation of the resumés (read: proposals) against the objective criteria for evaluating expertise usually yields a shortlist of candidates for an interview – which is really just a chance for the hiring committee to explore and further evaluate candidate claims of expertise with a more robust discussion. The interview is an opportunity to further refine the initial scoring of the shortlisted candidate using dialogue and more specific inquiry.

At the end of the interviews usually one candidate has clearly bubbled to the top, and negotiations then begin with that candidate within the previously advertised salary and requirements of the job.
Should those negotiations not go well, the buyer is free to cease, and move on to negotiating with the second most qualified. In this manner the client is always guaranteed to hire the most qualified staff person for a mutually agreed upon fair price, unlike the low-bid RFP process where the minimally qualified and lowest price typically have the scoring advantage.

“But Cal,” buyers often protest, “hiring one staff person is not the same as hiring an AMC for a million-dollar contract!” Hiring a $100,000 per year employee, with the expectation that he or she will be a long-term employee lasting 10 years or so, is not a $100,000 hiring decision. It is a $1 million-plus hiring decision. It is a QBS-style hiring decision made without a low-bid requirement, using only a two or three-page proposal (read: resumé), and accepted worldwide as the de facto standard for hiring professional staff.

So explain to me again why associations that use a QBS process to make million dollar-staffing decisions can’t also use QBS for million dollar AMC vendor decisions?

Cal Harrison is the President of Beyond Referrals a company dedicated to improving the way professional services firms are hired. His second book Buying Professional Services: Replacing the Price-Based Request for Proposal With Qualifications Based Selection is available at www.BeyondReferrals.com

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Wearable Technology

Posted By James Gaskin, Thursday, October 22, 2015

 Lately I’ve been keenly interested in the potential application of wearable technologies to organizational and consumer studies. As a general rule, it’s bad practice to base research and scientific studies on the latest gadgets until it’s clear what their scope and impact potential is. But I would argue that wearable technologies are an exception. Why are they different from other gizmos we could study? Well, because they actually enable a new mode of data collection that will change the paradigm of what we can study. 

Whether in consulting research, internal studies, or in academic pursuits, most measures in the organizational and consumer studies are collected indirectly through subjective surveys of an individual’s beliefs, attitudes or perceptions. Because these are completely subjective, these measures are not precise and are subject to a great deal of error and bias. To address this issue, researchers have tried direct measurement of physiology (such as heart rate, skin temperature and conductivity, etc.), but until now, the equipment required to measure these physiometrics has been incredibly invasive, expensive, and bulky – potentially confounding any experimental procedures and limiting data collection – and has largely restricted such research to an academic arena. However, with the advent of powerful, commercially available, consumer wearable technologies – such as smart watches – we now have the opportunity to conduct inexpensive, non-invasive studies that will feel natural to study participants and will therefore be less likely to confound data collection and findings.

As mentioned, these devices can provide exact empirical measures of traditionally subjective measures. For example, an increasingly important psychological measure of interest in organizational and consumer studies is called “flow” –- a deep state of immersion when the individual loses track of time, feels intense arousal and control while engaging in a task or interacting in an experience or with others. Leveraging wearable technologies to investigate the flow experience will allow us to detect fluctuations in physiology and to provide an objective, physiology-based measure of the flow experience. Understanding traditionally perceptual measures (like flow) at the physiological level will allow for more precise measurement and will therefore allow researchers to capture, theorize about, and design around these measures more accurately than could be done with the traditional perceptual measures. These technologies may even be leveraged, not only as data collection devices, but as feedback devices.

The new Microsoft Hololens (https://youtu.be/aThCr0PsyuA) is a mixed reality device that overlays a virtual reality on our physical reality. The device also includes an EEG (as well as sensors for skin temperature, blood oxygen level, and skin conductance). If we can detect the neurophysiological patterns that indicate entry into a flow state, sustaining a flow state, and then dropping back to a normal (non-flow) state, we can use that feedback to redesign the stimuli presented to the user in order to keep them in the flow state. Why would we want to do this? Because flow is known to increase satisfaction and return intentions – i.e., they will enjoy our product or service and will intend to continue using it and use it more often. These are good things.

Imagine in a group meeting or event that several attendees are wearing smart watches that track their heart rate, skin temperature, and skin conductivity (all emotional indicators). We may be able to monitor their reactions to speakers and/or topics through a shared app, allowing the results to be applied when developing future sessions. We could also enable participants to better evaluate the sessions best suited for them, creating an enhanced, customized educational experience. 

Has your association considered the implications and opportunities of wearable technology to enhancing your offering? It may be time to start.

James Gaskin is a professor of information systems in the Marriott School of Management at Brigham Young University. Dr. Gaskin teaches advanced multivariate statistics for academic research and is the founder of StatWiki, an extensive online database of advanced statistical tools and tools and tutorials and Gaskination, a YouTube channel with over 130 statistics tutorials.

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Charles Hall

Posted By Administration, Wednesday, August 5, 2015

Welcome! I am excited to introduce our new blog and redesigned website. We wanted to build a place where thoughts, best practices, and real world examples of what works -- and what doesn’t -- can be shared. We are committed to providing insights into opportunities, trends, and solutions to give AMCs and the associations they work with a competitive advantage.

That’s why over the coming months you will see many new features on the site. Quick polls to understand what people are thinking right now. Research results that will help association executives, volunteer leaders, and AMC staff make better strategic decisions. Articles, presentations, and videos from people leading from both within and outside the industry. Interviews with experts on a wide variety of topics that are critical to today’s leaders. And opening this forum to a series of guest bloggers to continually get a unique take on what’s going on in the industry.

Most importantly we wanted to create a site that encouraged discussion and conversation. We would love to hear from you and have provided several options for you to give us input and feedback. Please post your comments, your likes, your opinions, or your suggestions so collectively we can generate the next big ideas that will help shape the future of association management. We invite you to join our LinkedIn group or follow us on Twitter. If you prefer, the ‘contact us’ page provides you with additional ways to get in touch – so call, email, or write us. Have a great piece of content you want to share? Send us an email at info@amcinstitute.org.

We know that tapping into a wealth of knowledge and perspectives only makes us all better.

Charles Hall

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