Even with the best of intentions, identifying and recruiting a diverse leadership slate can be a tough job, particularly without in-person networking. But ensuring you’re bringing an array of experiences and perspectives has never been more important, for reasons of ethics and the health of your organization. What can you do right now to start laying track to recruit the leaders of tomorrow? What can you do in the short-term to improve an incoming leadership slate that isn’t as diverse as it should be?
The first hour: High level framing of the issue. Learn what the data is saying and key concepts, including the shape of the current environment and the importance of this issue within it. Q & A discussion.
The second hour: A case study interview with special guest(s) who have successfully navigated this issue, with Q & A
The third hour: Now that you've done a deep-dive on the issue and heard examples of successful implementation, it's time to collaborate with your peers and plot your solutions. Participate in a break-out discussion around this topic in your organization. Hear what's working (or not!) for others. All solutions will be collected and shared with attendees after the event.
You can also expect several interactive polls, breaks for you to check on family/work, and the opportunity to connect with fellow attendees.
Attendees will receive:
Register for three "Looking Forward Together" workshops and one of them is free, or join us for six workshops and receive two free. Or better yet, join us for all nine and receive three free! Any senior member of your team may register and last-minute transfers are no problem. Life is complicated enough right now, we want this to be easy. Contact Miranda and firstname.lastname@example.org with any questions.
Looking Forward 2021: Executive Summary
An analysis of the results of the Looking Forward 2021 environmental scan of the association industry, with particular attention to the greatest challenges identified by respondents.
|39 Pages||Available after Purchase|
Leading Strategic Change in Associations
Every association executive will be faced with the reality of leading or participating in strategic change at an association. The ability to successfully diagnose and lead strategic change is thus an essential competency for association leaders.
This white paper will help association executives diagnose the reasons for strategic change, help assess the barriers and provide ideas on the success factors necessary for successfully leading strategic change.
|36 Pages||Available after Purchase|
|Agenda (56.5 KB)||Available after Purchase|
|Attendee Roster w LinkedIn profiles (31.3 KB)||Available after Purchase|
Nikki Haton Shanks, MBA, CAE is a Strategist for Association Laboratory. She is responsible for leading client engagements and conducting qualitative and quantitative research specific to client goals. Nikki been involved with associations for over 10 years and is a recognized leader in association management having received Association Forum’s Forty Under 40 Award. She has been active in membership and volunteer engagement for the American Academy of Dermatology, American Society for Healthcare Risk Management, and American Academy of Periodontology. She is a member of the ASAE Healthcare Community Advisory Committee and volunteers with FSAE. She speaks and produces content on association topics related to content strategy, leadership, membership, and events. Ms. Haton received her MBA from Benedictine University and her BA in International Studies (Spanish & Latin American Studies) from Loyola University of Chicago. She obtained her CAE in 2016
Rhea M. Steele, MS, CAE is the Chief of Staff at the School Nutrition Association. She finds the nexus between strategy and operations - helping organizations create the vision they need for tomorrow while implementing the steps that will get them there today. She brings to her speaking and facilitation approach a natural inclination to help staff connect their work with the organizational mission and impact. Her 15+ years in association management have resulted in deep expertise in governance, strategic planning, evaluation, high-performance teams, culture change, facilitation, and operational excellence. She has found focus in helping organizations form dynamic, transparent, and inclusive cultures. She graduated from the University of Colorado with a bachelor’s in Fine Arts and Anthropology and a master’s in Museum and Field Studies. She has presented and written about strategic visioning, governance, ethics, innovation, culture, process improvement, and the future of work.
Miranda Barrett, CAE, PMP has a diverse background in a variety of membership organizations. Prior to joining the Association Laboratory team, Miranda served as Vice President of Membership at The Community Company, which launches and manages professional communities for media brands. Miranda led a team responsible for the communications, publishing, member service, events, online communities and overall retention of 20+ organizations. Prior to that, Miranda held a number of positions at the Entrepreneurs’ Organization (EO), for ten years. She also served as the Executive Director of the Women In Trucking Foundation, growing their scholarship program.
Miranda has spoken around the world on topics of entrepreneurship and community-building. She has extensive international experience, including launching new chapters of EO, expanding the Global Student Entrepreneur Awards to 55 countries and bringing groups of entrepreneurs on diplomatic mentoring missions to Africa, South America and the Middle East.
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