# Zzeem > Help for non profits and associations > Generated by All in One SEO Pro v5.0.3, this is an llms-full.txt file, used by LLMs to index the site. ## Posts ### [Zzeem Blog](https://www.zzeem.com/blog/) **Published:** July 3, 2019 **Author:** jonathanzzeem **Content:** ![Zzeem Blog](https://www.zzeem.com/wp-content/uploads/2026/07/Blog-Image-1024x768.png "Blog Image Zzeem") ## A variety of posts relevant to the not-for-profit association professional. From personal wellness through running better meetings and member engagement, we touch on it all. --- ### [How Much Salary Information is Enough?](https://www.zzeem.com/how-much-salary-information-is-enough/) **Published:** July 11, 2011 **Author:** jonathanzzeem **Content:** The CEO of a national membership organization recently asked me a question about the disclosure of salary information. *“What is common practice for disclosing staff salaries when budgeting? I want to maintain the confidentiality of staff but I assume we must share this information with at least some of the board members. Who normally sees salary information? The entire board? A finance or executive committee? The entire membership?”* The short answer is that typically both budget and financial statements show a line item for salaries and benefits with no further detail. The board normally sees both the budget and the financial statements whereas the membership normally sees only the financials. So members would not see individual salaries – just a total, while board members and the finance committee might see the individual numbers. **Budget Preparation and Presentation** Budget preparation is generally done, or at least reviewed by, the finance committee. They usually want to know all the details, but are more concerned with variances from previous years. It is typical to forecast the budget based on last year and any known increases, and summarise in a single line item, as salaries and benefits. In terms of the variance, if it is minor, just explain it verbally. If the variance is large or they are looking to cut costs, give them the details. For the finance committee I would also prepare a detailed spreadsheet showing positions (not names) and salaries. By no means is the entire board required to have the details as they have delegated the detail finding to the committee. That said it is entirely within the prerogative of any board member to ask about individual salaries or indeed to ask about the details for any line item and receive the answer. But it would be unusual to include this level of detail in the budget itself unless specifically requested to do so. That’s what *normally* happens. However, it’s important to review your by-laws and polices to see if they establish any rules around financial reporting. Whatever the norm is, if your by-laws say otherwise you need to follow them. **Governance** From a governance perspective, the CEO’s salary is clearly under the purview of the board because they are responsible for hiring and firing the CEO. But staff salaries are theoretically completely under the CEO’s purview as long as he stays on budget. I see a red flag when board members ask about individual salaries because it usually means they are gearing up for a round of meddling. **Financial Reporting** In terms of reporting, the organization may elect to follow one of two accounting standards: the International Finance Reporting Standards (IFRS) or the new[ Section 4400 ](https://www.cpacanada.ca/business-and-accounting-resources/financial-and-non-financial-reporting/not-for-profit-organizations/publications/annual-reporting-for-not-for-profit-organizations)(financial statement presentation by not-for-profit organizations). If you use IFRS there are IFRS rules specific to related-party transactions which need be disclosed. Under IFRS, senior management salaries and benefits are included as related-party transactions and must be disclosed. This is not required under Section 4400. --- *Officially:* CICA Handbook SECTION 4400 financial statement presentation by not-for-profit organizations STATEMENT OF OPERATIONS .30 The primary purpose of a statement of operations is to communicate information about changes in the organization’s economic resources and obligations for the period. Specifically, this statement provides information about the cost of the organization’s service delivery activities for the period and the extent to which these expenses were financed or funded by contributions and other revenue. The information provided in the statement of operations is useful in evaluating the organization’s performance during the period, including its ability to continue to provide services, and in assessing how the organization’s management has discharged its stewardship responsibilities. The statement of operations may also be referred to as the statement of revenues and expenses. .31 Not-for-profit organizations may classify expenses in the statement of operations by object (for example, salaries, rent, utilities), by function (for example, administrative, research, ancillary operations) or by program. Classification of expenses by function or program may be desirable when the organization operates several different programs or has different areas of interest. Classification of expenses by object can also be useful. An organization would classify its expenses in the manner that results in the most meaningful presentation in the circumstances. Whether the organization prepares its budgets by function or object would be a factor to consider in deciding which method of expense classification would be most appropriate for the organization’s financial statements. --- In summary, at the moment there is no requirement to display the details of the salaries and benefits, nor any requirement to display them, even in summary. It depends on what the users (the board) want. For some boards, the board gets one detailed package and the public gets a summarized package. The sole requirement is to provide sufficient information which properly informs the users of the financial statements how the organization is performing and governing itself. For example, expenses could be stated this way: - Occupancy cost - Salaries - Etc. - Total Or this way: - Youth Program - Seniors Program - Outreach - Administration - Total - Note that each program above could be broken down into Occupancy Cost, Salaries, etc. **Categories:** Association Management Issues, Governance --- ### [Are you Wasting your Association’s Resources?](https://www.zzeem.com/are-you-wasting-your-associations-resources-2/) **Published:** October 9, 2026 **Author:** erinatzzeem **Content:** One of the top three complaints I hear from association executives is a lack of resources. But is it true? Often what is needed is refocusing or restructuring. It is easy to get stuck in the weeds and lose sight of the big picture. Day to day tasks take priority and you and your team move further away from achieving strategic goals. We recently interviewed Joy Nott, President of the Canadian Importers and Exporters Association (I.E. Canada) who offered these top three tips to association expectations: - **Dare to dream** – envision your ideal association and keep your eye on achieving your “utopia”. It provides clear direction, enabling you to creatively best use your tools and resources. - **Be transparent** – be open and honest to all stakeholders (members, staff, board, service providers). When everyone understands why and what you are doing, you move closer to your goals. - **Listen to all feedback –** seekpositive and negative feedback. It often provides hidden jewels and offers a new and different perspective. Also consider the following: 1. **Tie your business activities to your strategic goals** Create a culture that is performance based. Everything the association does should be tied to your strategic goals. Associations that link performance to objectives typically enjoy higher revenue and overall success. According to Charity Navigator[\[1\]](#_ftn1), non-profits should direct at least 65-75% of their resources to achieve their mission. Regularly evaluate all of your initiatives to ensure are aligned with your big picture objectives. 2. **Everyone must connect their role to Vision** Everyone – directors, volunteers, outsourced partners, and staff – must understand the Vision and be aware of their role on achieving those outcomes. Performance reviews and organizational results are more powerful when they are linked to the Vision and the organization’s strategic goals. 3. **Shift your focus from costs to outcomes** Monitoring costs does not always indicate efficiency and can result in narrow decisions that undermine strategic objectives. An initial investment can yield substantial benefits. Take technology for example. If your staff are completing tasks manually that could be automated through technology, this is a false economy. Your human resources are better deployed on higher value activities. 4. **Review and assess your talent pool** Annually review your talent pool in relation to the strategic plan. Assess whether you need to restructure, outsource, provide training or reconsider the value of an initiative. Often talent pools evolve without conscious planning. When you plan instead of react you make a meaningful contribution to your member value. Keep your volunteers in mind as you do the assessment. When they are seen as a “free” resource, their value is often disregarded. Annually review your committee structures, volunteer requirements and expertise in relation to the strategic plan. If a strategic objective keeps getting delayed, consider bringing in outside assistance. Consultants or other service providers can often help you to achieve an objective faster or get a project off the ground. 5. **Outsource lower value activities** Do you have a full time receptionist but little walk-in traffic? Do you have an aging server and a full-time IT person keeping it running? Is an administrator doing bookkeeping – poorly? Are you using expensive office space to store miles of files? All of these activities can be outsourced – often for substantially lower costs than you are spending to do the tasks in house. [Learn more about outsourcing](https://www.zzeem.com/associationmanagement/) [\[1\]](#_ftnref1) [https://www.charitynavigator.org/index.cfm?bay=content.view&cpid=48](https://www.charitynavigator.org/index.cfm?bay=content.view&cpid=48) **Categories:** blog --- ### [From Agenda to Action: How to Run Productive Board and Committee Meetings](https://www.zzeem.com/from-agenda-to-action-how-to-run-productive-board-and-committee-meetings/) **Published:** September 23, 2026 **Author:** jonathanzzeem **Content:** Have you ever left a board or committee meeting realizing that it ran too long and produced too little? It doesn’t have to be that way. Join us on September 24th and learn how to develop and maintain momentum across meetings, foster meaningful discussion, and keep everyone’s eyes on the priorities and deliverables that matter. [Register](https://us06web.zoom.us/webinar/register/WN_IhR_lUjoTierKv0dWedxug) [Let Zzeem help you with your organization’s meeting management!](/not-for-profit-consulting-services/facilitation-training/) **Categories:** 2026 Past Webinars --- ### [The CSAE 2026 Association Benchmarking Survey Report ](https://www.zzeem.com/2026-association-benchmarking-survey-results-interview-with-bramm-research/) **Published:** September 23, 2026 **Author:** jonathanzzeem **Content:** Do you have a clear picture of the trends and forces shaping Canada’s association sector in 2026? Join Erin Roberts and special guest Gerald Bramm of Bramm Research as they delve into the results of this year’s CSAE Membership Trends Report and touch on topics such as AI, member recruitment, engagement, and retention. **[Register](https://us06web.zoom.us/webinar/register/WN_YBQIog0vQ-O5z1LYbHfVeA)** **Categories:** 2026 Webinars --- ### [Is Your Accountant Smoking Something? Who says you will lose your NFP status with a reserve fund?](https://www.zzeem.com/is-your-accountant-smoking-something-who-says-you-will-lose-your-nfp-status-with-a-reserve-fund/) **Published:** May 27, 2016 **Author:** erinatzzeem **Content:** ![Pink Piggy Bank](http://zzeempr.wpengine.com/wp-content/uploads/2016/05/pink-piggy-bank.jpg "Pink Piggy Bank Zzeem")If you are told your not-for-profit status is in jeopardy by having a surplus or an operating reserve of more than 3-6 months, it is time to find a new accountant! The Canada Revenue Agency has made **no statement** ever about the amount of operating reserves that [is acceptable for not-for-profits](/not-for-profit-is-not-a-philosophy-it-is-simply-a-tax-construct/). To determine the optimal reserve amount, [High Performance Membership Organizations](/highperformanceorganization/)™ assess their potential risks, strategic projects and opportunities. For most organizations, three to six months is simply adequate for shutdown. However, the organization needs resources to take advantage of opportunities and to survive a challenging economic environment. It is also important to have a board-approved Operating Reserve Policy which articulates the minimum reserve amount, identifies the purpose of the reserve, defines any restrictions related to certain funds, and outlines when and how the funds can be used. In addition to ensuring transparent processes, it also provides a level of understanding as to why the organization is maintaining reserves. **Categories:** Association Management, Association Management Issues, High Performance Organization --- ### [Have We Turned the Corner? 2016 Benchmark Survey Highlights](https://www.zzeem.com/have-we-turned-the-corner-2016-benchmark-survey-highlights/) **Published:** April 5, 2017 **Author:** erinatzzeem **Content:** Zzeem conducted the fifth annual survey of Canadian membership organizations for 2016. The numbers tell an interesting story. Below is a short synopsis. NOTE: [A more detailed summary is available ere](/nonprofit-strategic-planning-for-membership-organizations/). In a nutshell, associations are not out of the woods yet, but we may have reached a plateau from which we can move upward. Industry and trade associations are lagging professional associations so for them, it may take a little longer. ## **Finances** ## *Trend in Membership Numbers, Revenue* Each year, respondents are asked for the 3-year trend in their membership numbers and gross revenue. Last year we saw a sharp spike upward in the respondents who were reporting a downward membership trend and a more muted but still meaningful increase in the respondents reporting a downward revenue trend. This appears to have stabilized in 2016. In 2016 we saw a sharp increase in the number of respondents showing a flat trend in both membership and revenue. Although the percentage of respondents showing an upward trend has been steadily declining since 2013, the rate of increase in the downward trend has substantially abated. Current survey results in the U.S. are showing an uptrend for associations. If Canada follows the U.S. as we often do, this trend may be reflected in Canada in the not too distant future. ## *Reserves* Financial reserves have increased substantially from 2015. The percentage of respondents with a surplus that would cover more than 1 year of operating expenses has increased from 36% to 56%. ## Industry/Trade Associations versus Professional Associations The 2016 survey shows that industry and trade associations are more likely to be struggling in the current environment than are professional associations. The reasons for this may be related to the following facts: 1. Corporate Membership. Industry and trade organizations are much more likely to have corporate rather than individual members. The employees who are the direct users of member services are often not the decision-makers who approve the member dues payment. If the decision-maker is not aware of the member value, and/or if cost reduction is on the agenda, then memberships are vulnerable. 2. Amalgamations/Takeovers. Canada has seen considerable consolidation in its corporate landscape over the past few years. When 2 companies combine, one membership is lost to the association. Also, when a Canadian company is taken over by a foreign firm, the head office decision-making is no longer in Canada and Canadian memberships are vulnerable. ## Looking for higher revenue? If higher revenue is important for your association, consider adopting as many of these attributes and practices that make sense for you. Organizations that have these attributes and practices are more likely to have an upward revenue trend and those who don’t, are more likely to have a downward revenue trend. The top best practices are noted in the diagram below. Those on the right, with a yellow highlight, are consistent with the results for 2015. Those on the left, with a green highlight, are new for 2016. ![Increasing Revenue](http://zzeempr.wpengine.com/wp-content/uploads/2017/04/increasing-revenue.jpg "Increasing Revenue Zzeem") For further information, a more detailed summary report is available here. Copies of the full survey results and commentary are available free to survey respondents. Contact <erin.roberts@zzeem.com>. **Categories:** Association, High Performance Organization --- ### [Defining, Using, and Selling Your Member Value Proposition](https://www.zzeem.com/defining-using-selling-member-value-proposition/) **Published:** April 30, 2026 **Author:** Kevin Lee **Excerpt:** Tuesday, May 19th, 2026, 12:00PM EST **Content:** For membership associations, a clear and compelling [Member Value Proposition (MVP)](https://www.zzeem.com/member-value-proposition/) is the foundation of long-term sustainability. When your MVP truly resonates with members and guides your decisions, it becomes a powerful driver of engagement, growth, and retention. Most organizations revisit their mission and vision every few years—but when was the last time you had a close look at your MVP? Join us to learn how to clearly articulate your association’s MVP and use it strategically to attract new members, strengthen loyalty, and demonstrate the value of belonging. [Watch the recording!](https://www.youtube.com/watch?v=DM7V-b4E8w4) **Categories:** 2026 Past Webinars --- ### [Stressed out? Try The Positive Focus® Exercise](https://www.zzeem.com/stressed-out-try-the-positive-focus-exercise/) **Published:** September 29, 2026 **Author:** jonathanzzeem **Content:** ## Stressed out? As an association leader you don’t want to be stressed out, you need to show confidence. So how do you gain confidence? By placing one foot in front of the other. (You remember [Rudolph and the Winter Warlock](https://youtu.be/Elh0Ec12zPY), right?) Showing confidence can be difficult when the ground changes under your feet. So to gain confidence daily, you need to get de-stressed by the practice of the Positive Focus® Exercise. ## Try The Positive Focus® Exercise We ran across The Positive Focus Exercise almost 20 years ago. It works great to “Turn that frown upside down.” As a result it is easier to move forward, one step at a time. This is a training tool to get you into the habit of taking something positive out of each day. [Here is a link to the workbook](https://www.zzeem.com/wp-content/uploads/2020/05/the-positive-focus.pdf) which contains the worksheet and explanatory information on how to approach the exercise and [here is a link to the worksheet, alone](https://www.zzeem.com/wp-content/uploads/2020/05/the-positive-focus-worksheet.pdf). Try it for 3 weeks. ### Here is the summary From Dan Sullivan, the [Strategic Coach](https://resources.strategiccoach.com/). One of the thinking tools we use frequently at [Strategic Coach](https://www.strategiccoach.com/)® is **The Positive Focus®**. It’s a simple, fast, and extremely effective way to center yourself by focusing on what *is* working instead of what *isn’t*. Want to try it? Here’s how it works: 1\. Write down **five achievements** you’re proud of. 2\. For each achievement, write down **why it’s important**. 3\. Identify the **further progress** that will keep the momentum going. 4\. Determine **the first action** you can take. When we take a few minutes out of our day to think about and write down our progress and achievements, and the ways we can expand on them, it raises our energy levels and puts us in a more productive and confident frame of mind. It’s a quick and simple tool to keep yourself focused on the right things. It also works brilliantly in client meetings and calls, weekly meetings with your team, and even at the dinner table with your family. ### Further For more leadership tools, check out our Leadership Support Program, Webinars, Zzeem Video Channel, and Zzeem Podcasts.[ Subscribe Now](https://www.zzeem.com/subscribe/) **Categories:** blog, Leadership --- ### [Member Retention Strategies: Best Practices for 2026](https://www.zzeem.com/member-retention-strategies-best-practices/) **Published:** September 29, 2026 **Author:** Collin Richard **Excerpt:** Discover proven member retention strategies that reduce churn, boost renewal rates, and build lasting loyalty. Learn best practices for associations. **Content:** ## Table of Contents - [Why Member Retention Strategies Matter for Association Sustainability](#why-member-retention-strategies-matter-for-association-sustainability) - [How to Calculate Member Retention Rate and Track Key Performance Indicators](#how-to-calculate-member-retention-rate-and-track-key-performance-indicators) - [Building a Compelling Value Proposition That Members Actually Renew For](#building-a-compelling-value-proposition-that-members-actually-renew-for) - [Designing Membership Renewal Email Templates That Convert](#designing-membership-renewal-email-templates-that-convert) - [Association Member Engagement Ideas That Drive Long-Term Loyalty](#association-member-engagement-ideas-that-drive-long-term-loyalty) - [Onboarding and First-Year Engagement](#onboarding-and-first-year-engagement) - [Community Platforms and Networking Opportunities](#community-platforms-and-networking-opportunities) - [Professional Development and Webinars](#professional-development-and-webinars) - [Understanding Member Churn Psychology and Preventing Cancellations](#understanding-member-churn-psychology-and-preventing-cancellations) - [Implementing Technology and Systems for Sustainable Member Retention](#implementing-technology-and-systems-for-sustainable-member-retention) - [Frequently Asked Questions](#frequently-asked-questions) *Last Updated: September 27, 2026* ## Why Member Retention Strategies Matter for Association Sustainability Member retention strategies directly impact your association’s financial stability and mission effectiveness. When members renew, you maintain predictable revenue, build stronger community bonds, and create advocates who recruit new people into your organization. The opposite is equally true: high churn erodes your budget, forces constant recruitment spending, and signals that your [value proposition](/member-value-toolbox/) isn’t resonating. Associations that treat retention as a strategic priority, not an afterthought, see measurable improvements in member satisfaction, sponsorship revenue, and long-term sustainability. The real challenge isn’t complex. It’s intentionality. You need clear metrics, deliberate engagement touchpoints, and a genuine understanding of why members actually stay. Without these, you’re hoping rather than building. ## How to Calculate Member Retention Rate and Track Key Performance Indicators **Member retention rate is the percentage of members at the start of a period who renew at the end of that period.** The calculation is straightforward: (Members at end of period – New members) ÷ Members at start of period × 100. Example: If you start the year with 500 members, gain 50 new members, and end with 480 members, your retention rate is (480 – 50) ÷ 500 × 100 = 86%. Beyond raw retention rate, track these key performance indicators to understand your member lifecycle: - **First-year renewal rate**: New members who renew after their first year. This signals onboarding effectiveness. - **Churn rate**: The inverse of retention, the percentage of members who don’t renew. Focus here to identify patterns. - **Engagement score**: How frequently members interact with your community, attend events, or use benefits. Members with higher engagement scores almost always renew at higher rates. - **Net Promoter Score (NPS)**: Ask members how likely they are to recommend your association. - **Member lifetime value**: The total revenue a member generates over their entire relationship with your association. Track these metrics monthly or quarterly. Most associations using [association management](/associationmanagement/) systems can pull these reports automatically. The goal isn’t perfection, it’s visibility. When you see your first-year renewal rate drop, you know your onboarding needs work. When engagement scores decline, you know members are disengaging before they decide whether to renew. | Metric | What It Measures | Action If Low | |---|---|---| | Retention rate | % of members renewing | Review value proposition and engagement | | First-year renewal | New member stickiness | Improve onboarding experience | | Engagement score | Member activity level | Increase touchpoints and community value | | NPS | Likelihood to recommend | Address satisfaction gaps | ## Building a Compelling Value Proposition That Members Actually Renew For Members renew for one reason: they believe the membership is worth the cost. Your value proposition must be crystal clear, specific, and regularly communicated. Many associations describe their value proposition in abstract terms: “Professional development,” “Networking,” “Industry advocacy.” These are categories, not value. Members need to know exactly what they get and why it matters to them personally. Start by asking your members directly. Run a listening tour or send a brief survey: “What benefits do you use most?” and “What would make you more likely to renew?” The answers will surprise you. Often, the benefit you think is most valuable ranks third or fourth. The real drivers are specific: access to a job board, continuing education credits, discounted insurance, or a tight-knit peer community. Once you identify what members actually value, build your renewal messaging around those specific benefits. Instead of “Join our professional association,” say “Access our job board, last year, 40% of members found their next role through our network.” Specific beats aspirational every time. Your value proposition must also evolve. Post-pandemic, many associations found that members prioritized flexibility and digital access over in-person events. Associations that quickly adapted their messaging, emphasizing hybrid events, on-demand content, and virtual networking, saw higher renewal rates. Those that clung to pre-pandemic messaging lost members. ## Designing Membership Renewal Email Templates That Convert Email is your most direct channel to members before renewal. A well-designed membership renewal email template can increase conversion rates significantly. A poorly designed one can feel like a transaction notice and underperform. Structure your renewal email around these elements: **Subject line**: Lead with value, not obligation. “Renew your membership, unlock 2026 benefits” beats “Your membership expires soon.” **Opening**: Acknowledge the member’s tenure and contribution. “You’ve been a member for three years, and your participation in our committees has strengthened our community.” Personal recognition drives emotional connection. **Value restatement**: Highlight the specific benefits they’ve used or could use. Reference their engagement history if your system tracks it. “You attended 4 webinars last year. Here are 12 more coming in 2026.” **Social proof**: Include a brief testimonial or statistic. “92% of members say our network helped them advance their career.” This counters renewal hesitation. **Clear CTA**: Make renewal one click. Provide a direct renewal link with their pre-filled information. Remove friction. [Get a free consultation →](/contact-us/) **Timing**: Send renewal emails 60 days before expiry, then again at 30 days and 14 days. Some members need multiple touches before acting. **Tone**: Professional but warm. You’re inviting them back, not demanding payment. Test different subject lines and messaging angles. Track which emails generate the highest renewal rates. Over time, you’ll refine what resonates with your specific membership base. ![Professional Association Members Engaged in Discussion at a Networking Event, Standing with Coffee Cups and Name Badges Visible, Natural Office Lighting](https://www.zzeem.com/wp-content/uploads/2026/09/member-retention-strategies-best-practices-for-2026-content-1-1790599009.jpg "Member retention strategies best practices for 2026 content 1 1790599009 Zzeem")Professional association members engaged in discussion at a networking event standing with coffee cups and name badges visible natural office lighting## Association Member Engagement Ideas That Drive Long-Term Loyalty ### Onboarding and First-Year Engagement First-year members are your highest-risk churn group. Many associations lose a significant percentage of new members before renewal. The reason is usually poor onboarding: new members don’t understand how to access benefits, don’t feel welcomed into the community, and don’t see immediate value. Build a structured onboarding workflow that spans the first 90 days. Welcome new members within 48 hours with a personalized email introducing them to key benefits and community leaders. Assign them a “buddy”, an engaged existing member who can answer questions and invite them to events. Schedule a brief check-in call at day 30 to understand their goals and recommend relevant committees or programs. Create a new member orientation webinar or in-person event. Cover logistics (how to access the member portal, use the directory, register for events) and culture (what committees exist, how to get involved, success stories from past members). This removes barriers to participation. Send automated email sequences during the first year. A sequence might look like: welcome (day 1), first-event invitation (day 7), benefit highlight (day 30), committee spotlight (day 60), engagement check-in (day 90). These touchpoints keep new members visible and engaged during the critical first year. ### Community Platforms and Networking Opportunities Members join for connection. A strong community platform, whether a dedicated online forum, discussion boards, or a member directory, creates stickiness that pricing alone can’t match. Implement a member directory that lets people search by industry, location, or expertise. Many members join specifically to build their professional network. A searchable directory becomes a tool they use regularly, which drives retention. Facilitating these connections often requires staff to adopt new outreach habits, a process that becomes significantly smoother when leadership focuses on [managing sales resistance](https://thetonkingroup.co/overcoming-resistance-to-sales-change/). Create discussion boards or community forums around key topics: job opportunities, industry news, technical questions, regional chapters. Seed these forums with content and moderate actively. An empty forum is worse than no forum, it signals that the community isn’t active. An active forum where members help each other becomes invaluable. Host regular networking events, both virtual and in-person. Virtual events lower the barrier to entry for members in remote areas or with scheduling constraints. In-person events build deeper relationships. Mix large events (annual conference, regional meetups) with smaller committee meetings and affinity groups. Members who attend events renew at significantly higher rates than those who don’t. ### Professional Development and Webinars Continuing education is a primary renewal driver for professional associations. Members value the opportunity to stay current, earn credits, and advance their careers. Offer a mix of webinars: some free to all members, some premium for higher-tier members. ## Understanding Member Churn Psychology and Preventing Cancellations Members don’t suddenly decide not to renew. Churn is usually a slow fade: they miss an event, skip a webinar, stop checking the member portal. By the time renewal notice arrives, they’ve already mentally checked out. ## Implementing Technology and Systems for Sustainable Member Retention Manual retention efforts don’t scale. You need technology to track engagement, automate communications, and surface at-risk members. --- ## Frequently Asked Questions ### What are the most effective strategies for retaining association members? The most effective member retention strategies combine strong value communication, personalized engagement, and streamlined renewal processes. Focus on onboarding new members effectively, maintain regular communication through email and community platforms, offer professional development opportunities, and listen to member feedback through surveys and listening tours. Track retention metrics closely to identify at-risk members early, and create a renewal cycle that removes friction. Associations that implement these practices see measurable improvements in their member retention rate. ### How do you measure the success of a member retention program? Measure retention success using key performance indicators including member retention rate (the percentage of members who renew each cycle), churn reduction (the decline in non-renewals year-over-year), and first-year renewal rates. Track engagement metrics like event attendance, community platform activity, and email open rates. Calculate the financial impact by monitoring renewal revenue and comparing the cost of retention efforts against the revenue retained. Survey members on satisfaction and perceived value. ### What should I include in membership renewal email templates? Effective membership renewal email templates should open with a clear, personalized subject line that references the member’s name or membership level. Lead with the specific value the member has received during their membership term, then outline upcoming benefits and opportunities. Include a prominent, easy-to-click renewal button. Provide multiple renewal options (online, phone, mail) and clearly state the renewal deadline. Send a series of reminders starting 60 days before expiration, with follow-up messages at 30 and 14 days. Personalize based on member engagement history and preferences when possible. ### Why do association members choose not to renew, and how can we prevent it? Members typically don’t renew when they perceive insufficient value, feel disconnected from the community, experience poor communication, or face financial constraints. Prevention starts with understanding member motivations during onboarding and maintaining regular engagement through relevant content, networking events, and professional development. Conduct listening tours to gather feedback directly from members. Identify at-risk members by monitoring engagement metrics and reach out proactively with personalized value propositions. Simplify the renewal process to remove friction. For members who do leave, conduct exit surveys to understand why and use that insight to refine your overall member retention strategy. [Get a free consultation](https://Zzeem.com/contact-us/) **Categories:** blog **Tags:** association member engagement ideas, best practices for association member retention strategies, member retention strategies, membership renewal email templates --- ### [Mission and Vision: Why They Matter and How to Make Them Real](https://www.zzeem.com/mission-and-vision/) **Published:** February 18, 2026 **Author:** Kevin Lee **Excerpt:** Tuesday, March 17th, 12:00PM ET **Content:** Your mission and vision make all the difference when it’s time for [strategic planning](https://www.zzeem.com/strategic-plan-consulting/), or make a leadership decision. They are far more than “nice to have”—they are essential governance tools that guide planning, priorities, and choices. That’s why it’s worth getting them right. In this session, we’ll share a simple, effective process for crafting a compelling, meaningful mission and vision, and show you how to use them to drive informed, strategic decision-making. [Watch the Recording!](https://www.youtube.com/watch?v=jDmC8NYXB1Y) **Categories:** 2026 Past Webinars, Leadership, Strategic Planning **Podcasts:** Podcasts, Zzeem --- ### [Preparing for your AGM- a checklist](https://www.zzeem.com/preparing-for-your-agm-a-checklist/) **Published:** September 4, 2012 **Author:** erinatzzeem **Content:** Fall is a busy season for membership organizations and many of our clients are preparing for their annual general meeting (“AGM”). The three key functions of the AGM are: 1. To allow the board to meet its legal obligation to report to the membership annually 2. To elect directors and officers 3. To vote on any changes to bylaws There are some things that must be done at your AGM to meet minimum requirements. Your bylaws and local legislation may also set additional requirements – so make sure to check your bylaws and the legislation that governs your organization. Here is a checklist to help you plan and execute your AGM. **Before the AGM** 1. Fix date and venue 2. Inform members of date, time, location and key agenda items. Your bylaws may prescribe a minimum notice period and they may also prescribe advertisement of the GAM in local media. Send proxies if your bylaws provide for them. 3. Prepare the AGM agenda. At a minimum this must include a vote to confirm the minutes of the last AGM and a vote to approve the financial statements. It may also include the following: 1. Chair’s Report 2. Treasurer’s Report 3. Nomination of new directors, officers, re-nomination of expiring directors, officers – if they have not been nominated in advance. 4. Vote on new directors, officers, and re-election of eligible existing directors. If there are any new directors or officers, or expiring directors who seek re-election, this vote must take place. 5. Appointment of the auditor. If the bylaws or legislation require an audit then the auditor must be approved each year for the following year. 6. Vote on changes to the bylaws. Any bylaw changes must be ratified by the membership. 7. Vote on membership rate for the upcoming year. 8. Questions from the floor after each report and before each vote. 9. Prepare the AGM briefing package. At a minimum this should include: 1. Agenda 2. Minutes from last AGM 3. Chair’s report and/or Annual Report 4. Treasurer’s Report 5. Slate of nominees for directors and officers – this will require a vote 6. Ballots, if required 7. Roster of existing directors and officers 8. Briefing materials on any other matters that require a vote 9. Other business – this typically includes items set by the board and an open-ended offer to the members to raise additional business 10. Organize submitted proxies, if used 11. Consider adding a speaker, dinner or cocktails to the AGM to encourage a good turnout. The AGM alone rarely attracts a crowd J **At the AGM** The AGM is typically facilitated by the Chair. 1. Register attendance so you have documented the members that actually attended the meeting 2. President’s/Chair’s Report. This typically includes a review of the past year and plan for the next year 3. Treasurer’s Report. This typically includes a review of the major budget outflows and inflows. At a minimum it must include the organization’s financial statements. If legislation or bylaws require an annual audit then these should be the audited financial statements. 4. Voting. The attendees must vote and the results announced. If proxies have been issued then the proxies must be counted. 5. Minutes. Any decisions made at the AGM must be recorded. **Categories:** AGM, High Performance Organization --- ### [How High-Performing Organizations Win More Sponsors—and Keep Them](https://www.zzeem.com/build-maintain-sponsorship-advantage/) **Published:** May 19, 2026 **Author:** Kevin Lee **Excerpt:** Wednesday, June 24th, 12:00PM EST **Content:** In this episode of the Zzeem HPO™ Podcast, we teach you how to connect with the right people inside a prospective sponsor, present a clear and compelling case for sponsorship, and develop sponsorship relationships that create real value for both a sponsor and your organization. [Watch the recording on YouTube!](https://www.youtube.com/watch?v=-X5vtNmj21M&) **Categories:** 2026 Past Webinars --- ### [The Volunteer Advantage: Secrets to Recruiting and Engaging Difference-Makers](https://www.zzeem.com/the-volunteer-advantage-secrets-to-recruiting-and-engaging-difference-makers/) **Published:** June 24, 2026 **Author:** Kevin Lee **Excerpt:** Friday, August 28th, 2026, 12:00PM EST **Content:** Do you see a gap between what your volunteers bring to the table and what your organization draws out of them? And do you need clarity on whether they’re getting what they need in return? Tune in to the August 28th episode of the Zzeem HPO™ Podcast to hear real case studies on volunteer recruitment and engagement, and how to build a culture where they are are engaged, contributing, and satisfied. [Watch the recording on YouTube!](https://www.youtube.com/watch?v=8T1zy2gG4mI) [Learn how Zzeem can help your organization with volunteer engagement!](https://www.zzeem.com/member-engagement/) **Categories:** 2026 Past Webinars --- ### [Jane Sees Dead People](https://www.zzeem.com/mission-and-vision-why-they-matter-and-how-to-make-them-real/) **Published:** July 16, 2026 **Author:** Shakaib Zafar **Excerpt:** Jane claims she can see the dead—but are they real or just her imagination? A chilling glimpse into a world where the line between life and death blurs. **Content:** ## Work is boring. Harness your passion. ### Jane, the forensic dentist. I met a fascinating woman at an event the other day, whom I will call Jane. Friendly, approachable. So, tell me about yourself. “I’m a dental hygienist.” Wow, what a coincidence. We have worked with the dental hygienist association; you guys are facing a lot of challenges. How long have you been doing that?… Eventually, she mentioned that she did part-time work in dental forensics. Being a bit of a ghoul, I kept probing. She has worked on the Picton case, where the remains of over 50 women were unearthed at a pig farm in Port Coquitlam, BC. She worked on a case where a couple had been murdered in their camper, and the camper had been set alight. She has worked on cases where bodies are brought in from the wilderness after years of decomposition. So, what’s it like when you successfully complete a match? “It is fantastic, the team at the morgue becomes so alive, pardon me, that’s in poor taste, but we get so emotional when we have a match. There is a sense of accomplishment, excitement, success, yahoos, high fives, and congratulations all around. It really is rewarding. We provide closure to loved ones. I love it.” So, what you are telling me is that ‘You See Dead People’. “Yeah, I guess you could say that. They are no longer just bone fragments and teeth; they are now people. People who were loved and are missed. Yeah, that is pretty cool.” I introduced her to another group of people: “This is Jane, she sees dead people.” The initial conversation lasted at least 15 minutes. Can you label the passion you have for your work? Not the work, work is boring, your passion. Harness your passion; that is your brand. You will feel the excitement, the rewarding success. ### The Morticians A few years back, I was at a high school reunion, 40th or 45th, anyway, I spotted a woman whom I had known in elementary school; her mother was a teacher at the school, so shortly we began to speak about that. I acknowledged that it must have been tough. She admitted that yes, it was, but not as tough as her current job, working at a funeral home. The emotions are very high, and she has to be compassionate. “It can be so draining.” I wanted to change the subject, so we spoke briefly about some of the other kids from school. “So-and-so is amazing. We work together.” Where, at the funeral home? ” Yes, she runs the place when I am out at conferences, but there are, I think, 4 or 5 of us from school that are all ‘in the business’. ” I can understand Ross, as his whole family was in ‘the business’. “No, he left after a few years; he didn’t have the passion for it.” At another event, a few months later, I met a woman who was/is the executive director of the funeral directors’ association. “We are really growing; everyone is dying to get in.” I had heard that “Ours is a very competitive business.” “Where did you hear that? We all get along very well. Everyone has a few stories to tell, and the social events are, shall I say, very social. I suppose that is due to the emotional drain the business puts upon them. They couldn’t survive without a passion for it. They would burn out.” So today’s lesson is: we all work for our living, but it’s passion that keeps us going day in and day out. Find yours; you may not even need to change jobs. **Categories:** blog --- ### [2011 Benchmark Survey for Membership Organizations](https://www.zzeem.com/2011-benchmark-survey-for-membership-organizations/) **Published:** March 28, 2011 **Author:** jonathanzzeem **Content:** This annual survey of membership organizations was conducted in January of 2011. Membership organizations are not-for-profit entities who have dues-paying members and whose primary activity is providing services to those members. There is very little data available for the membership organization niche. The purpose of this survey is to help to fill that void. The survey included 35 Canadian industry, trade and professional organizations of all sizes. It was particularly timely this year, because most membership organizations are just starting to emerge from a battering due to the economic downturn. ***The most important lesson from the survey is that many leaders of membership organizations do not think of the organization as a business.*** Below are the highlights. The detailed survey results are available for purchase. To find out more about the survey or to purchase a copy, contact us at [**survey@zzeem.com**](mailto:survey@zzeem.com). **Benchmark Survey Highlights** ***Revenue*** **REVENUE IMPROVED IN 2010 AND WE’RE OPTIMISTIC FOR 2011. IS THIS JUSTIFIED?** Member dues and sponsorship are the primary sources of revenue for all respondents. ***Most of the respondents saw higher membership and sponsorship in 2010 and expect a further increase in 2011.*** Almost all of the organizations surveyed have no legislated or regulatory requirement for membership. Membership is completely optional. And so is sponsorship, of course. Despite this risk, we are surprisingly complacent about our membership. Fewer than half of us of us have a clearly defined process to attract and retain our members. We are even more complacent about our sponsors. Less than a quarter of us have a clearly defined process to attract and retain our sponsors. But we’re surprisingly optimistic. Three quarters of us expect membership to increase in 2011 and more than half of us expect sponsorship to increase. This seems to be based entirely on the economic outlook. Not on a confidence that the organization has a strategy to sustain and enhance revenue. - Hope is not a strategy. ***Expenses*** The survey told us that many organizations found their costs increasing at the same time as their revenue was decreasing. It also showed huge variations in productivity. We found out that many organizations in excess of $1 million in revenue are operating successfully with five employees or fewer whereas others of the same size have a substantially higher payroll. Respondents are not investing in productivity-enhancing technology but they are investing in their web presence. - The use of business process technology is much more limited in this sector than in the for profit sector. Many processes that were automated years ago elsewhere are still performed manually by membership organizations. This is particularly true of finance and communication processes. - However, outward-facing technology is quite current. Almost half of the respondents have done a major overhaul of their website within the past 12 months. ***Financial Reserves*** **THIS IS A DANGER ZONE…** One quarter of the organizations surveyed have no financial reserves. Of those that do, three quarters have less than 12 months of reserves. But only half of us plan to add to our reserves in 2011. ***Board Engagement and Efficiency*** **WE’RE WORKING WELL AS A BOARD** About half of the respondents consider their board members to be “highly engaged”. Just over 40% of them consider their board to be “highly efficient”. Smaller organizations had a higher level of engagement while larger organizations had a higher level of efficiency. ***Value Proposition*** **WHAT IS OUR VALUE TO MEMBERS? WHAT IS OUR VALUE TO SPONSORS?** Most of us don’t know. Most respondents have a strong value proposition but less than a third of the organizations surveyed were highly confident that their board members could clearly state this value proposition to a prospective member. Even fewer (only 13%) were highly confident that directors could clearly state their value proposition to a prospective sponsor. - If the board isn’t clear on the value proposition then who is? We need to articulate the message. ***Planning for the Future*** **WE KNOW WHERE WE WANT TO GO. BUT WE DON’T HAVE AN IMPLEMENTATION PLAN…** Three quarters of the organizations surveyed have a current strategic plan. This is indeed good news. But for those who do, one third have no operating plan to ensure that the strategic plan is implemented. To find out more about the survey or to purchase a copy, contact us at [**survey@zzeem.com**](mailto:survey@zzeem.com). **Categories:** Association, Association Management Issues, Governance --- ### [Zzeem Partner Presents at National Conference for the Canadian Society of Association Executives](https://www.zzeem.com/zzeem-partner-presents-at-national-conference-for-the-canadian-society-of-association-executives/) **Published:** April 5, 2011 **Author:** jonathanzzeem **Content:** The Canadian Society of Association Executives (CSAE) is holding their National Conference & Showcase in Saskatoon this year from September 15 – 17, 2011. The Conference offers everything from Educational Seminars to Keynote Speakers and an excellent opportunity to network with your peers. If you are an executive or a director of a Canadian association you will want to attend this conference. Erin Roberts, one of the partners at Zzeem, will be presenting the results of the 2011 Benchmark Survey for Membership Organizations. This is the only survey of its kind in Canada so this is a “not to be missed” opportunity. We look forward to seeing you there. For more details please click on the link: [CSAE National Conference ](http://www.csae.com/Portals/0/Images/events/Preliminary%20Program%20Conference%2011.pdf) **Categories:** Association Management Issues, Zzeem Speaking Engagements --- ### [What happens when the Chair loses control of the meeting?](https://www.zzeem.com/what-happens-when-the-chair-loses-control-of-the-meeting/) **Published:** May 18, 2011 **Author:** jonathanzzeem **Content:** One of our clients recently asked this question: *“At our last [AGM](http://en.wikipedia.org/wiki/Annual_general_meeting "Annual general meeting") one of our members took the floor and refused to relinquish it. He dominated the meeting for 30 minutes asking a series of questions and adding gratuitous commentary after each answer was provided by the board. How can we avoid this next year?”* This and similar problems in board meetings relate to the ability and willingness of the Chair to take control of the meeting and keep it moving. Many Chairs do not have the confidence that they need to enforce proper procedure. This is often because they don’t know what the procedure should be. One of the services we often perform for our clients is briefing new directors and officers on their responsibilities and providing them with tips and tricks to do their job more effectively. So here a few tips and tricks: First of all, be aware of Roberts Rules and your own by-laws. Roberts Rules provides for the following: 1\) members are limited to ten minutes per speech, 2\) members are limited to two speeches per day per question, and 3\) remarks in debate must be relevant to the question This member was clearly in violation of #1. And at an AGM, 10 minutes per speech is probably excessive. However, rules are worthless unless they are enforced. This has to be done by the person who is chairing the AGM (usually the [Chair of the board](http://en.wikipedia.org/wiki/Chairman "Chairman")). Your best bet is to anticipate the problem in advance and have a well-orchestrated set of tactics to manage it. 1. **The job of the Chair.** The meeting Chair has the right and the obligation to close a discussion if it is time to move on to the next question or agenda item. The Chair’s mistake was not stating the rules in advance and continuing to answer the member’s questions after his time was up. The Chair should have informed the member that his time was up, given him his options and asked him to relinquish the floor to the next question. In terms of offering options he could have suggested that the member contact the board in writing with the rest of his questions and that he would be responded to in due course. 2. **Establish the ground rules beforehand.** Before the floor is opened to questions, the Chair should clearly state the rules. For example, the Chair might state that each member is entitled to ask one question and then to relinquish the mic without further commentary. 3. **Use a handler to control the microphone.** If you are using a microphone for Q&A, consider having a “handler” on the floor to control the mic. For example, members who have questions raise their hand, then the handler recognizes them and ask them to approach the mic. When they have stated their question he asks them to return to their seat for the answer. While the question is being answered he directs the next questioner to the mic. Coach the directors in advance to not answer the question until the questioner has relinquished the mic. **Categories:** AGM, Association Management Issues, Governance --- ### [Why Are Some Conferences Successful While Others Struggle?](https://www.zzeem.com/why-are-some-conferences-successful-while-others-struggle/) **Published:** June 14, 2011 **Author:** jonathanzzeem **Content:** We recently had a question from one of our clients about conferences. A director of a national organization asked “*Why do some conferences attract the same large crowd year after year when similar conferences struggle to attract attendance*?” We have been managing conferences for our clients for years and we have had a chance to observe what works and what doesn’t. All good conferences offer an opportunity to learn, to network and to socialize. Often a conference with a great agenda doesn’t attract a crowd. But some conferences sell out every year, even during a recession. I was talking to one of our clients yesterday and she has attended the same conference for 5 years running. Even during the recession years in 2008-2009 the conference has always sold out. Why is that? A successful conference provides elements of value that cannot be found anywhere else. When this is true, the conference becomes a “must-have” instead of a “nice-to-have”. There are ***5 key reasons*** why attendees keep coming back to a conference every year. These are by no means all of the reasons why people attend a conference but they are the differentiators between a good conference and a sell-out. These are listed in order of priority: 1\. Accreditation. If the conference provides a good chunk of thecontinuing education credits required to maintain a professional certification, there is a huge incentive to attend. People often leave CEU requirements to the last minute and the conference is a fast, easy way to pick them up. **TIP:** If your organization does not have a certification program, find one that many of your attendees have, and apply to them for CE credits for your conference. 2\. Peer/Supplier Congregation. If the conference is the *only* event that attracts all of the major industry players it is a huge draw because this is the only opportunity that attendees have to see everyone they need to connect with, in the same place, at the same time. This allows them to justify the cost of the conference because it’s a fast, easy way to preserve relationships, make new connections, create alliances and negotiate deals. **TIP:** If you are not attracting the key players right now, make it a goal. Contact them directly and make it worth their while to be there. A pre-conference roundtable for heavy-hitters can be a huge incentive to get them to the conference. 3\. Scarcity of Seats. If the conference sells out every year, people know they must make a commitment early. They are more likely to attend an event that they know will sell out. **TIP:** Ensure that early-bird financial incentives offer a significant discount. Offer pre-conference booking at high demand, limited seating workshops and advertise immediately when they sell out. 4\. Location. If the conference is in a major urban centre it will attract more registrants for two reasons: - There is a larger pool of local registrants who do not have to incur travel costs - Out-of-town residents usually have other business they can conduct in the city and this helps to justify the cost of the travel. 5\. Ease of Purchase. If attendees know it is going to take them hours to arrange the details they will put off the buying decision. If they know it is going to take them minutes to arrange the details they are more likely to buy immediately. **TIP:** Invest in a top-notch online registration system that is designed for events like yours. It will save you time and money. **Categories:** Event Planning, Successful Conferences --- ### [Want a More Engaged Membership?](https://www.zzeem.com/want-a-more-engaged-membership/) **Published:** July 12, 2011 **Author:** jonathanzzeem **Content:** Want more engaged membership? Learn the five pillars of sustainability. #tobeysheadliners <http://su.pr/1YWO3N> **Categories:** Association Management Issues, Governance, Member Engagement, Member Value Proposition --- ### [LinkedIn Privacy Settings](https://www.zzeem.com/linkedin-privacy-settings/) **Published:** August 18, 2011 **Author:** jonathanzzeem **Content:** For those in the non-profit world, and any others using social media be aware that LinkedIn has changed their privacy settings. By default LinkedIn can use your image for promoting advertising on the site. Here is a synopsis from the LinkedIn website: “When LinkedIn members recommend people and services, follow companies, or take other actions, their name/photo may show up in related ads shown … to LinkedIn members.” To change your personal settings: 1. On LinkedIn, click your account name and choose *Settings*. 2. Click the *Account* tab. 3. Click *Manage Social Advertising*. 4. Clear the checkbox for *LinkedIn may use my name, photo in social advertising* and click *Save*. LinkedIn claims they will not do this, but they do maintain the right to do it. Make your own decision **Categories:** Association Management --- ### [Why Board Training?](https://www.zzeem.com/why-board-training/) **Published:** August 25, 2011 **Author:** jonathanzzeem **Content:** Just read an interesting article published by CompassPoint and the Meyer Foundation called “[The Board Pardaox](http://su.pr/1YPKzz "The Board Paradox")“. The gist of the article is that lackluster board performance is a significant contributor to E.D. burnout. While the report identifies that a majority of [ED](http://en.wikipedia.org/wiki/Executive_director "Executive director")‘s are satisfied with the performance of their boards, about 1/3rd are not. Now where the ED takes satisfaction with the actions of the board into consideration, generally the board provides support in [financial](http://en.wikipedia.org/wiki/Finance "Finance") oversite (73%) and ambassadorship (65%), but support slides downhill the closer we get to ED guidance (45%) and [organization](http://en.wikipedia.org/wiki/Organization "Organization") policy (32%). That is not really surprising as most directors have a strong financial understanding, (and it is easy to question hard numbers) while policy and direction are not so well defined. But that is where the organization needs help! Other governance coaches I have talked to identify this as a familiar problem. The root of governance means to steer; to provide direction. The ED’s job is to execute; [to DO](http://en.wikipedia.org/wiki/Time_management "Time management")! The board needs to make it easier on the organization and itself by creating [policies](http://en.wikipedia.org/wiki/Policy "Policy") on how the organization is to behave. This makes board meetings faster as the decision framework is already laid out. Does it fit? – Yes or no. Perhaps this hard nosed approach requires the policies to be reviewed, but that is all in the job of the board. It is NOT the job of the ED. The ED can suggest that this area or that needs to be reviewed, but the dirction to change or implement a policy needs to come from the board. The article indicates three areas where the ED can contribute to the improved performance of the board: 1. Recognize their own essential role in helping to improve the performance of the board. 2. Invest time, in partnership with the board, in identifying and cultivating new [board members](http://en.wikipedia.org/wiki/Board_of_directors "Board of directors"). 3. Build their own financial management skills, and provide information and context to help the board better fulfill its role in both financial oversight and ensuring financial sustainability. Interesting, but where the article identifies 3 areas for the ED to focus on it also identifies 5 areas where the board should improve by implementing widely accepted best practices. So the onus really is on the board. 1. Creating a [job description](http://en.wikipedia.org/wiki/Job_description "Job description") or list of responsibilities for the board as a whole, and recruiting board members who have the skill sets needed to help the board fulfill those responsibilities. 2. Creating a statement of expectations for individual board members, and [conducting](http://en.wikipedia.org/wiki/Conducting "Conducting") an annual or periodic assessment to determine whether board members are meeting those expectations. 3. Conducting an annual performance review of the executive director. 4. Conducting periodic training for board members on how to read the organization’s audit and [financial reports](http://en.wikipedia.org/wiki/Financial_statement "Financial statement"). 5. Engaging in inancial or [business planning](http://en.wikipedia.org/wiki/Business_plan "Business plan") to better understand the organization’s finanal sustainability. Zzeem provides training and facilitation services to assist non-profit boards to accomplish all these points. Contact us to help you work on your [board training plan](http://su.pr/776K1W "Board Training Plan"). **Categories:** Association Management, Association Management Issues, Governance --- ### [Are Your Members Having Trouble Getting Funding Approval to Attend Your Events?](https://www.zzeem.com/are-your-members-having-trouble-getting-funding-approval-to-attend-your-events/) **Published:** February 13, 2012 **Author:** erinatzzeem **Content:** Are your events suffering a drop in attendance because members can’t get funding approval to pay for the conference or the travel or both? In our discussions with membership organizations we’ve found that this has been an issue for several years. Even though membership numbers are recovering from their depths, conferences are still feeling the pinch because many employer budgets are still in the deep freeze when it comes to travel and continuing education. And the problem is that you’re relying on your members to be sufficiently tenacious and brilliant at sales to convince their managers to loosen the purse strings. Why not make it easy for them? Here’s an idea from the Canadian Payroll Association. So simple and so brilliant. In the conference section of their website they have a menu item “Getting Approval to Attend”. The page is entitled “Getting Approval from Your Manager to Attend the CPA’s Conference and Trade Show”. Here’s the URL: http://bit.ly/AfQVQg The content covers all the bases: - **Why You Should Attend** - **Top benefits of Attendance** - **Ideas on How to Overcome Objections to Your Request** - This conference is too expensive - What will the organization gain from your attendance? - The organization cannot afford to have you away from the office - **How to Create a Successful Proposal** And finally it includes a sample memo that the member can alter to suit. See the link at the bottom of the page. Events are one of the five pillars of the Sustainability Model for membership organizations. **Categories:** Association Management, Event Planning, Successful Conferences --- ### [Do You Know the Life-Time Value of Your Members?](https://www.zzeem.com/do-you-know-the-life-time-value-of-your-members/) **Published:** March 5, 2012 **Author:** erinatzzeem **Content:** I am working with a membership organization and can’t figure out how they survive. Their membership fee is so low that it’s trivial and yet their service costs are high. At almost every touch point, significant human resources are expended to serve their members. How can they afford it? Every time you sell a new membership it is not a single transaction. It is an annuity. This annuity is the life-time value of a member. This calculation is an important input to making effective management and resource allocation decisions. What can you afford to pay to attract a new member? To retain an existing member? What about how you serve them? Can you afford to provide personalized service for a membership that only costs $100? It depends. How long does a typical member stay with you? How much do they typically pay the organization over that period? Is there a difference in the life-time value of one member versus another? If you have different classes of membership, do the calculations separately for each class. If you have a certification program, calculate the life-time value of both certified and non-certified members. The latter will almost certainly be higher. That tells you what you can afford to spend to sell members on becoming certified. In order to do this calculation you need to be able to track how long your members typically stay and you need to be able to track every expenditure they make with you. If your database doesn’t collect that information, then start tracking it. QUESTION: How strong is your member value proposition? Are there some simple ways you can make your member value proposition stronger? **Categories:** Association Management, Association Management Issues --- ### [2012 Benchmark Survey Highlights](https://www.zzeem.com/2012-benchmark-survey-highlights/) **Published:** April 9, 2012 **Author:** erinatzzeem **Content:** **Is it really the end of membership as we know it?** Sarah Sladek’s book *“The End of Membership As We Know It”* has generated a lot of attention. And with good reason. The chief executives of membership organizations and their directors are concerned that the 2008-2009 downturn is not over. Although member numbers and revenues are improving, it’s happening more slowly than we hoped or planned for and this is putting strain on our resources. Zzeem conducted the second annual survey of Canadian membership organizations in the first quarter of 2012. The numbers tell an interesting story. Members are no longer renewing their membership just because they always have. They’re assessing the member value proposition to find out if they are really getting value. Those who do renew are often less engaged that they were in previous years. It’s harder to find the time and the budget to attend conferences. With fewer attendees it’s harder to make a successful pitch to sponsors. And they have troubles of their own. Many sponsors have pulled back or out of events that they have sponsored for years. Although we seem to be through the trough in revenues it’s taking organizations longer than expected for revenue to return to “normal” levels. Some organizations will not survive because they do not have the financial reserves to get through this. The membership organizations that will survive and thrive are those who have a compelling and well-articulated value proposition to their members – and to their sponsors. **2012 Benchmark Survey for Membership Organizations** By membership organizations we mean non-for-profit entities who have dues-paying members and whose primary activity is providing services to those members. This is a specialized niche within the not-for-profit sector with its own unique characteristics. Membership organizations are typically self-sustaining, and cannot rely on government assistance or donations. Just like service companies in the for profit sector, they need to provide value to the people that they serve or they will not survive. A membership organization is a business and must be run as one to be sustainable. There is very little data available for the membership organization niche. The purpose of this survey is to help to fill that void and to provide the sector with critical information about their peers and their competitors. **The Respondents** The respondents were either Canadian organizations or the Canadian arm of an international organization. The membership organizations surveyed included entities of all sizes. Respondents’ annual revenue ranged from less than $10,000 to more than $20 million. As was the case last year, the majority of the respondents are federally incorporated not-for-profit corporations. Respondents included organizations whose members are primarily individuals, and those whose members are primarily corporate. The respondents were almost evenly split between these two types of organizations. **Survey Highlights** **Financial Reserves** *This is a danger zone…* **Membership Trends** *We’re less optimisitic…* **Value Proposition to Members** *We’re getting better…* **Sponsors** *We’re less optimistic…* **Value Proposition to Sponsors** *We’re not selling it well…* **Staffing and Costs** *But we’re planning to increase staff and costs…* **Board Efficiency and Engagement** *This needs work…* **Planning for the Future** *We’re getting better…* **Looking forward** The 2012 Survey tells us that membership organizations are looking to improve business processes and retain and attract members. Respondents are doing a lot of things right. The focus for this year is to increase members and revenue. The really good news is that membership organizations are paying a lot more attention to their member value proposition and trying to articulate in a way that resonates with their members. They are for the most part, aware of the necessity of revenue diversification and of the necessity of reserves. The challenge for membership organizations this year is to build the systems they need to retain and attract members find the resources to execute them and at the same time, build up their reserves. No problem. **Categories:** Association Management, Governance --- ### [Conquer the Kryptonite Necklace – How can a CEO find time for strategic activity?](https://www.zzeem.com/conquer-the-kryptonite-necklace-how-can-a-ceo-find-time-for-strategic-activity/) **Published:** May 1, 2012 **Author:** erinatzzeem **Content:** Are you a chief executive who is finding it hard to make time for strategic work because the day-to-day activity sucks all the oxygen out of your tent? My friend Larry is the CEO of an investment firm and he coined this term. He told me, “Every time I get out of the office to work on strategy I come back with these great ideas that I’m excited to implement. But as soon as I get back to the office my staff hang the kryptonite necklace on me. Right away I’m sucked into the vortex of day-to-day tasks and my strategic work doesn’t get done. Whether you have one direct report or a hundred it’s hard to make time for the activities that move you ahead. One solution is planning your calendar to make it happen. Here’s an idea that works. One afternoon per month, make an appointment out of the office with a board member or senior staffer to work on a specific strategic exercise. Book off the entire afternoon and make the offsite far enough away that you’re not tempted to nip back to the office. It means that you’ll spend at least a few hours every month working on the future and it helps to build your relationships with key board members and staffers. IDEA: need more office staff but don’t have the budget? [Consider outsourcing some of your administration tasks.](/associationmanagement/) **Categories:** Association Management, Association Management Issues, Governance, Leadership --- ### [Zzeem Partner presents at CSAE Trillium Conference](https://www.zzeem.com/zzeem-partner-presents-at-csae-trillium-conference/) **Published:** May 17, 2012 **Author:** erinatzzeem **Content:** The Canadian Society of Association Executives (CSAE) Trillium Chapter is holding their Summer Summit in Collingwood, Ontario this year July12-13, 2012 If you’d like to find out how one organization successfully leveraged their resources, join Zzeem partner Erin Roberts at the Summit. Joy Nott, the President of I.E.Canada will join Erin and three other speakers on a strategy panel. You’ll find out how I.E. Canada ensured its scaleability and growth while simultaneously decreasing costs. *“We totally restructured our association in the past 24 months. Early in that process, I brought on Zzeem as a partner – that’s how I see Zzeem, as a partner, not a service provider… Now, we could comfortably double our membership size and not add any staff or infrastructure and still be fully functional. Zzeem has the right skill set, strong organizational skills, and the background in non-profits that we need. I can honestly say there is nothing I’d ask Zzeem to do differently.”* The Conference offers everything from Educational Seminars to Keynote Speakers and an excellent opportunity to network with your peers. If you are an executive or a director of a Canadian association you will want to attend this conference. We look forward to seeing you there. For more details please click on the link: [CSAE Trillium Summer Summit ](http://www.csae.com/Portals/0/Chapter%20Home%20Page/Trillium/Events/Single%20Page%20Brochure%20pared%20down.pdf) **Categories:** Association Management, Zzeem Speaking Engagements --- ### [Strategies for Stretching Dollars – Part 1: Leveraging existing resources with managed services](https://www.zzeem.com/strategies-for-stretching-dollars-part-1-leveraging-existing-resources-with-managed-services/) **Published:** May 23, 2012 **Author:** erinatzzeem **Content:** [Managed services](/managed-services/) are a new breed of resource-leveraging strategy for organizations with $1 to 3 million in revenue and typically fewer than 10 employees. The chief executive works long hours for a modest salary and is the go-to person for everything from strategic planning to accounts payable to HR. These organizations are sufficiently well-established that their members have high expectations, but the association can’t afford the infrastructure of a larger organization. They have hit the ceiling of complexity. More than ever, members are demanding more. The demands on staff far outweigh their available time, and it is hard to grow in size, because the team has very little time to market to new members – they’re too busy serving the current ones. The challenge is to provide better programming for current members and market successfully to prospective members, all the while answering the phone and dealing with a jammed printer. And don’t forget: there is no budget for more staff. Whew! Professional staff are spending a lot of time doing tasks that could and should be delegated, but there is no one to whom they can delegate. As a result, team members struggle to do what they were really hired to do – like attracting and retaining members, designing and developing new programs and services, and managing stakeholder relations – all the things that help the sustainability of your organization. The things that help you attain the vision. Organizations like this are at the stage where they don’t have the revenue to hire the talent that they need. Often, there’s not enough activity to justify a full-time position in each category. Consultants and volunteers are an option, but it’s not the same as having someone there on a day-to-day basis. A managed services contract is a highly cost-effective method to acquire a team of professionals and administrative staff for less than a single salary. Managed service companies fill staffing gaps and handle vacation coverage, management, and grief. If you don’t have the budget for the resources that you need or you just want to do things more cost-effectively, managed services may be the secret to your future success. Find out more about managed services. **Categories:** Association Management, Association Management Issues --- ### [Quantifying the Value of Membership](https://www.zzeem.com/quantifying-the-value-of-membership/) **Published:** July 2, 2012 **Author:** erinatzzeem **Content:** I was chatting with one of my favourite CEOs the other day and he asked me this question. “How do you quantify the value of membership? What fee should we be charging for membership?” Great question. If you’re running a trade, industry or professional organization how should you price your membership? What matters most? The services that you provide? The fees that other associations charge in your industry? Is there a standard that tells you how much to charge your members? Like any other product or service, the value of the membership is no more or less than the value that the individual member attributes to it. How much does he or she “need” the membership, what money will it put in their pocket, what emotional value does membership provide (or substitute Maslow’s Hierarchy here) and how much can they afford to pay? Ultimately you value your membership just like any business would value a product or service. Answer these questions. 1\. Who are you selling to? 2\. What is the member value proposition to that type of member? 3\. Can the member value proposition be quantified? For example what is the member discount on events and how many are there? 4\. What are the competing opportunities for membership services. Are there other associations who compete with you for members? If so, what do they provide and what do they charge for membership? 5\. How much can a prospective member afford to pay? If your membership is worth $1,000 per annum but members can’t afford it, you must lower your price point. Here are some things to consider: 1\. Your member value proposition is not a laundry list of what the organization does. It is a succinct, compelling description of the value of the membership to the member. The value proposition of your organization is what makes your existing members renew each year and brings new members in the door. Many organizations have only a fuzzy idea of their value proposition to their members. 2\. What is the credibility and visibility of your organization? If it is an old, trusted and highly credible institution it’s worth more than membership in an organization that no one has heard of. That’s why you pay more for a degree from Harvard than for one from the University of West Quackenbush. 3\. What is the visibility of your member services? If your organization does a great job of marketing the value of the membership then it’s “worth” more. 4\. What is the quantifiable value of the services provided by membership? Do members receive a significant discount on events and other services? Do you provide professional education or certification? If so, what is the value of the education?· - Can you demonstrate that the member will actually make more money with this education? If so, how much? If the average salary for your members is $150k then education has a higher perceived value than if the average salary is $30k.· - Is there a quantifiable downside to the member not having the education? For example if the education helps an employer or the individual to mitigate against costly risks then the education is worth more than if this is not the case. Remember it all starts with your member value proposition. This is the bedrock of the sustainability of your organization and many organization cannot articulate it. Last year, our annual survey of membership organizations told us that less than a third of organizations surveyed were highly confident that their board members could clearly state their value proposition to a prospective member **Categories:** Association Management Issues, Member Value Proposition --- ### [Get Rave Reviews by Hiring the Right Speaker](https://www.zzeem.com/get-rave-reviews-by-hiring-the-right-speaker/) **Published:** August 10, 2012 **Author:** erinatzzeem **Content:** *Summary: In this environment it’s often difficult for your members to find the time and the money to attend events. You need to make a compelling case for them to attend, and then wow them. The major drawing cards are your keynoters and session speakers. You need to ensure that your budget is being used effectively and that your delegates are receiving demonstrable value for their investment. [Cathleen Fillmore of Speakers Gold](http://www.speakersgold.com), a speakers bureau, has 10 Questions that you should ask of prospective speakers:* There’s a lot riding on the shoulders of speakers at conferences or meetings; they can single-handedly make or break the event that you’ve put so much work into. If you’ve ever hired a big name and paid big bucks only to be disappointed with the delivery and content….well, you’re not alone. One meeting planner talked about hiring a speaker (who was paid $500,000) to lead a series of meetings across Canada on behalf of a financial services company. He emailed her his itinerary a day before which showed he’d be arriving late for his speech kicking off the entire event and she had to re-arrange the whole day’s schedule. When you do hire a celebrity, ensure that he or she is also an excellent speaker who can not only draw in a crowd but also deliver on the promise with a message of substance and also inspiration. Speakers need to educate, entertain and inspire all at the same time. It’s quite a hat trick and when it’s done well, it’s absolutely unforgettable. Read more…… **Categories:** Association Management, Association Management Issues, Event Planning, Successful Conferences, Zzeem Speaking Engagements --- ### [Why do boards hold a vote to “accept the financial statements” at their AGM?](https://www.zzeem.com/why-do-boards-hold-a-vote-to-accept-the-financial-statements-at-their-agm/) **Published:** March 1, 2013 **Author:** erinatzzeem **Content:** I was talking to one of my favourite clients the other day and he raised this question. It’s always puzzled me, too, but until he pointed it out I never thought to try and explain it. So I went back to my old friend, General Henry M. Robert. Roberts Rules dictates that the “auditor’s report” – not the audited financial statements, be submitted for a vote of approval. This clarification helps a little but it’s still not clear why the vote is needed. In section 54 of the original edition he describes adoption or acceptance of reports in general and here’s the relevant content: ”…if the report contains only a statement of fact or opinion for the information of the assembly, the reporting member makes no motion for its disposal, as there is no necessity for action on the report. But if any action is taken, the proper motion…is to “accept the report” *which has the effect of endorsing the statement and making the assembly assume responsibility for it.”.* <italics mine> A rough translation might be “…*which has the effect of the directors and the CEO covering their respective asses”.* If the members vote to accept the auditor’s report then they are voting to accept the auditor’s conclusions with the clear implication that they have read the financials, read the report and agree with its conclusions. For those organizations that do not have an audit, a report from the audit of finance committee can be substituted for the auditors report. *Happy Bean Counting.* **Categories:** AGM, Association, Association Management, Leadership --- ### [Financial Reserves- How much should an association have?](https://www.zzeem.com/financial-reserves-how-much-should-an-association-have/) **Published:** April 12, 2013 **Author:** erinatzzeem **Content:** I had a great question today from one of my favourite clients. They are a membership organization of about 1,000 members. They are in the fortunate position of being well-endowed with cash and their finance committee is trying to decide how much to set aside in reserves. Here’s what the CEO told me. “The committee is proposing 2 years of operating expenses, which I think seems really large – even 1 year of operating reserves seems like a lot to me. What is the norm?” Personally I agree with her finance committee. Two years is a good, prudent amount of reserves. I have seen organizations go through 2 years of reserves so quickly it would make your head spin. It’s not as much as it seems when you run into difficulty or have a large investment to make. However, this amount of reserves is rare for a membership organization. Most just can’t do it. The vast majority of Canadian membership organizations have less than a year in reserves. We do a benchmark survey every year and the typical range of reserves is 3-6 months of operating expenses with the average nearer the 3 month mark. The survey highlights for 2012 are on this page – scroll down to the section entitled Financial Reserves. http://www.zzeem.com/BenchmarkSurveyforMembershipOrganizations.aspx. So if you want to be “normal” you could have 3 months of reserves and be part of the majority. But if you want to be safe- have a least a year in reserves. Also, to ensure you’re on the right side of the CRA, make sure you have documented what you have planned for the reserved cash (e.g. operating reserve, investment in new software, staff, marketing, PR, etc.) so it doesn’t look like you’re simply stockpiling it. Some accountants will tell you that the CRA “does not allow” NFPs to have more than 6 months of reserves. This is bunk. However, if the CRA audits you, they will expect to see that you have a plan for your reserves and this must not include any plan to return it to members- either directly, in the form of cash, or indirectly, as a reduction in membership fees or services. **Categories:** Association, Association Management, Association Management Issues, Governance, Leadership --- ### [10 Flaws on Boards](https://www.zzeem.com/10-flaws-on-boards/) **Published:** May 1, 2013 **Author:** erinatzzeem **Content:** These are provided by [Paul Tellier](http://en.wikipedia.org/wiki/Paul_Tellier "Paul Tellier") – a corporate director and the former president and CEO of Canadian National. A few years ago he spoke to an audience of well-nourished diners at the [Conference Board](http://www.conferenceboard.ca/ "Conference Board") in Montreal and he delivered 10 zingers. These are 10 flaws that he has observed in corporate boards in Canada. At least 5 of them can be attributed to a [lack of training ](http://www.conferenceboard.ca/ "Conference Board")(or perhaps willful ignorance). These are equally applicable to non-profit organizations. I’ve seen every one of them –repeatedly. How many apply to your board? Here are some excerpts from that presentation: 1\. The chairman is not sufficiently inclusive. Some chairs tend to create two classes of directors and favour an inner circle without the equal involvement of all. This is a waste of talent which could eventually create tensions. 2\. The dominating role of a strong CEO. On most subjects to be discussed, the CEO is usually the most knowledgeable. He also has the advantage of controlling, to a large extent, the information flowing to the board. The chair and all directors share the responsibility to ensure that the CEO does not control the agenda. 3\. Too much focus on projects may be to the detriment of discussing the broad strategy and neglecting risk management. Directors should leave the day to day management of the enterprise to the executives. Directors should instead consider where the corporation should be in the next five years and focus on how to get there. 4\. The role of consultants can be too pervasive and intrusive. This is especially true when directors are dealing with issues of human resources (such as compensation) and of mergers and acquisitions. Consultants should tender their advice and then leave the field to the directors. 5\. Power Point presentations take too much time, to the detriment of greater dialogue and discussion. 6\. Directors should not limit themselves to the boardroom. They should take every opportunity to get to understand the underlying realities of the company they oversee. 7\. Directors may stay on too long, I stayed on the boards of Bell Canada/ BCE for 14 years- this was too long. British guidelines refer to six years as a director: in exceptional circumstances, up to nine. 8\. The chair is reluctant or too slow to get rid of non-performing directors. A chair must have the conviction to approach a board director to inform them that he or she is not adequately performing the job. 9\. There are still too few female directors and progress has been too slow. Among Canada’s top 500 private and public sector companies, only 13 per cent of directors are women. Canadian corporate governance will not live up to its potential so long as we find excuses to exclude the available talent. 10\. Neglecting the creation of shareholder value. Directors may lose sight that their prime fiduciary responsibility is to create value for the shareholders. Beyond the effect of the recent financial crisis, there are some companies where shareholders would have been better off over the years to invest in Canada Savings bonds rather than shares in these corporations. Many of the problems were the result of bad decisions made by some boards. **Categories:** Association, Association Management, Governance --- ### [Effective Stakeholder Management and Relations](https://www.zzeem.com/effective-stakeholder-management-and-relations/) **Published:** March 14, 2014 **Author:** erinatzzeem **Content:** Professional organizations engage in stakeholder relations to achieve their strategic objectives. Stakeholders include members, corporate supporters, donors, government and the general public. Stakeholder relations involve sales and fundraising efforts, awareness, advocacy efforts and issues management. Successful relationship management is a key component of an organization’s member value proposition and requires an approach that builds trust and facilitates mutually beneficial relationships. Stakeholders align themselves with organizations that are aligned to their objectives and add value. We recently interviewed Jim Quick, President and CEO of the Aerospace Industries Association of Canada (AIAC). He offered the following tips: - Create value for your members. You have to impact their bottom line. - If government relations is part of your mandate, have a value proposition for both your members AND for your government “customers”. AIAC’s members pay AIAC to have a strong relationship with government and this is based on a strong value proposition. - Have a sustainability strategy. In particular ensure that you have diversified sources of revenue. Consider the following to get the most out of your stakeholder relationships. **1. Define your stakeholder relations goals** Determine what you want the relationship to achieve. Until you know what you want to achieve, you cannot effectively seek the right stakeholders and manage a productive relationship. **2. Understand the stakeholders’ priorities and take a collaborative approach** Be clear about your stakeholders’ priorities and challenges. They want to make good decisions. When you can communicate how you can help fulfil those needs, you are likely to be a sought-after resource. Avoid the position – “This is what we want from you”. Take time to build strong, collaborative relationships. Stakeholders must know who you are and what you can do for them before they will reciprocate. **3. Engage your stakeholders and communicate effectively** Engage your stakeholders actively and proactively with relevant, targeted communication. The format and manner of your communication efforts should be meaningful to the stakeholder. Encompass multiple outlets – sometimes you have to “say it” more than once, in different ways before someone takes notice and responds to your “call to action”. Remember, they are not focused on you. They are busy. The onus is on you to make them interested in your communication. **4. Manage and understand stakeholder expectations and monitor your efforts** Stakeholders need to know what they can expect from you and what you want from them. Determine what constitutes a “win” for both you and your stakeholders. Regularly track and monitor the success and outcomes of your relationship by developing measurable goals, keeping a finger on the pulse of your reputation; monitoring industry trends and issues that impact you and your stakeholders; keeping abreast of legislation and government policies, etc. Staying informed enables you to be proactive, facilitates effective stakeholder relations and helps everyone achieve their goals. [Click here](/highperformanceorganization/ "What is a High Performance Organization and How Do We Get There?") to learn more about the High Performance Organization. **Categories:** Association, Association Management, High Performance Organization --- ### [Are you Wasting your Association’s Resources?](https://www.zzeem.com/are-you-wasting-your-associations-resources/) **Published:** April 7, 2014 **Author:** erinatzzeem **Content:** One of the top three complaints I hear from association executives is a lack of resources. But is it true? Often what is needed is refocusing or restructuring. It is easy to get stuck in the weeds and lose sight of the big picture. Day to day tasks take priority and you and your team move further away from achieving strategic goals. We recently interviewed Joy Nott, President of the Canadian Importers and Exporters Association (I.E. Canada) who offered these top three tips to association expectations: - **Dare to dream** – envision your ideal association and keep your eye on achieving your “utopia”. It provides clear direction, enabling you to creatively best use your tools and resources. - **Be transparent** – be open and honest to all stakeholders (members, staff, board, service providers). When everyone understands why and what you are doing, you move closer to your goals. - **Listen to all feedback –** seekpositive and negative feedback. It often provides hidden jewels and offers a new and different perspective. Also consider the following: 1. **Tie your business activities to your strategic goals** Create a culture that is performance based. Everything the association does should be tied to your strategic goals. Associations that link performance to objectives typically enjoy higher revenue and overall success. According to Charity Navigator[\[1\]](#_ftn1), non-profits should direct at least 65-75% of their resources to achieve their mission. Regularly evaluate all of your initiatives to ensure are aligned with your big picture objectives. 2. **Everyone must connect their role to Vision** Everyone – directors, volunteers, outsourced partners, and staff – must understand the Vision and be aware of their role on achieving those outcomes. Performance reviews and organizational results are more powerful when they are linked to the Vision and the organization’s strategic goals. 3. **Shift your focus from costs to outcomes** Monitoring costs does not always indicate efficiency and can result in narrow decisions that undermine strategic objectives. An initial investment can yield substantial benefits. Take technology for example. If your staff are completing tasks manually that could be automated through technology, this is a false economy. Your human resources are better deployed on higher value activities. 4. **Review and assess your talent pool** Annually review your talent pool in relation to the strategic plan. Assess whether you need to restructure, outsource, provide training or reconsider the value of an initiative. Often talent pools evolve without conscious planning. When you plan instead of react you make a meaningful contribution to your member value. Keep your volunteers in mind as you do the assessment. When they are seen as a “free” resource, their value is often disregarded. Annually review your committee structures, volunteer requirements and expertise in relation to the strategic plan. If a strategic objective keeps getting delayed, consider bringing in outside assistance. Consultants or other service providers can often help you to achieve an objective faster or get a project off the ground. 5. **Outsource lower value activities** Do you have a full time receptionist but little walk-in traffic? Do you have an aging server and a full-time IT person keeping it running? Is an administrator doing bookkeeping – poorly? Are you using expensive office space to store miles of files? All of these activities can be outsourced – often for substantially lower costs than you are spending to do the tasks in house. [Learn more about outsourcing](/managed-services/ "Managed Services for Membership Organizations") [\[1\]](#_ftnref1) [https://www.charitynavigator.org/index.cfm?bay=content.view&cpid=48](https://www.charitynavigator.org/index.cfm?bay=content.view&cpid=48) **Categories:** Association, Association Management, Association Management Issues --- ### [Get your head out of the fog](https://www.zzeem.com/get-your-head-above-the-fog/) **Published:** November 18, 2010 **Author:** jonathanzzeem **Content:** On those days when the “meniscus of whelm” is about to break and the more than filled glass of your life is about to breach the carefully structured tension that holds you together, stop, step back and look at what you do from the viewpoint of an outsider. “What am I doing to move forward?” “Wait a minute, where am I going?” “Where am I anyway?” (The tagline on my mobile phone, it always gets a smile.) Chances are, if you are on a board of a [membership organization](http://en.wikipedia.org/wiki/Cooperative "Cooperative") you are not even getting paid to deal with this stress, so at times it can be even more stressful than your job. So when the song you cannot get out of your head begins to sound like “Once in a Lifetime” (Talking Heads)… “You may ask yourself, what is that beautiful house? You may ask yourself, where does that highway lead to? You may ask yourself, am I right, am I wrong? You may say to yourself, my god, what have I done?” …take some time to talk with your peers. Take in a seminar or a workshop on a topic of interest. There are other points of view out there. **Categories:** Association Management, Leadership --- ### [Don't Lose Heart - Try Again](https://www.zzeem.com/dont-lose-heart-try-again/) **Published:** January 4, 2021 **Author:** jonathanzzeem **Content:** ## I’m a loser baby, so why don’t you kill me? Beck, love him or hate him, he said it. “With a pop art collage of musical styles, oblique and ironic lyrics, and postmodern arrangements incorporating samples, drum machines, live instrumentation and sound effects, Beck has been hailed by critics and the public throughout his musical career as being among the most idiosyncratically creative musicians of 1990s and 2000s alternative rock.” (Wikipedia). But his father was a Canadian, so he can’t be all bad. Right? Born in 1970 Beck is definitively Gen-X, that hapless, unrecognized bridging between the Boomers and the millennial generation who will steal our jobs. The funny thing is most millennials are in their mid thirties now and have children, mortgages, and serious jobs. Is Beck doomed to the life of Robert Cratchit of Camden Town, an under appreciated clerk doomed to the scrap heap of change? Change? Yes, Beck desired change. He has musically encompassed folk, funk, soul, hip hop, electronic, alternative rock, country, and psychedelia. He has released 14 studio albums, far more than I have, including my 1972 adventure with the Monterey Elementary School Choir (copies available in the lobby). We all desire to leave our mark, whether it be an album, or a heart and initials carved into either a tree or a historical site, as did that mischievous PB Shelly into the glass of Anne Hathaway’s cottage in Warwickshire. Shelly’s love interest at this time was young Mary Wollstonecraft, the author of “Frankenstein; or, The Modern Prometheus”. And so, we turn to rebellion. Victor Frankenstein has a strong desire to understand the world. He is obsessed with studying theories of alchemists, though when he is older, he realizes that such theories are considerably outdated. At university, Victor develops an unmentioned method to reanimate non-living matter and successfully builds his creature. Though first designed to be beautiful and knowledgeable, the creature is hideous, yet still intelligent. The creation is angry with the father and threatens to kill him. The threats drive Victor mad and result in him chasing his creation literally to the ends of the earth. Canada, yet again, specifically the North Pole. Where am I going with this, you ask? As John Lennon said, “You say you want a revolution; Well, you know; We all want to change the world,” so you create a not-for-profit. Millennials and Gen Y are recognized as the most philanthropic generation ever. But the concern is that their creation gets away from them. It is not as if people are advising you not to do it. They are advising you to think it through before you begin. What is your mission? How do you plan to accomplish that mission? Build it, and they will come, is frankly stupid. I have met leaders who have raised hundreds of thousands to several millions of dollars from their passion alone, but [it requires a plan and systems, and people](https://www.zzeem.com/leadership-support-program/), and headaches, and … shit. Surround yourself with leaders and soldiers and people who can help to “carry that weight” (sorry, yes, another Beatles reference). But foremost, develop a plan. Seek to change the world. Don’t become like Victor and his desire to seek “happiness in tranquility and avoid ambition.” Most of all, do not subscribe to Beck’s ploy, you are not a loser because you didn’t change the world. You’re just like everyone else, you tried. But, and, you can try again. **Categories:** blog --- ### [Frank Sinatra didn’t move pianos. He delegated the mundane.](https://www.zzeem.com/frank-sinatra-didnt-move-pianos/) **Published:** November 25, 2010 **Author:** jonathanzzeem **Content:** [![](http://zzeempr.wpengine.com/wp-content/uploads/2010/11/the-chairman-of-the-board.jpg "the Chairman of the Board Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2010/11/the-chairman-of-the-board.jpg)Frank Sinatra was one of the most important popular music figures of the 20th century, but he didn’t move his own piano. “The Chairman” knew the importance of delegating the more mundane aspects of his work to professionals who knew how to do it more efficiently. He spent his time doing what he did best, not what “had to be done”. If you are a board member of a not for profit organization, you probably don’t get paid and you have another fulltime position for which you DO get paid. Now every month you are expected to produce something for your volunteer position. Sure it’s rewarding to be serving the community. What better way is there to connect with your community and give a little back? As a volunteer, you certainly return to society some of the benefits that society gives you. My question to you is “did you really get involved to pay the suppliers; print the flyers; send out the renewal notices; to prepare the financial reports?” I don’t think so. You got involved to help the community, to give back, to be a leader. How can you lead if you are so involved in doing? Being a board member offers the opportunity to create a vision of the impact of your organization. Governance issues; strategic plans; results measurement; performance indicators; these are the areas where a board should be spending its time. Whether your organization has a board of directors, or a board of governors, governance is what it does. Governance relates to decisions that define *expectations*, grant power, or verify performance. Operations is how the organization does what it does. Far too many oganizations spend time working on their expectations but never assign those tasks or do not verify that the assigned task was actually accomplished. That is the area you as directors need to focus. That is leadership. So take a cue from “The Chairman” and [stop moving your own piano ](/associationmanagement/)– delegate. **Categories:** Association Management, Association Management Issues, Governance, Leadership --- ### [Taking Your Board from “Meh” to Magnificent](https://www.zzeem.com/taking-your-board-from-meh-to-magnificent/) **Published:** April 17, 2019 **Author:** erinatzzeem **Content:** Is your board of directors a dream team? Do you love heading into board meetings because you’re excited about what is going to be accomplished? Or are you frustrated that the meeting will fail to deliver the high-level and strategic decisions that your association needs? Your board of directors sets the stage and leads the charge for your association’s success. A great board means an awesome and sustainable association. Often the CEO faces an uphill battle to move forward because of friction and inefficiency at the board level. So what’s the path to take your board from the ordinary to the extraordinary? Here are 6 tips. 1. Effective board training. 2. Top drawer director recruitment. 3. Effective strategic planning, monitoring and accountability. 4. Effective, well-facilitated, high-level board agendas. 5. CEO confidence and conviction. 6. [Managing “difficult” board members](https://vimeo.com/293608755) ## *Effective board training* 1. Every new board member needs live training as soon as they join. 2. Current board members need regular updating of their role. - This could be an annual training event or a quick hit at each board meeting. ## *Top drawer director recruitment* 1. The best prospects are attracted to a strong, effective board. If you deliver that, they will come. 2. Start your recruitment at the committee/task force level and monitor their engagement. This is your director pipeline. ## *Effective strategic planning, monitoring and accountability* 1. The board must be engaged in setting strategic planning and accountability for each element. 2. The plan must be reviewed annually for its progress. ## *Effective, well-facilitated, high-level board agendas* 1. Design the agenda to focus on strategy, not operations. 2. Train the President/Chair to stick to the agenda and keep on track. ## *CEO confidence and conviction* 1. You need to have the conviction to risk your job. 2. If the board is in danger of making a bad decision, you need to call out and stand tall. ## *Managing “difficult” board members* 1. [This will always be your challenge. Work it.](https://vimeo.com/293608755) [Want some help in building your board dream team?](http://zzeempr.wpengine.com/wp-content/uploads/2019/04/zzeem-fact-sheet-leadership-support-program.pdf "Zzeem Fact Sheet Leadership Support Program") **Categories:** Association, Association Management, Association Management Issues, Governance, High Performance Organization, Issues Management, Leadership, Leadership Support Program, Volunteer Engagement --- ### [What is a High Performance Membership Organization and how do we get there?](https://www.zzeem.com/what-is-a-high-performance-membership-organization-tm-and-how-do-we-get-there/) **Published:** January 18, 2019 **Author:** erinatzzeem **Content:** More than ever before, members are questioning the ROI on their membership fees. Membership organizations must be seen to deliver value commensurate with their fees and compare favourably to alternatives. A high performing membership organization (HPO) delivers a highly efficient “back stage” and a highly valuable “front stage”. Back stage efficiency drives down costs and improves service delivery. Front stage value drives revenue. The back stage elements are the internal systems and processes that support the outward facing activities of the organization. Like plumbing and electricity, the back stage is invisible when it is working well and painfully visible when it is not. The front stage includes the elements that stakeholders and members see and interact with. They are highly visible and have a direct impact on the credibility and profile of the organization. **8 Elements of the High Performance Organization** There are 8 elements to the High Performance Membership OrganizationTM1: 1. Governance 2. Planning 3. Resource Management 4. Human Resource Management 5. Revenue diversification 6. Member Value Proposition 7. Sponsor Value Proposition 8. Stakeholder relations and issues management These 8 elements comprise the front stage and back stage elements that tie back to the Sustainability Model TM for membership organizations. So how do we get there? **BACK STAGE** **Governance** If you’re an HPO in this area your directors and management are clear on their accountability for the following: 1. They are to serve the needs of the membership as a whole; not constituent interests 2. There is a process to evaluate the board’s governance performance 3. Directors and the CEO are crystal clear on the distinction between operations and governance and that the CEO is delegated all operations decisions within policy parameters 4. There are policies to govern actions and decisions; including specific guidelines for the CEO **Planning** The HPO has a multi-year strategic plan, and an annual business plan and budget. All directors are engaged in creating and monitoring the strategic plan and review an approval of the business plan and budget. **Resource Management** The HPO uses all resources, including staff and volunteer time, effectively and efficiently; maximizing the value to members. **Human Resource Management** In this back stage element, the HPO uses HR best practices. Every employee has a current employment contract, there is a documented process for onboarding new staff and there are annual, meaningful performance reviews; including one for the CEO, by the board. **Revenue Diversification** This element manages business risk for the HPO. Revenue should not be too heavily dependent on any single source of income (e.g. member fees). Where this risk is an issue, there is a documented plan to increase diversification. **FRONT STAGE** **Member Value Proposition** This is the ground-zero element of the HPO’s front stage. The HPO has defined and documented a compelling, clearly articulated member value proposition (MVP). All staff, directors and other key volunteers can state this in their sleep. They can answer “What’s in it for me?” to current and prospective members, and they do; consistently and with a unified voice. The HPO also has a sales and marketing plan for member retention and recruitment, with the necessary supporting collateral. **Sponsor Value Proposition** This is critical for an organization that wants or needs to attract sponsors. The HPO has defined and documented a compelling, clearly articulated value proposition for sponsors (SVP). All staff and directors tasked with recruiting sponsors are fluent with the SVP. The SVP delivers a compelling case for ROI for the sponsor. The HPO also has a sales and marketing plan for sponsorship, with the necessary supporting collateral. This includes a professional and appealing sponsorship prospectus. **Stakeholder Relations** Every membership organization has stakeholders that share similar goals and/or with whom the organization wishes to have influence. Your association may advocate to government on behalf of your members an/or may work closely with other organizations to enhance member value. If your stakeholders see value in a partnership with your association, you will have influence and support for your objectives. The trick is to look at it from their perspective. What can you do to help them achieve their objectives? How do their objectives align with yours? If you’d like some help from Zzeem in your journey to the HPO, [find out more here](/highperformanceorganization/). View a 2-part webinar series on this topic: [Part 1](http://vimeo.com/111229759) and [Part 2](http://vimeo.com/113734754). 1The High Performance Membership Organization, Sustainability Model and HPO are trademarks of Zzeem, Inc. These may not be used without attribution to Zzeem. **Categories:** Association Management, Association Management Issues, Governance, High Performance Organization, Leadership, Member Engagement, Member Value Proposition, Sponsor Value Proposition --- ### [Member Engagement Starts with the MVP](https://www.zzeem.com/member-engagement-starts-with-the-mvp/) **Published:** October 9, 2015 **Author:** erinatzzeem **Content:** [![Association-mvp2](http://zzeempr.wpengine.com/wp-content/uploads/2015/10/association-mvp2.jpg "Association mvp2 Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/10/association-mvp2.jpg)I was speaking with a board director of one of my favourite clients yesterday and he was troubled by the lack of member engagement at his association. I asked him, “what is your member value proposition?” He responded that he knows they provide value but he’s not sure how to describe it. He told me that they get lots of non members out to events but they can’t seem to covert them to membership. He told me that association staff and directors “freeze” when they’re asked, “why should I join?” This is a huge problem with a simple solution. There are only 2 steps. 1. Take the time to understand and articulate your MVP (member value proposition) in a way that answers, “what’s in it for me?” for the member. Find out more about your MVP: [zzeem.com/MemberRecruitment](/MemberRecruitment/) 2. Train, rehearse, train. Drill that MVP into every staffer and director, repeatedly. Each staffer and director is an ambassador and they must be able to answer the WIIFM question in their sleep. Like any other product or service, the value of membership is no more or less than the value the individual member attributes to it. How much does he or she “need” the membership, what money will it put in their pocket, what emotional value does membership provide (or substitute Maslow’s Hierarchy here) and how much can they afford to pay? Ultimately you value your membership just like any business would value a product or service. Answer these questions. 1. Who are you selling to? 2. What is the member value proposition to that type of member? 3. Can the member value proposition be quantified? For example what is the member discount on events and how many are there? 4. What are the competing opportunities for membership services? Are there other associations who compete with you for members? If so, what do they provide and what do they charge for membership? 5. How much can a prospective member afford to pay? Here are some things to consider: 1. Your member value proposition is not a laundry list of what the organization does. It is a succinct, compelling description of the value of membership to the member. The value proposition of your organization is what makes your existing members renew each year and brings new members in the door. 2. What is the credibility and visibility of your organization? If it is a well-established, trusted and highly credible institution it’s worth more than membership in an organization that no one has heard of. That’s why you pay more for a degree from Harvard than for one from the University of West Quackenbush. 3. What is the visibility of your member services? If your organization does a great job of marketing the value of the membership then it’s “worth” more. 4. What is the quantifiable value of the services provided by membership? Do members receive a significant discount on events and other services? Do you provide professional education or certification? If so, what is the value of the education? Remember it all starts with your member value proposition. This is the bedrock of the sustainability of your organization and many organizations cannot articulate it. Last year, our annual survey of membership organizations told us that less than a third of organizations surveyed were highly confident that all of their board members could clearly state their value proposition to a prospective member. Find out more about how to articulate your member value proposition at [zzeem.com/MemberRecruitment.](/MemberRecruitment/) **Categories:** Association, Association Management, Member Engagement, Member Value Proposition --- ### [How to Choose an Association Management Company](https://www.zzeem.com/how-to-choose-an-association-management-company/) **Published:** November 26, 2014 **Author:** erinatzzeem **Content:** [![Money-saving](https://www.zzeem.com/wp-content/uploads/2014/11/money-saving-202x300.png "Money saving Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2014/11/money-saving.png)***—6 T**ips to save time and money*** Association management companies (“AMC”s) provide operational support for small membership organizations– typically with an all volunteer board, no office and no full-time staff. These firms manage the day-to-day operations of the organization on behalf of the board. When it’s done well, it’s a seamless service. Members call or email the organization and they have no idea they’re speaking to a third party. The AMC’s staff know the organization and its members and build a personal bond with them. The events get organized, the revenue gets collected and the bills get paid. The board can focus on governing and can delegate the back office activities with confidence that everything is running smoothly. When hiring an AMC, organizations often make the mistake of assuming they are buying a commodity. This can be a costly and painful mistake. You’re not buying a yard of gravel. You are hiring a key employee. What would you consider in making a hiring decision? You’d look at skills, experience, personality, knowledge and salary expectations. If you’ve only got the budget for an administrator, you would not post the position asking for the attributes of a senior manager. You would put all of the relevant information in the job posting– including the salary range, so you get the right applicants. You would certainly ask for a C.V. from all your applicants to create a short list but you would not make your decision based on the C.V. alone. You’d interview at least the three top candidates to assess their attributes, knowledge and judgement and to get an idea of how well their personality would fit with your team. Here are a few common hiring mistakes and how to avoid them. ***1. COMMON MISTAKE:*** *Ask for a proposal from every AMC on the planet and don’t follow up.* Many AMCs will not respond to an unsolicited proposal request from an organization they don’t know. Why? Proposal requests are often a “tire-kicking” exercise with no real intent to award an engagement. It’s time-consuming and expensive for an AMC to prepare a proposal so they want to know that you’re serious. ***SOLUTION:*** If you want a proposal from a reputable firm then make a personal connection. Phone them, introduce your organization and tell them why you would like them to respond. ***2. COMMON MISTAKE:*** *Keep your budget a secret. Ask for your entire wish list into and see what comes back.* What if you were hiring an employee? Would you keep the salary range a secret and ask for the attributes of an executive when you have the budget for an office manager? The result would be a host of applicants that you can’t afford. If you’re asking for proposals, be upfront about your budget and solicit ideas for the best package for that budget. ***SOLUTION:*** If you have a tight budget, some AMCs will opt out and that’s OK. It saves you time because you only have to focus on the firms who are genuinely interested in serving you at the price you can afford. Prioritize your needs so that respondents can give one price for your “must-haves” and a second price for your “nice-to-haves”. ***3. COMMON MISTAKE:*** *Ask for separate pricing for every item.* Some organizations do this because they want to compare each AMC’s pricing on an item by item basis. Trust me– even if an AMC gives you this information it’s worthless. Every job, including that of an AMC is a holistic undertaking. The greater the number of tasks an AMC does for you, the less expensive it is for them to take on an additional task because parts of that task are probably already included in another activity. Like an employee, every AMC does some tasks faster and more effectively than others. What you really need to know is how well each AMC’s areas of strength coincide with your “must-haves”. Line-by-line pricing doesn’t answer this question and it will reduce the willingness of many AMCs to provide a proposal. ***4. COMMON MISTAKE:*** *Don’t be specific. Use ambiguous phrases like “assist with” and “support as required”.* If your needs are ambiguous then the proposal pricing will be useless. ***SOLUTION:*** Make the effort to be specific. If you’re not sure, then include these needs in a separate section and leave them out of the pricing. Ask the AMC what services they suggest to meet these needs. This is a good way to assess the ability of the AMC to anticipate your needs and provide solutions. ***5. COMMON MISTAKE:*** *Create your own RFP from scratch* This is a waste of your valuable time. There are many things you can overlook that are critical to the hiring process and let’s face it– it’s really time– consuming to create an RFP from scratch. ***SOLUTION*: Start with a template** ***6. COMMON MISTAKE:** Take the lowest bid.* Would you hire an employee simply because they have the lowest salary expectations? The relationship with your AMC is going to last at least 2 years and hopefully longer. They will be the first point of contact with your members and they will be a deciding factor in your sustainability. ***SOLUTION*:** Choose the best AMC you can afford. **Categories:** AGM, Association Management, Association Management Issues --- ### [How fresh is your online presence?](https://www.zzeem.com/how-old-is-your-website/) **Published:** November 9, 2012 **Author:** erinatzzeem **Content:** [![Old Computer](http://zzeempr.wpengine.com/wp-content/uploads/2012/11/computer.jpg?w=300 "Computer Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2012/11/computer.jpg) When was the last time your organization did a complete refresh of your website and your online communication? If it was more than three years ago, you’re looking dated and this is damaging to your value proposition. If you’re like most membership organizations, your website and your overall digital presence are far more visible than your office. Most members never see your office; it’s your online activity that represents your image. When prospective and current members see you online they are making an assessment of the organization based on how your website and your other digital communication look and function. Every year there are changes in online standards and “fashion”. Just like clothing, websites and other online communication get stale very quickly- in fact, more quickly. In terms of your website, it’s not just the way your website looks, it’s how it functions that gives away its age. This year’s trousers function much the same as last year’s model. They both have a zipper and pockets and you get into them one leg at a time. Not so with websites. Web functionality changes every year – just like the devices that access it. Here’s a list of 6 top “Dos and DON’Ts” for your website and social media presence. If your website contains any of the first four very dated elements, it really is time to clean out your technology closet and budget for an upgrade. • **DON’T: Pdf Forms.** *Really?* Don’t make your members download forms, complete them by hand and fax or mail them in to you. It’s a waste of your time and theirs. Even if you accept payment via cheque, you can still facilitate online registration. o Use online registration forms. These can be integrated to update your membership database and link directly to your online payment system. • **DON’T:** **Manual payment.** If your members are paying by credit card they should not have to contact you at all. Registration and payment should all be online. o Members receive instant receipts and this can be linked to automated distribution of membership certificates and welcome letters, saving significant staff time. o By the way, online payment is much more secure than phone-in calls or faxed in forms. Remember that most fraud is facilitated by human error or intent in circumventing security processes. • **DON’T: Flash.** *Please.* Thankfully there is very little Flash being used now; but if your website is still in the age of dinosaurs, get rid of it. It takes too long to load and many current devices do not support it. o HTML 5 is the current standard. Ensure that you’re using current technology. • **DON’T: Digital Brochures.** It’s OK to have links to reports, white papers, and other knowledge products available for download in pdf format, but it’s not OK to have web page content in pdf format. I see this most often with events. When I click on the link to a conference it downloads a brochure in pdf format. This really sucks on a mobile device and it’s not so hot on a laptop either. o Invest the time or the money it takes to create a real web page so everyone can read it easily. If you have a content management system you should be able to do this yourself with no technical knowledge. Oh- and if you don’t have a content management system that allows you to do simple updates yourself, it’s *really* time for an upgrade. • **DO: Mobile Access.** Ensure your site will work with all common mobile devices. Smart phones and tablets are now ubiquitous amongst most age groups. Proper mobile accessibility ensures that the information is available and in a readable form to your members. This includes variable font sizes, and properly coded text which can be “read” to the user by their device. Your web consultant can assist you with all of this. • **DO: Social Media.** Social media communication is time-consuming and it takes practice to master, but it’s no longer optional. Have links to your social media channels on your website. Choose the tools that best support your marketing and communications strategy. The appeal of social media is that it is more “human”. It is not all about you. It is about people who think your opinion matters. It order to matter, you need to create relevant, human oriented content that people will enjoy and follow. o If Facebook fits your marketing strategy create a Facebook page and link it back to your site. Place a “Like” button on your site so interested people can easily add your information and gain access to more information as you post it. o Post periodic reminders of events and activities of your organisation and others that your “followers” may be interested in. Post relevant updates on your industry or profession. Review your website and your entire online presence. Is it fresh? Does it project the image of what you want your organisation to be like? Remember to think of the future as we are living in it now. Need some help? Contact Zzeem at www.zzeem.com **Categories:** Social Media, Web --- ### [Do You Know Your Association’s Member Value Proposition? Guess what – it's not a list of services!](https://www.zzeem.com/do-you-know-your-associations-member-value-proposition-guess-what-it-is-not-your-list-of-services/) **Published:** February 4, 2016 **Author:** erinatzzeem **Content:** [![Mvp](http://zzeempr.wpengine.com/wp-content/uploads/2016/02/mvp.jpg "Mvp Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2016/02/mvp.jpg)A recent survey1 of Canadian membership associations showed that only one third of chief executives were confident that all of their directors could clearly articulate the association’s Member Value Proposition (MVP). From a strategic perspective this is a problem! If your leaders can’t state your MVP, how can they be effective ambassadors for membership? Be aware, your MVP is not a laundry list of member services. It is a statement that describes the pain or desire that the organization solves for its members – in language that speaks from the perspective of the member. It helps to define the value of the association in terms of how it addresses member needs. Here’s an example of the difference between the typical list of services you see on an association’s website and a member value proposition statement. This is a list of services for Association XYZ. “Association XYX provides these member benefits: - Training and certification for the CRE designation - Networking at regional events and the national conference - Advocacy at Queen’s Park” In this list of services, the association is speaking from its own perspective; “This is what we do. Aren’t we awesome”. In contrast, this is an MVP statement: “Membership in Association XYZ gives you: - Training and certification to increase your skills, confidence, professional credentials and compensation. - Networking and support to increase your connections and achieve your career goals. - Employer relations advocacy to help your employer recognize the value and worth of your professional role on the team.” In the MVP statement the services are articulated in terms of why those services matter to the member. A clearly articulated MVP allows the board and the management team to prioritize strategic objectives and move the association forward in ways that resonate with members and stakeholders. [Find out more about your MVP](/MemberRecruitment/). A strong MVP is also one of the 8 elements of the [High Performance Membership Organization](/HighPerformanceOrganization/)TM. 1 Contact us for a copy of the survey results (<erin.roberts@zzeem.com>) **Categories:** High Performance Organization, Member Value Proposition --- ### [Cat Herding 101: 9 tips for effective meeting facilitation](https://www.zzeem.com/cat-herding-101-9-tips-for-effective-meeting-facilitation-2/) **Published:** May 15, 2019 **Author:** erinatzzeem **Content:** Do you sometimes feel you’re losing control of a meeting and don’t know how to get it back on track? These 9 tips for effective meeting facilitation will help you bring it back onside. It only takes one side conversation that takes a life of its own or one tenacious attendee to derail the focus of the entire group. Once you lose control, herding the cats back into the corral can seem like an impossible task. ## Here are 9 tips to help you become a cat herding champion. But first, why does it matter? Shouldn’t a facilitator ensure that everyone has their say? Yes and no. The facilitator needs to be respectful of everyone in the room and be aware of his or her responsibilities. Participants expect that the meeting will run on time, and complete the agenda. When this happens, they feel a sense of accomplishment and that their time has been well spent. If you deliver this consistently, volunteers will be easier to attract and retain for your organization. Effective meeting facilitation is a hallmark of the [High Performance Organization TM](/highperformanceorganization/). The 9 tips below can be used effectively for any type of meeting; small or large. ## Preparation: 3 Tips before your meeting starts 1. Start with a pre-approved agenda. 2. Ensure that each agenda item has a time limit consistent with the priority and complexity of the agenda item. 3. Ensure that briefing materials as required for each agenda item are included with the agenda. Make it clear that participants are expected to have read them. ## Onsite: 6 Tips while you are facilitating the meeting 1. Remind participants of your role as the facilitator. Your job is to keep the meeting on track and on time. 2. Start by reiterating the agenda, timing and deliverables for the meeting. Note what needs to be accomplished. 3. Allow equal time for the pros and cons for each agenda item; not equal time for each participant. Call a close when both sides have been well stated. 4. Beware of rabbit holes. If the conversation gets off track, bring it back to the agenda item. Respect and record items that are not on the agenda and put them in a “parking lot” agenda for later. 5. Build in regular time checks to the agenda and call out respectfully if the meeting is going overtime. 6. When the meeting is completed, summarize the decisions and the parking lot items and compliment the participants on a job well done. If you don’t believe us, an article by [Meeteor.com](https://www.meeteor.com/post/meeting-facilitation-techniques) references the following: - **Begin your meetings with a quick check-in** - **Review desired outcomes and agenda items** - **Assign meeting roles** - **Practice active listening** - **Synthesize the main themes to reframe the conversation** - **Pause and allow for reflection** - **Encourage and balance participation** - **Take a break and re-energize** - **Provide closure** like some help training your leaders to be good facilitators and directors, [contact the Zzeem team](/contact-us/). **Categories:** Event Planning, High Performance Organization, Leadership Support Program, Volunteer Engagement --- ### [Board Governance: Separating Strategy from Operations](https://www.zzeem.com/board-governance-separating-strategy-from-operations/) **Published:** March 17, 2026 **Author:** Kevin Lee **Excerpt:** Thursday, April 30th, 2026, 12:00PM EST **Content:** Without proper [governance](/governance-training/) safeguards, your Board risks getting stuck in the operational mud and losing focus on strategy and oversight. Join Erin Roberts on April 30th to discover practical ways to clarify roles, enforce boundaries, and keep your Board focused on what matters. [Watch the recording!](https://www.youtube.com/watch?v=30LiNqHOSSM) **Categories:** 2026 Past Webinars --- ### [Informing Your Board in 5 Minutes or Less: An ED's Guide](https://www.zzeem.com/informing-your-board-in-5-minutes-or-less-a-ceos-guide-to-succinct-and-meaningful-reporting/) **Published:** January 22, 2025 **Author:** jonathanzzeem **Content:** In association leadership, Informing Your Board is a key part of your role. Keeping your board engaged and informed is a high-stakes balancing act. As a CEO, you need to deliver just the right amount of information—enough for well-informed decisions, but not so much that it overwhelms them. ## Informing Your Board in 5 Minutes or Less ## Summary ## Strategic Plan Board Update When updating on the strategic plan, keep it tight. Highlight the objectives, milestones, and timelines. Are you on track? What needs immediate attention? For sustainability, share metrics that show how well you’re retaining members, how engaged they are, and how active volunteers are. These figures speak volumes about your organization’s value to its members. ## Financial Reporting Next, the financials. Make sure your board understands the state of the organization at a glance—are you meeting your budget? How does the current financial situation compare to last year? Consistency in reporting is essential for easy comparisons and a clearer financial picture. ## Effective & Efficient But here’s the trick: your management report should never exceed five minutes. That’s your window to grab attention and guide decisions. If you need to dive deeper, that’s what backup reports are for. Focus on what your board *needs* to know right now, and leave the nitty-gritty for later. The bottom line? Effective reporting means giving your board only the essentials—clear, actionable insights that empower them to make the right calls. Keep it focused, keep it sharp, and you’ll have a board that’s always in the loop and ready to lead the charge. Looking for more information on how to streamline your board reports and keep your directors engaged? [More](/podcasts/) [Sign up for our webinar invitation list](https://www.zzeem.com/subscribe/), and be the first to know about any upcoming Zzeem content! Recognized for [CAE](https://csae.com/what-is-cae/) credits by [CSAE](https://csae.com/). **Categories:** blog **Podcasts:** Podcasts --- ### [Are You Doing a Daily Positive Focus?](https://www.zzeem.com/are-you-doing-a-daily-positive-focus/) **Published:** May 7, 2020 **Author:** jonathanzzeem **Content:** I want to share with you a tip that is really helping me right now. I’m doing a daily positive focus at the end of each business day to focus on my positive accomplishments. It’s simple, liberating, and really helpful. ## Focus on your positive accomplishments Here’s how I do it. 1. Take a sheet of paper and write two column headings: *What?* and *Why?* 2. In the “What?” column, list all the positive things you accomplished today; business personal, include it all. - Did you: - accomplish something for a client? - do something that helped someone you care about? - accomplish something for yourself? 3. In the *“Why?”* column, note why each accomplishment is positive; for now, and/or for the future. 4. Read it over, see if there’s anything you missed, and give yourself a few minutes to bask in the glow of having had a productive and positive day. Tips: 1. Do this right at the end of your regular business day; before you get involved with the next stage of your day. 2. When you’re done, give yourself a pat on the back and share it with someone; a loved one, a teammate. 3. If you manage a team, encourage them to do it too. 4. If you have friends or family that could use a boost, encourage them to do it too. Stress can be debilitating, and this is a great way to stay positive. Spread the love; starting with yourself. ### Further For more leadership tools check out our[ Leadership Support Program,](https://www.zzeem.com/leadership-support-program/) [Webinars](/podcasts/), [Zzeem Video Channel](https://vimeo.com/zzeeminc) and Zzeem Podcasts.[ Subscribe Now](https://www.zzeem.com/subscribe/) **Categories:** Leadership --- ### [Start with the End in Mind](https://www.zzeem.com/start-with-the-end-in-mind/) **Published:** May 22, 2020 **Author:** jonathanzzeem **Content:** I’ve been a big goal achiever for years. Not “goal oriented”, not “goal focused”, a goal achiever. I’ve read many, many books on the subject. I’ve listened to many recordings and attended many seminars. When I put it into practice, I achieve. When I let it slip, I don’t. So here is the secret. Start with the end in mind. Plan it, in meticulous detail. I am a regular reader of Medium, a source for writers to build their brand, and I came across a “Great Pandemic Era” article (cue cardigan, pipe, and rocking chair) about how to get through the current epidemic side effects of misery-isolation-antagonism-resentment-bitterness-trapped feelings of imagining the horrifying one-two punch of contagion, illness, and death, followed by unemployment, bankruptcy, and poverty. The author suggested that we “[Tell Yourself a Story from the Other Side](https://forge.medium.com/oh-i-see-4de0e2206458)”. The point being that if we can see the other side, our subconscious can create a way to get there. Yep, forgot that one again. Start with the end in mind. ## Influence your own subconscious An acquaintance of mine, Bob Proctor uses a stick figure to explain how this works. He draws a stick man and bisects his head into two, the conscious mind and the subconscious mind. The conscious mind thinks a thought, and the subconscious mind accepts that as the truth. The subconscious mind causes you to ACT in a certain way. The best way to influence the subconscious mind is to get emotionally involved in your goal, what it feels like, how it smells, et-cetera. This is the same suggestion as the article writer. Grandpa, how did you get through the pandemic? “We learned to draw, sew, and do magic tricks. We sang and danced and TikToked, creating a living art installation with a billion contributors. People figured out they didn’t need fancy equipment to exercise. We stopped flying around and jumping into cars without good reason. Everyone planted things they could eat. We finally cleaned out our pantries. We played cards with our families. We had very long conversations. We became the first globally minded generation, making decisions in full knowledge that we are not immune to each other.” You understand that the author is building a vision, a story of how it worked out in the end. As one develops the story with more detail, it becomes more and more real. The subconscious takes over and convinces the author to take a walk, to plant a garden, to experiment with TikTok… The story starts to build itself, to create its own actions which create the end result. And it is stated as if it has happened, as if it is fact. On the other hand, if I believe my neighbour is inconsiderate then everything he does is intentionally designed to annoy me, and so I respond in kind. His dandelions bloom and their seeds blow into my yard, so I stay up late, drink absinthe and blast “[Metallica: Enter Sandman](https://www.youtube.com/watch?v=QAWMqDb2RFE)” on the back deck. It doesn’t register that he doesn’t spray chemicals on his yard because his 2-year-old child plays there. If my goal was to build an enjoyable relationship with my neighbour, I would invite them over to a barbeque in my beautifully tended garden, serve roast chicken, potato salad and show the kid how to roast marshmallows. I can taste the food. I know where the table is set up. I know how the patio lanterns light up the night. I can hear the fountain bubbling in the background and Metallica is replaced with light jazz. ## How did I get here? Benjamin Hardy explains it thus: “You need to see yourself as the person who has already achieved your goal. This doesn’t mean you need to pretend to be that person today, but it does mean that you are consistently taking advice from that person and making decisions based on their circumstances instead of your current ones.” In other words, as David Byrne asks, “[how did I get here?](https://www.youtube.com/watch?v=5IsSpAOD6K8)” [A research study at UCLA](https://psycnet.apa.org/record/1999-00580-010) indicates that visualizing the process, rather than the outcome, yields vastly improved results. The mind becomes primed to follow through on the things we visualize. Like an athlete practicing a jump shot in their mind, we can mentally rehearse our future behaviors. Visualizing an action leads to following through on that action. And it is our actions that get results. Your focus should be on visualizing the actions you will take to make your desired goal a reality. Don’t visualize the outcome. Instead, visualize the path that will lead you there and the steps you need to take along that path. Focus on “choice points” those points where you can get distracted from your goal. Let’s look at an example. Trying to lose weight? Visualize the choice point you’ll face at a dinner party (eventually) when the host offers you a dessert. Mentally rehearse the act of politely declining the dessert by deciding what you will do and say in advance. So, start with the end in mind. You can change your future and that of your organization if you see the results as if accomplished and ask yourself “how did I get here?” Identify your choice points and practice, in your imagination how to get past those in order to get to your desired end. ### Further For more leadership tools, check out our[ Leadership Support Program,](https://www.zzeem.com/leadership-support-program/) [Webinars](/podcasts/), [Zzeem Video Channel](https://vimeo.com/zzeeminc), and Zzeem Podcasts.[ Subscribe Now](https://www.zzeem.com/subscribe/) **Categories:** Leadership --- ### [Sponsorship – It’s a Partnership.](https://www.zzeem.com/sponsors-its-a-partnership-how-much-is-it-worth/) **Published:** March 8, 2018 **Author:** erinatzzeem **Content:** ## How Much is it Worth? The answer is, “somewhere between zero and a lot”. If your industry or profession is an important market for a prospective partner and the potential upside of future sales is substantial, then a partnership with your association could be very valuable. There are only two reasons why a sponsor wants to partner with your association. ![Handshake Sponsor](http://zzeempr.wpengine.com/wp-content/uploads/2018/03/handshake-sponsor.png "Handshake Sponsor Zzeem") 1. Because aligning their brand with yours increases their visibility or perceived value 2. Because your members make or influence the buying decisions for their products or services I was talking to a large software company last week about a partnership with one of our client associations. They were brutally upfront about our value in the second category. They have a 70% penetration rate in our industry so the likelihood of selling meaningful new volume to our members is very low. However, their marketing director noted, “We see value in an association with your association”. *How Do You Assess Value?* So let’s talk about the first reason why a sponsor would partner with you. Do you have a winning value proposition for your prospective partners to align their brand with yours? - It depends on 2 elements: does your association’s brand offer something that they need, and is your brand well-known in the sector they want to influence? If your brand offers credibility, professionalism and community engagement, that could be very appealing to a prospective sponsor. However, your brand must be widely recognized in your sector for this to be of value. If you have a strong brand and high visibility you have the potential for a very strong SVP. And what about the second reason? Do you have a winning value proposition for your prospective partners to sell their products or services to your members? - It depends on 3 elements: number of members, current penetration rate, and the value of a single sale. If your prospective partner has a keen interest in increasing penetration in your industry or profession, a low penetration rate and a high price point per unit, you have the potential for a very strong sponsor value proposition (SVP). That is assuming that their product or service is a good fit for your members. Even if your membership is not huge, a partnership with your association could be very productive. *How Do You Pitch Your Association’s Value to a Sponsor?* Even if you have an awesome SVP, you still must make a successful pitch to your prospective partner. You have a lot of competition. There’s a line-up of associations in front of you; asking for the same thing. First, make sure you’re talking to the right people. Second, make sure your sponsor value proposition (SVP) aligns with their objectives. **So who do you need to talk to?** For sponsor dollars, the marketing director usually controls the budget. He/she must be convinced that your offering is better value than the alternatives. The marketing director’s decision will be influenced by the opinion of the business development/sales director that has accountability for sales in your sector. The sales director is your gateway to the marketing budget. If they’re not convinced that your offering will drive sales, you’re going nowhere fast. Your success with them depends on you helping them to hit their objectives. **What are their objectives and how can you help?** First, you need to ask. To pitch your offering successfully, you need to understand what they’re trying to achieve and position your sponsor offering to help them accomplish their goals. But don’t try to force a square peg into a round hole. If there isn’t a fit, then be honest and move on. If you see a fit, then show them a customized package and explain how it fits with their objectives. **How do you know if you got it right?** Ask. After each activation, get their views on how well it worked and find out how you can help them fine tune it. In summary, remember 2 things. 1. Ask, and Listen. Talk to them to find out what their marketing objectives are and figure out how you can work with them to accomplish their objectives. 2. Then, Deliver. Customize a partner package that will meet their needs, then deliver on what you promised. When the SVP delivery is complete, ask for their feedback. **Categories:** Association, Association Management, Association Management Issues, Event Planning, Sponsor Value Proposition, Sponsorship, Successful Conferences, Tradeshows --- ### [Crisis funding opportunities for not-for-profits](https://www.zzeem.com/crisis-funding-opportunities-for-not-for-profits/) **Published:** April 13, 2020 **Author:** jonathanzzeem **Content:** ## Immediate Funds Formally know as the Canada Emergency Business Account program this is the best of the bunch for small business. The federal government, along with the chartered banks have created a loan program specifically for small business. Are you small enough? If your payroll is between $20,000 and $1,500,000 you qualify. If your payroll is over $1.5 million, there are other programs you may qualify for. 1. 1. The application is straight forward, usually an online link from your primary bank. You will be asked questions like: 1. Is this bank your primary bank? 2. Are you an operating business? 3. Were you in operation prior to March 1, 2020? 4. Your federal tax/business number 5. Total employment remuneration paid as declared on your 2019 T4 Summary - The loan, if approved, will be interest free until December 31, 2022. If the loan is not repaid by December 31, 2022 it will be automatically extended, without payment, until December 31, 2025. Interest at a rate of 5% per annum will be due. - There are no payments permitted until after January 1, 2021 but if 75% of the debt ($30,000) is repaid by December 31, 2022, the balance ($10,000) will be forgiven. - Per the requirements of the Canada Emergency Business Account Program (the “Program”), as set out by the Government of Canada, the Organization acknowledges that the funds from this loan shall only be used by the Organization to pay non-deferrable operating expenses of the Organization including, without limitation, payroll, rent, utilities, insurance, property tax and regularly scheduled debt service, and may not be used to fund any payments or expenses such as prepayment/refinancing of existing indebtedness, payments of dividends, distributions and increases in management compensation. Now is the time to lead your organization out of the crisis. Check out our [Leadership Support Program](https://www.zzeem.com/leadership-support-program/) for more great ideas. **Categories:** Association, Leadership --- ### [Leadership](https://www.zzeem.com/now-is-the-time-for-leadership/) **Published:** March 18, 2020 **Author:** jonathanzzeem **Content:** ## Now is the time for Leadership Now is the time for Leadership! At times of uncertainty, such as this, members turn to their associations for guidance and leadership. “What should we do?” “How should we do it?” As their association it is your duty to demonstrate leadership, for without leadership, why should your members continue to be members? This is not the time to bury your head in the sand. When the current crisis abates, all the ostriches will be out looking for business. Get ahead of the pack. Develop your authenticity today. Your association will become known for its leadership, and members like leaders. Plan now for future events. Think of alternative delivery methods. Interview the leaders of your industry. What are they doing? How are they handling the stress? Hold a virtual town hall meeting and open the floor for questions. Find out about available programs for supporting businesses in your sector during the crisis. Be aware of social media for crisis management . Three lessons learned from Mojo Media Labs include: 1. *Have a PR plan in place, including social media response, with clear roles and scripts for those who need to respond immediately to a crisis.* 2. *… be honest with your fans/followers when you flub-up. Social media folks are very forgiving, as long as you don’t use dishonest tactics to hide your mistakes.* 3. *Be sensitive to the power of social media. Even a small issue like a silly comment or an unintentional coincidence that gets picked up by others on social media can quickly snowball into a PR crisis. Address even small complaints from your fans or others with grace and good sense.* Of Winston Churchill, while having many faults, during the second world war it is said that “people admired his energy, his courage, his singleness of purpose. People said they didn’t know what Britain would do without him.” It is courage your members are looking for, so give it to them. Singleness of purpose is a great phrase. You have a goal and every day you put one foot in front of the other to achieve that goal. When this current crisis stabilizes you will be that much further down the track than other associations. Reassure. Provide evidence of best practices. Tell stories of success against the odds. Tell the truth. Now is the time for Leadership. Show leadership. [Move forward](https://www.zzeem.com/contact-us/). **Categories:** Association, Leadership --- ### [Hang in there](https://www.zzeem.com/hang-in-there/) **Published:** April 17, 2020 **Author:** jonathanzzeem **Content:** ## **Hang in there** Wow! A month into this shutdown. Your members are suffering. Your organization’s finances are suffering. Your employees are suffering. Your finances are suffering. Your kids/pets/spouse are driving you nuts. Your parents are stuck in a care home and you can’t stand the news that is coming out about the care home crisis. There’s line ups at the grocery store, the drug store. You see bad intent (or fear) in the eyes of everyone you pass on the street…. Network’s Howard Beale has nothing on you. Hang in there. When you get to the end of your rope, don’t tie a noose! Here are some tools to stop your mind from imagining the worst-case scenario. ## Stop Your Mind from Imagining the Worst-Case Scenario From [Harvard Business Review](https://store.hbr.org/books/hbr-10-must-read-series/)When you feel anxious about losing things that are dear to you, your mind may imagine the worst. To calm yourself, return to the present. - Start simple. Name five things in the room: There’s a computer, a chair, a picture of the dog, an old rug, and a coffee mug. - Breathe. Realize that in the present moment, this room is your reality. In this moment, you’re OK. Use your senses, think about how these objects feel. The desk is hard. Feel the breath come into your nose. The goal is to find balance in your thoughts. - If you feel a negative image taking shape, make yourself think of a positive one. Let go of what you can’t control. And be compassionate and patient with yourself and others. Being generous in your thinking can help brush aside some of your negative thoughts. This tip is adapted from “[That Discomfort You’re Feeling Is Grief](https://www.harvardbusiness.org/wp-content/uploads/2020/03/HBR_That_Discomfort_You_Feeling_is_Grief.pdf "That Discomfort You’re Feeling Is Grief - HBR"),” by Scott Berinato ## Meditation Yeah, we’ve all heard we should take time to meditate as it provides focus, but who has the time when the world as we know it is ending? Andy Puddicombe, through the website [Headspace.com ](https://www.headspace.com/meditation/relaxation)provides some short guided 10 minute meditations. These are a great way to reduce stress. Andy takes a very gentle and non-judgmental approach. Give it a try. Hang in there, it will get better. For other useful advice check out our [Leadership Support Program](https://www.zzeem.com/leadership-support-program/) **Categories:** Leadership --- ### [What's in Store for Associations in 2024?](https://www.zzeem.com/whats-in-store-for-associations-in-2024/) **Published:** January 18, 2024 **Author:** jonathanzzeem **Content:** With so many headwinds blowing against the association sector, it has become more important than ever for association executives to take the lead in future-proofing their organizations and preparing for uncertainties in 2024 and beyond. Every association needs to account for the potential risks that they face from the global economic and geopolitical landscape. Trade disruptions, ongoing conflicts in Europe and the Middle East, and factors such as higher costs can significantly impact associations. For example, as insurance companies’ costs increase, associations may find themselves with less coverage for the same price. And while there were some positive economic developments in 2023, such as avoiding a recession and declining inflation rates, some clouds remain on the economic horizon for 2024. For example, it is expected that the growth of the Canadian economy this year will continue to lag the US due to high household debt. To proactively address these risks and uncertainties, associations should review their insurance coverage and ensure adequate protection against potential losses. Associations should also stay informed about the opportunities that artificial intelligence (AI) offers for increased efficiency and productivity. Associations should consider investing in software and hardware updates to enhance operations and keep up with the rapidly changing technological landscape. Member retention and engagement are also vital to the sustainability and future of every association. Comprehensive HR plans and training programs can help address potential labor shortages and ensure a skilled and motivated workforce. Providing leadership opportunities, training, and mentoring for younger members fosters their engagement and contributes to the continued success of an association. In terms of financial management, associations should consider moving away from traditional payment methods, such as cheques, and embrace electronic funds transfer for increased efficiency. Adopting self-management for committees and leveraging automation tools can help streamline processes and save valuable time. Considering the vulnerability of in-person events, it is essential for associations to evaluate the costs and potential impacts on the organization. Prioritizing member and sponsor retention, enhancing cybersecurity measures, and staying vigilant about evolving technologies are paramount. To learn more about how to effectively mitigate risks, seize opportunities, and navigate the challenges that lie ahead, watch the recording for Zzeem’s January 2024 webinar entitled [“What’s in Store for Associations in 2024?”](https://www.youtube.com/watch?v=zeacOfiJZeU "“What’s in Store for Associations in 2024?”") **Categories:** blog --- ### [Member Engagement: The Key to Association Sustainability](https://www.zzeem.com/member-engagement-the-key-to-association-sustainability/) **Published:** February 22, 2024 **Author:** jonathanzzeem **Content:** Are you looking to enhance member engagement and build a strong community within your organization? Look no further! Zzeem’s February webinar, entitled [“Member Engagement: The Key to Association Sustainability?”](https://www.youtube.com/watch?v=9LvEWLb7if8&t ""Member Engagement: The Key to Association Sustainability?""), was all about recruiting members, as well as bringing and keeping them in the fold as volunteers. Read on for a bird’s eye view of what was discussed during the webinar! ### Active Hands-On Recruitment: Gone are the days of waiting for volunteers to come to you; it’s time to take a proactive approach. Actively reaching out to individuals who demonstrate potential for engagement is key. Whether they’re frequent inquirers or vocal with feedback, these individuals are prime candidates for volunteering. Remember, even those who voice complaints (“squeaky wheels”) are demonstrating a level of engagement that can be positively leveraged. ### Pitching Leadership Opportunities: One of the most compelling aspects of volunteering is the opportunity for leadership development. Emphasize to prospective volunteers that joining committees or task forces is not just about contributing; it’s about embarking on a journey of growth and development. By framing volunteering as a potential stepping stone to leadership roles within the organization, you can attract ambitious individuals seeking new challenges and opportunities for advancement. ### Highlighting Networking Benefits: Volunteering isn’t just about giving back; it’s also about forging valuable connections. When recruiting volunteers, emphasize the networking benefits they’ll enjoy. From expanding their professional network to making new friends and colleagues, volunteering offers ample opportunities for meaningful connections and relationship-building. By highlighting these networking benefits, you can appeal to individuals seeking to broaden their horizons and expand their social circles. ### Survey Insights: Understanding the personal and professional value of volunteering is crucial for effective recruitment. Surveys have shown that volunteers gain a better appreciation for the organization, build camaraderie, and acquire new skills through their involvement. By leveraging these insights, you can tailor your recruitment efforts to emphasize the intrinsic rewards of volunteering, making it an attractive proposition for potential volunteers. ### Aligning Volunteer Training with Needs: Once you’ve recruited volunteers, it’s essential to provide them with the training and support they need to succeed. Comprehensive training ensures that volunteers feel confident in their roles and understand the organization’s mission and goals. Covering topics such as organizational governance, member value proposition, and networking strategies equips volunteers with the knowledge and skills they need to make a meaningful impact. ### Motivating Volunteers: Recognizing volunteers’ efforts and fostering a sense of camaraderie are essential for long-term engagement. By celebrating their achievements, providing opportunities for skill development, and offering pathways for advancement, you can keep volunteers motivated and committed to their roles. Remember, a motivated volunteer is a valuable asset to your organization. ### Recruiting Members: Finally, don’t forget about the importance of recruiting new members to sustain and grow your organization. Leveraging engaged members as advocates, focusing on shared causes, and clearly articulating the member value proposition are key strategies for attracting and retaining members. By effectively communicating the benefits of membership and creating a sense of belonging within your community, you can attract new members and ensure the continued success of your organization. In conclusion, mastering member engagement requires a multifaceted approach that encompasses both volunteer recruitment and member acquisition. By actively recruiting volunteers, providing them with the training and support they need, and recognizing their contributions, you can build a strong volunteer base that drives organizational success. Additionally, by recruiting new members and emphasizing the benefits of membership, you can expand your organization’s reach and create a vibrant and engaged community. With these strategies in place, you’ll be well on your way to achieving your organization’s goals and fostering a culture of engagement and collaboration. Explore powerful strategies for boosting member involvement and attracting new volunteers and members! Watch the recording for Zzeem’s February 2024 webinar entitled [“Member Engagement: The Key to Association Sustainability?”](https://www.youtube.com/watch?v=9LvEWLb7if8&t ""Member Engagement: The Key to Association Sustainability?"") **Categories:** blog --- ### [June 25 - Insurance for Associations (with Jodi Nobel)](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel/) **Published:** May 17, 2024 **Author:** jonathanzzeem **Excerpt:** Tuesday, June 25 12:00PM ET **Content:** Insurance prices have gone up and exclusions have increased. Do you have the right protection? Join us as we chat with broker Jodi Nobel to find out what you need to know about your organization’s insurance coverage. [Watch Now](https://www.youtube.com/watch?v=9popxaf22SE) **Categories:** 2024 Past Webinars --- ### [June 25 - Insurance for Associations (with Jodi Nobel)](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel-2/) **Published:** August 8, 2026 **Author:** jonathanzzeem **Excerpt:** Tuesday, June 25 12:00PM ET **Content:** Tuesday, June 25 12:00pm ET start Insurance prices have gone up and exclusions have increased. Do you have the right protection? Join us as we chat with broker Jodi Nobel to find out what you need to know about your organization’s insurance coverage. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [January 11th - What’s in Store for Associations in 2024?](https://www.zzeem.com/january-11th-whats-in-store-for-associations-in-2024/) **Published:** December 6, 2023 **Author:** jonathanzzeem **Excerpt:** Thursday, January 11th 12:00PM ET **Content:** Thursday, January 11 12:00pm ET start What you need to know to plan for 2024. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [Febuary 8 - Member Engagement: The Key to Association Sustainability](https://www.zzeem.com/febuary-8-member-engagement-the-key-to-association-sustainability/) **Published:** January 11, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, February 8th 12:00PM ET **Content:** Thursday, February 8 12:00pm ET start Tips and practices to get members engaged in your Association. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [3 Tips to Keep Your Professional Education Program Fresh](https://www.zzeem.com/3-tips-to-keep-your-professional-education-program-fresh/) **Published:** February 8, 2011 **Author:** jonathanzzeem **Content:** [![Association-fresh-is It Time for Fresh Thinking](http://zzeempr.wpengine.com/wp-content/uploads/2015/11/association-fresh-is-it-time-for-fresh-thinking.jpg "Association fresh is It Time for Fresh Thinking Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2015/11/association-fresh-is-it-time-for-fresh-thinking.jpg)A friend of mine has a dog that needs to lose weight. The vet recommended a simple strategy that guarantees weight loss. Just feed your pet the same meal day in, day out, he said. It doesn’t matter how good the meal is, over time it will become so boring that the dog will get no pleasure from it and he will reduce his consumption. Membership organizations often put their members on the same diet. The result is reduced member engagement and ultimately a drop in membership. If we keep feeding our members the same meal, no matter how excellent, they will look for variety elsewhere – and we will lose them. *So how do we keep our professional education programs fresh and interesting for our members?* We know from working with our clients, that most association leaders do not see professional development programs as events. An event is something that is engaging and entertaining. A professional development seminar is something we do because it’s good for us. *Most associations see an invisible line between an event and an educational seminar.* This is a mistake. If we focus on making learning more of an event there is a subtle but important shift in focus. Treat your learning program as a series of events. The only thing that must be predictable is that you are providing value. The way you do it, should be a creative process that is constantly evolving. So here are three tips to keep your professional education programs fresh: 1\. Make it fun. - Choose speakers and trainers who are adept at engaging their audience. 2\. Make it interactive. - Make sure that the learners have an opportunity to interact with the speaker and the other learners. 3\. Try something new. - Add a new networking game to get your members outside of their cliques - Bring in a speaker with a controversial view - Change the order of the agenda - Change the time of day - Change the venue **Categories:** Association Management, blog, Member Education, Member Value Proposition --- ### [“Do national membership organizations conduct board business in both official languages?”](https://www.zzeem.com/do-national-membership-organizations-conduct-board-business-in-both-official-languages/) **Published:** June 1, 2012 **Author:** erinatzzeem **Content:** I was asked a great question the other day by the CEO of a national membership organization. *“Do most national organizations conduct their board meetings in English? Do they provide translation at all? Is there a requirement that national directors have to be bilingual? Is there a requirement that they have to be able to function in English?”* The answer is interesting. I cannot speak for all organizations in Canada, but here is what I have observed. In terms of member services, all but the very small organizations provide member materials and communications in both official languages and they have bilingual staffers who can communicate in French. However, it’s different for board meetings. I have never met an organization with a “policy” that they will not provide French language services at board meetings but the fact is that although many have francophone board members, they all seem to conduct board business in English. I’m also not aware of any organizations that have an explicit rule that national directors must be fluent in English but if they were not, they could not function at board meetings. The general feeling is that they all would like to have more involvement and leadership from francophone members, but the cost of translation services is prohibitive for all but the largest organizations. The AGM is a different matter. Although board meetings seem to be exclusively in English, the larger associations provide more on the translation side at the AGM. Again, resources are an issue. The smaller organizations simply can’t afford it. Here are a few representative examples in terms of how the AGM is handled by national membership organizations. These are all “officially” bilingual: Association “A”. Revenue is $10-15 million· - They conduct all the AGM business in English · - The PowerPoint slides presented at the meeting are provided in both official languages· - If the AGM is in Quebec or Ottawa they provide simultaneous translation of the proceedings· - If they have francophone officers those individuals deliver their reports in both languages· - They provide all printed materials in both official languages Association “B”. Revenue is $400-600k· - They conduct all the AGM business in English · - They provide all printed materials in both official languages Association “C”. Revenue is $100-250k· - They conduct all the AGM business in English· - Printed materials are provided only in English In summary:· - Member services are typically provided in both languages· - The AGM may have some elements translated into French but only for those who are large enough to have the budget· - Board meetings are typically in English with no translation **Categories:** Association Management, Association Management Issues, Governance --- ### [What is a High Performance Organization and How Do We Get There?](https://www.zzeem.com/what-is-a-high-performance-organization-and-how-do-we-get-there/) **Published:** December 6, 2013 **Author:** erinatzzeem **Content:** < Use this link to view a 2-part webinar series on this topic: [http://vimeo.com/111229759](http://vimeo.com/111229759 "Introduction to the High Performance Membership Organization™") and [http://vimeo.com/113734754](http://vimeo.com/113734754 "The Attributes of High Performance for Associations Is your organization an HPO™")[ ](https://vimeo.com/113734754%20 "The Attributes of High Performance for Associations Is your organization an HPO™")> A membership organization is an organization, typically not-for-profit, that collects fees from its members in return for services, and whose primary purpose for existence is to serve its members. A membership organization is a business and must be operated as one to be sustainable. At a minimum, this means that revenue must exceed costs and that the organization’s resources must be used effectively and efficiently to deliver a high level of service to members. More than ever before, members are questioning the ROI on their membership fees. Membership organizations must be seen to deliver value commensurate with their fees and in excess of alternative options. A high performing membership organization (HPO) delivers a highly efficient “back stage” and a highly valuable “front stage”. Back stage efficiency drives down costs and improves service delivery. Front stage value drives revenue. The back stage elements are the internal systems and processes that support the outward facing activities of the organization. Like plumbing and electricity, the back stage is invisible when it is working well and painfully visible when it is not. The front stage includes the elements that stakeholders and members see and interact with. They are highly visible and have a direct impact on the credibility and profile of the organization. ## 8 Elements of the High Performance Organization There are 8 elements to the High Performance Membership Organization: 1. Governance 2. Planning 3. Resource Management 4. Human Resource Management 5. Revenue diversification 6. Member Value Proposition 7. Sponsor Value Proposition 8. Stakeholder relations and issues management These 8 elements comprise the front-stage and back-stage elements that tie back to the Sustainability Model for membership organizations. Each of the eight elements plays a key role in the success of the membership organization. These eight elements map back to the Sustainability Model. The Sustainability Model has 5 pillars. We have observed that membership organizations that have all of these pillars in a healthy state are invariably sustainable. In practice however, many organization are not able to provide all five pillars. Therefore they must be particularly strong in the service areas they can provide – to balance their more limited scope. ## 5 Pillars of the Sustainability Model for Membership Organizations 1. Regional Networks. The organization has grass-roots chapters or networks that connect directly with members in their local area. 2. Stakeholder Relations and Issues Management. This is often referred to as advocacy or government relations. The organization has a program that builds and strengthens relationships and influence with stakeholders and proactively manages issues affecting its members. 3. Knowledge Products and Communications. The organization publishes and/ or provides meaningful reference materials that help its members pursue their business, trade, profession or special interest. 4. Events. The organization provides in-person events where members can network or learn, or both. 5. Professional Development and Certification. The organization provides recognized and relevant learning opportunities and/ or certification that helps its members to become more proficient at their business, trade, profession or special interest. HPO Back Stage *Back Stage Efficiency = Lower Costs, Better Service* [![Hpograph_1](http://zzeempr.wpengine.com/wp-content/uploads/2013/12/hpograph_1.jpg?w=300 "Hpograph 1 Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2013/12/hpograph_1.jpg) (click to enlarge) HPO Front Stage *Front Stage Value = Higher Revenue* [![Hpograph_2](http://zzeempr.wpengine.com/wp-content/uploads/2013/12/hpograph_2.jpg?w=300 "Hpograph 2 Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2013/12/hpograph_2.jpg) (click to enlarge) **Higher Revenue + Lower Costs = Higher Sustainability** ## How to Become a High Performance Organization? Find out where you are now and close the gap. We’ve taken the elements of the HPO Model and rolled them out into comprehensive action steps and processes that allow membership organizations at any level to identify the gap between their performance and that of the high performing organization. These action steps and processes are identified in an assessment template that can be used to identify areas of excellence and areas for improvement. Read more about the [High Performance Transformation Program…](/high-performancet-ransformationprogram/ "High Performance Transformation Program") **Categories:** Association Management, Governance, High Performance Organization, Leadership --- ### [Fear and Loathing – Many Association Leaders Are Missing the Point of Preparing a Budget](https://www.zzeem.com/fear-and-loathing-many-association-leaders-are-missing-the-point-of-preparing-a-budget/) **Published:** June 16, 2014 **Author:** erinatzzeem **Content:** [![Business-budget](http://zzeempr.wpengine.com/wp-content/uploads/2014/06/business-budget1.jpg?w=300 "Business budget Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2014/06/business-budget1.jpg)A lot of smart people hate numbers. They have a vision, they know what they need to do, but for them, preparing the annual budget is a tedious formality and a low value exercise. The annual budget exercise is the life blood of association sustainability. A good budget is creative, intelligent and practical. It’s the numerical picture of where we’re going and how we’re going to get there. It shows how we’re going to use the money we bring in the door to serve our members. If we create an excellent budget and follow it, line by line, will be both sustainable and successful. Here are some common, but bad practices, and some best practices: **Common bad practices** Revenue projections: Revenue projections are a “plug” figure 1. The revenue projections are not thoughtfully prepared. A revenue number is simply inserted to match our planned expenditures. When revenue projections are not met, they’re discounted as “out of our control”! 2. Performance expectations: As long as we meet the bottom line target at the end of the year we’ve done our job. Individual line items are not respected. 3. The CFO or Treasurer prepares the budget based on last year’s numbers. The management team is not engaged in the process. **Best practices** 1. Revenue Diversification: If member dues/fees revenue is greater than 50% of the total, we’re vulnerable. Member dues should be important enough to keep us focused on why we exist but not so high that we’re forced to reduce member services during a decline – just when our members need us most. Revenue diversification should be an important objective. 2. Thoughtful Planning: Every line item in the budget should match our strategic objectives for that area. What do we need to invest in? How can we increase efficiency to reduce costs? Where do we need to focus our revenue sources? 3. Meaningful tracking: Track budget/actual monthly to keep on top of activity. Saving money on one item is not an excuse to over spend on another expense item. Revenue windfalls are not an excuse to fall short of other revenue projections. 4. Team engagement: The whole management team should be engaged in the budget process and line managers should have accountability for their sector of the budget. If you’ve never done a really thoughtful, meaningful, budget, the first time will be time consuming and may be a little painful – particularly if you’re one of those smart people who hates numbers. But it will get easier each year – and you’ll see the results. If you would like help and support to get there ask us about our [Leadership Support Program](https://www.zzeem.com/leadership-support-program/ "Leadership Support Program"). **Categories:** AGM, Leadership, Leadership Support Program --- ### [When in doubt – hire it out! Get what you need at a price you can afford.](https://www.zzeem.com/when-in-doubt-hire-it-out-get-what-you-need-at-a-price-you-can-afford/) **Published:** May 12, 2014 **Author:** erinatzzeem **Content:** [![Way Signs "outsourcing - In-house Solutions"](http://zzeempr.wpengine.com/wp-content/uploads/2014/05/outsourcing.jpg?w=300 "Way Signs outsourcing In house Solutions Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2014/05/outsourcing.jpg)Running a successful association is a lot like building or renovating a house – it requires different talents to do the best job. You have talents in certain areas, but you can’t take care of everything and affordably build a sustainable, beautiful home. Even Mike Holmes uses sub-contractors. Your association may do a better job, more affordably, by using outsourced services and expertise. Taking a targeted approach will help you find the right partner, at the right price – the first time. Here are the most common mistakes – and how to avoid them: ## **Mistake #1: Doing it all yourself** Assess and leverage your team’s talents. Is high level talent doing low level work? Are some of your team members operating outside of their expertise? What is missing or can be done faster or better by an external partner? You can easily outsource operational oversight and administration or technical services. This allows you to deliver higher-level member services with limited risk. And it gives you time to focus on taking your organization forward. ## **Mistake #2: Assuming you’re buying a commodity** Outsourcing is an extension of your team and it should be managed the same way you’d hire an employee. Outsourced services come in all shapes and sizes. Fit matters as much as price. Would you ask strangers to bid on the salary for a position and then hire the lowest priced bidder? ## **Mistake #3: Starting with an RFP** This is the most time-consuming, painful way of choosing a partner and often the least successful. Instead, start by creating a list of potential vendors by seeking recommendations from your personal and social media network e.g., LinkedIn. **Do not send an RFP to this preliminary list**. This shot-gun approach is often seen as a “fishing expedition” and qualified candidates may not respond. Prepare a Request for Information (RFI) that provides a broad overview of your needs. Ask the vendors to explain how they can meet your needs. From there, create a short list of 2-4 suppliers and interview them – ideally in person. Be honest about your challenges, expectations and budget (provide a copy of your financials). Focus on what is most important to you and use the opportunity to ask *them* what they think you need – they are experts and may suggest options you never considered. Ask yourself- During the interview did they ask good questions? Did they understand your business and needs, and have the experience to address your challenges? Did they tell you things you didn’t know? Ask for examples of their work, and request references from their clients. This should leave you with 1-2 top prospects. Now it’s time for the RFP (Request for Proposal). Based on the RFI and interview information, prepare a detailed RFP and send it to your top candidates. You have already started to build relationships and now it’s time to compare service delivery and pricing. Include thorough details about the organization, scope of work and expectations. The RFP development will take work, but the good news is that you’ve only sent the RFP to a small group so there’s much less time involved in the review process. Hold a second interview to discuss each proposal and determine who is the best fit. ## **Mistake #4: Losing control of the process** Poor organization damages the validity of the process. Set the ground rules upfront and decide how to manage the RFP process. - Have one point of contact during the selection process. - Include a timeline that identifies when questions will be answered, the date and time when responses must be received, the decision timeline and a start date. - Without disclosing vendors, share questions and answers with all respondents so they can prepare their responses based on similar information. Good organization must continue after the contract is signed. Provide a management framework that includes effective oversight, two-way communication and on-going evaluation. [Learn more about outsourcing](/managed-services/ "Managed Services for Membership Organizations") or listen to the[ Zzeem webinar on “Outsourcing”](https://vimeo.com/100318096 "Outsourcing for Associations: “How to Get What You Need at a Price you can Afford.” webinar"). **Categories:** Association, Association Management, Association Management Issues, Leadership --- ### [Benchmarking – what is it and why bother? Are you sick of hearing the word already?](https://www.zzeem.com/benchmarking-what-is-it-and-why-bother-are-you-sick-of-hearing-the-word-already/) **Published:** July 3, 2014 **Author:** erinatzzeem **Content:** [![Benchmarking](http://zzeempr.wpengine.com/wp-content/uploads/2014/07/benchmarking.jpg?w=300 "Benchmarking Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2014/07/benchmarking.jpg) Benchmarking has become a hot topic for associations. The 2008-2009 downturn prompted many associations to assess their performance and the value they deliver to members. Benchmarking is being used to set a base level for associations to track their own performance growth and as a tool to compare themselves to other associations. A benchmark is a standard or indicator against which something can be assessed. An example of a benchmark is the number of members you had at the end of your last fiscal year. If you track your membership at the same time every year you can assess your performance in attracting and retaining members. This is an **internal** benchmark. It’s only relevant to your association. It shows you how you are performing this year compared to last year. An **external** benchmark is an industry statistic or standard that allows you to compare your association with your peers. A simple example of an external benchmark is the average annual growth rate for Canadian membership associations. If you are tracking your membership numbers annually, it is a simple calculation to track your growth rate each year (# of members at end of this year / # of members at end of last year) \* 100. If you know that your average growth rate over the past 5 years is 10% and the growth rate for comparative associations is 5% then you know your membership growth is higher than your peers. But what if your peers aren’t doing very well in that area? Is it good enough to know that you’re doing better than average when the average is rather poor? This is where best practice benchmarking comes in handy. **Benchmarking** is the process of comparing an internal performance metric (e.g. membership growth) to an internal or external benchmark. One example of a best practice external benchmark is the [**High Performance Membership Organization™**](/highperformanceorganization/ "High Performance Assessment Program"). This allows you to measure your performance against industry best practices. Why should we bother to do benchmarking? Members are holding their associations to increasingly high standards. More is being demanded of members in their own workplaces and having both the time and the money for membership activities is challenging. So members are expecting more from their associations. The leading associations are finding ways of demonstrating excellence to their members and stakeholders. So why bother? If you’re an association CEO or director, you’re managing a business. If you know your business metrics and focus on performance, you’re doing your job well. If not, it’s like forgetting to put your trousers on before you walk out the door. **Categories:** Association Management, High Performance Organization --- ### [Corporate Culture can make you or break you](https://www.zzeem.com/corporate-culture-can-make-you-or-break-you/) **Published:** July 18, 2014 **Author:** jonathanzzeem **Content:** I just read a very interesting article written by an ex-Microsoft employee. In it he identifies seven points related to the Microsoft Culture which need focus. I implore you to read this, and think about the impact on your organization. You may find yourself rubbing your chin in thought. 1. Say “Yes” instead of “No” and support someone’s wild, unusual, different idea. No is easy. Yes is difficult, and perhaps better. 2. Try. Failure should be supported for the learning it provides. 3. Vision is a long term thing. Vision can guide you over the inevitable speed bumps. Give up on vision and those bumps become insurmountable. 4. Sniping and negative comments are a cancer in any organization. 5. Staff alignment. Managers and product masters are not the same. Not every great product person is a great manager. And not every great coach is a great product person. 6. Being diverse means rewarding and encouraging different paths to success. It doesn’t relate to race, sex or religion. It relates to different ways of thinking. 7. Managers should be invisible. Their job is to clear the way for their talented team to do its job and making sure their employees are getting recognition and credit. So take a few minutes; grab your relaxing beverage of choice; fire up the tablet and check out [seven-things-satya-nadella-should-do-next-to-truly-change-microsofts-culture/](http://jacksonfish.com/2014/07/17/seven-things-satya-nadella-should-do-next-to-truly-change-microsofts-culture/) **Categories:** Leadership --- ### [What Toronto Politicians Can Teach Us About Issues Management](https://www.zzeem.com/what-rob-ford-can-teach-us-about-issues-management/) **Published:** August 22, 2014 **Author:** erinatzzeem **Content:** [![Issuesmanagement](http://zzeempr.wpengine.com/wp-content/uploads/2014/08/issuesmanagement.jpg?w=300 "Issuesmanagement Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2014/08/issuesmanagement.jpg) When it comes to getting your message heard, humility is no virtue. I’ve noticed that many membership organizations put a lot of hard work into their advocacy efforts but often their efforts are barely noticed by their stakeholders. If you’re hiding your light under a bushel you’re sabotaging the impact of your efforts. Instead take a proactive approach to get your message in front of your members and the decision-makers you want to influence. This demonstrates leadership and can provide unique platforms to deliver your advocacy message. Often untapped resources are media stories. An organization can cleverly tap into a somewhat related news event to share information related to its advocacy message – reaching an often unattainable, broader audience. The late Rob Ford was a great example of utilizing this technique to communicate his messaging. No matter what question he was asked by the media, he repeated his key messaging. For example: “Mr. Ford, do you smoke crack cocaine?” His response, “My record stands for itself. I saved the tax payers of this city one billion dollars”. This is the blunt instrument approach but you can use a more eloquent segue. Seek a news story that has garnered broad attention and use it as a spring board to expand your advocacy reach through press releases, letters to the editor, social media, etc. Consider this example: In February 2014, pundits everywhere were talking about Toronto mayoral candidate John Tory’s controversial statement that women should learn to play golf to forward their careers. This would have been a prime opportunity for golf associations to share advocacy messaging such as: *“We read with keen interest the article that reported on John Tory’s statement about the importance of women playing golf. One of the key objectives of the ABC Women’s Golf Association is to attract sustainable funding that will enable young female athletes to have access to a career as golf professionals. We are dedicated to working with the decision makers within government, the sport community and the private sector to make this vision a reality for women across Canada.”* Ironically, as I scoured the news and internet the week the story broke, I did not see any such responses – the opportunity to reach the masses and influence potential stakeholders was lost. But I did read “I saved the tax payers of the city one billion dollars”. **Categories:** Association Management, High Performance Organization, Issues Management --- ### [Knowledge Products for Associations. Do You Have the Power? Flex Your Knowledge Muscles.](https://www.zzeem.com/knowledge-products-for-associations-do-you-have-the-power-flex-your-knowledge-muscles/) **Published:** September 5, 2014 **Author:** erinatzzeem **Content:** [![Brain](http://zzeempr.wpengine.com/wp-content/uploads/2014/09/brain.jpg "Brain Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2014/09/brain.jpg) Do you know that approximately three quarters of the Gross World Product is produced using human knowledge and creativity? “Knowledge is power” and successful membership organizations flex their knowledge muscles to boost their success and that of their members. Knowledge products are meaningful, highly focused information resources that impact outcomes. They disseminate information that helps members, industry sectors and/or organization make effective decisions. Knowledge products contribute notably to credibility and authority. For advocacy organizations, well-considered knowledge products can define them as being “the source” and encourage influencers to seek their expertise and opinions when making decisions. Knowledge products can be a source of revenue and provide quantifiable member value by facilitating access to vital information – either exclusively or at discounted prices. Offering knowledge products to non-members can further enhance perceived value through higher pricing models and limited data access. Knowledge products expand on information or data to make it relevant to the end-user. Examples of knowledge products can include: - Comparative salary surveys - Emerging trends surveys and analysis - Issues identification and analysis or management reports - Impact studies - Industry sector profiling and scope analysis - Instructional , step by step guidelines, templates, check lists, tips and tricks, how to videos - White papers - Workshops, webinars, targeted educational events - Legislation and regulatory updates Organizations that focus on providing quality knowledge products that are sought after by their members are more sustainable. Every membership organization has the in-house expertise to produce knowledge products. If you are not doing this now, consider it in your next planning cycle as a source of visibility, credibility, member value and revenue. **Categories:** Association, Association Management, Association Management Issues --- ### [The Power of 3: Clearly Defined Missions, Visions and Member Value Propositions](https://www.zzeem.com/the-power-of-3-clearly-defined-missions-visions-and-member-value-propositions/) **Published:** October 10, 2014 **Author:** erinatzzeem **Content:** [![Mvp_superheroes](http://zzeempr.wpengine.com/wp-content/uploads/2014/10/mvp_superheroes.jpg?w=300 "Mvp superheroes Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2014/10/mvp_superheroes.jpg) Vision, Mission, Member Value – Oh my! I always suspected these were a load of crap but over the years, I have gained a deep appreciation of the importance of having thoughtful mission and vision statements that align with clearly defined member value propositions. Frequently member organizations write mission and/or vision statements –that are vague and general, post them on their website and then …forget about them. Often, there is little to no connection with the member value proposition. This is a big mistake because together these 3 elements are powerful and intrinsically linked to the organization’s success and sustainability. Collectively they answer the questions “Why are we here?” and “What are we trying to solve”. Mission and vision statements are “ground zero” for the member value proposition – together they define and determine the value that is delivered. So how do you differentiate between the mission and vision statements and the member value proposition? ### **The Mission Statement** This statement describes why we’re here, what we do and for whom. It tells prospective members right away if they have a connection with the organization. It defines what makes us distinctive and answers 3 questions: 1. Why does our organization exist? 2. For whom? 3. To do what? e.g. *In order to increase recognition and professionalism amongst administrative professionals in the Greater Toronto Area, the GTA Administrative Assistants Association provides training, certification, support and employer relations advocacy for administrative assistants who work in Toronto.* ### **The Vision Statement** This statement describes an ideal end state to which the organization aspires. It may be a self-referential goal (e.g “we are the best….”) or better still, an aspiration on behalf of its members – perhaps it is even an unachievable, ideal goal. Vision statements answer 2 key questions: 1. What needs to change? 2. What is the dream/ideal end state? (i.e. what does success look like?) e.g. *A thriving, respected profession where all administrative assistants in the Greater Toronto Area are highly qualified, highly valued and fairly paid by their employers.* ### **Member Value Proposition** This statement describes the pain or desire that the organization solves for its members – in language that speaks from the perspective of the member. e.g. Membership in the GTAAAA gives you: - Training and certification to increase your skills, confidence, professional credentials and compensation. - Networking and support to increase your connections and achieve your career goals. - Employer relations advocacy to help your employer recognize the value and worth of your role as an administrative assistant. I encourage associations to invest in the time required to determine and clearly articulate vision and mission statements and define their member value propositions. Taken in isolation – they are simply statements. Collectively they are a powerful, driving force. **Categories:** Association Management, Association Management Issues, Member Value Proposition --- ### [KISS Your Board](https://www.zzeem.com/kiss-your-board/) **Published:** February 18, 2015 **Author:** erinatzzeem **Content:** *[![Kissyourboard](http://zzeempr.wpengine.com/wp-content/uploads/2015/02/kissyourboard.jpg "Kissyourboard Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2015/02/kissyourboard.jpg)**How to Inform your Board in Five Minutes or Less!*** You may have heard me say – High Performance Organizations have boards that make good decisions. Typically management provides information to assist with the decision-making process. Unfortunately, many boards receive too much information that’s poorly organized – derailing timely and effective governance practices. Complicated financial statements and complex management reporting are key symptoms of dysfunctional decision making. Using the K.I.S.S. (“Keep It Simple, Silly”) principle will help you better equip your board to make timely and informed decisions. As a general rule of thumb directors need three things: 1. The right information 2. The right comparatives and metrics 3. The right format The first two of these elements should be presented as a consistent set of back-up reports with metrics that directors can refer to for more information. Performance metrics are a valuable and simple way of tracking organizational health. A brief dashboard that shows 3 years of comparable metrics with actuals against targets is an excellent, at-a-glance tool. The last element, the right format, is the 5 minute report that notes only those items that require direction, decision or action by the board or one of its committees. The information presented should cover four key areas: 1. Sustainability 2. Strategic Objectives 3. Member Value 4. Financial status Let’s use an example. The board needs to know the organization’s financial status and usually they are provided with a set of financial statements and little if anything else. As a management tool, financial statements reflect a specific point of time and its relevance changes over time. Often financials include too much or little detail. Many smart people are overwhelmed when presented with pages of numbers and are reluctant to admit they do not understand how to dig through the data to find the relevant information. Instead, present well-structured financial management reports. Everything an organization does is reflected in the numbers. Well-designed financial management reports should quickly and simply communicate the big picture; answer *“Are we moving towards our objectives?*”, “*Are there risks or opportunities we need to address?*”; and reflect on the organization’s management. **Keep it simple** –present data in a format that is easy to review, analyze and understand. Too many details complicate and mask key issues. Use a table that includes high level, key functional line items. Also highlight year over year trends and progress against targets in key expense and revenue areas.[**![Financialresults](http://zzeempr.wpengine.com/wp-content/uploads/2015/02/financialresults.png "Financialresults Zzeem")**](https://zzeempr.wpengine.com/wp-content/uploads/2015/02/financialresults.png) In addition, a good management report should support the statements by drawing attention to items of note, adding details to explain variances and specify where the board needs to make decisions. It is not a list of activities highlighting how your time was spent. As an example, financial reports might show that a program is under budget. Does this mean we’re doing a good job by containing expenses or does it mean we’re not delivering the planned programming? You may need to flag the variance as it may mean that the organization is not providing good member value and the board may be required to provide direction to rectify the situation. By **keeping it simple**, well-structured management reports facilitate a board that is informed, high functioning and engaged in proper risk management and member value. In addition it can intelligently seek opportunities, monitor key milestones and move the strategic plan forward – all for the betterment of the organization and its members. So pucker up and K.I.S.S. your board! For more information on this subject download a copy of our [“5 Minutes or Less” workbook](https://www.zzeem.com/wp-content/uploads/2021/01/Workbook-2016-Inform-Your-Board-in-5-minutes-or-less.pdf). For more information on association topics, check out our live interviews with association leaders on our [VIMEO channel](https://vimeo.com/zzeeminc) including [Part 1](https://vimeo.com/127281812 "Part 1 - How to Inform Your Board in 5 Minutes or Less: Effective management reporting for smart people who hate number") and [Part 2](https://vimeo.com/129911594) of webinars on this topic. **Categories:** Association, Association Management, High Performance Organization --- ### [We Can Fit! Bringing your HR Pieces Together](https://www.zzeem.com/we-can-fit-bringing-your-hr-pieces-together/) **Published:** March 23, 2015 **Author:** erinatzzeem **Content:** [![All Puzzle Pieces](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/all-puzzle-pieces.jpg?w=267 "All Puzzle Pieces Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/all-puzzle-pieces.jpg)Are you missing key HR talent? Don’t have the revenue to hire the team you need? Associations strive to represent their members and provide them with optimal member value and excellent service. In the initial stages, many associations achieve this with the help of one or two staff members. As the organization matures, the demand for more complex expertise increases. This staffing model is not scalable for 2 reasons: 1. There may not be enough revenue to hire staff to fill in the missing pieces. 2. Often the additional skills needed are diverse and none of them are really full-time positions. Perhaps you need a 1/4 of a CFO, 1/8 of an HR manager and 1/2 of an event manager. You can try to find that elusive candidate who has all of these skills and pay a salary consistent with the highest value set. Alternatively you can seek a more creative and affordable solution. Hiring an Association Management Company (AMC) may be the answer: - Your association can take advantage of notable expertise and support in multiple disciplines for significantly less than it would cost to hire that same scope of expertise and staff. - Because AMCs manage multiple associations, you will benefit from a broader perspective, a wider professional network, best practices beyond your sector, and a comprehensive service delivery infrastructure. To successfully bring your staffing pieces together, it is important to approach this relationship as you would any other employee hire. **[![Bluepiece](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/bluepiece.jpg "Bluepiece Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/bluepiece.jpg)Prepare a thoughtful “job description” (a.k.a. the RFP)** Take inventory of your current staffing “assets” as they often bring specialized industry knowledge that you want to leverage. Assess how to best optimize their talents and based on your strategic objectives and staffing deficits, determine the additional services and expertise required to move the organization forward. It is important to be clear as to who will, and how to manage the staffing team(s). Perhaps you have a full time CEO to manage the team or maybe that is the expertise that you want to outsource. **[![Redpiece](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/redpiece.jpg "Redpiece Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/redpiece.jpg)Consider how you will integrate the AMC staff with your existing team** Take time to ensure that your current staff does not feel vulnerable in the potential new staffing model and “buys into” the benefit of the new partnership and new opportunities. It is important for everyone involved to be clear on who is accountable for what and that the roles, responsibilities and individual tasks are clearly defined. **[![Yellowpiece](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/yellowpiece.jpg "Yellowpiece Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/yellowpiece.jpg)Ensure there is an overall good fit** **(a.k.a. the interview & reference check)** As with any hire, you want to ensure that it is a productive and positive experience for all parties. In addition to achieving specific work objectives, you want a partner that is the right fit for your association. Meet with the AMC team to ensure that everyone understands your strategic objectives; that their staff and infrastructure meets your operational needs and fits with your corporate culture; and everyone can work well with your existing team. Don’t forget to follow up on references. **[![Greenpiece](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/greenpiece.jpg "Greenpiece Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/03/greenpiece.jpg)Communicate, communicate, communicate** It is vital that all team members are on the same page at all times – not only to ensure that tasks are completed in a timely fashion but to also enhance the team spirit and cooperative and supportive efforts. This is especially important when the team is not located under the same roof as is often the case in this situation. The ED should ensure that they hold regular team meetings – ideally face to face – with both the AMC and association staff. Partnering with an AMC can enable your association to leverage in-house and external talents in an affordable and effective way. High performance organizations know their options and use them creatively to take their business to the next level. For more information about HR, high performance organizations and where HR fits into the High Performance Membership Organization Model™, check out our VIMEO channel: 1. [Interview with Ed Barisa, CEO of Ontario Real Estate Association](https://vimeo.com/122773066 "Zzeem Leadership Series with Ed Barisa") 2. [Introduction to the High Performance Membership Organization™](https://vimeo.com/111229759 "Introduction to the High Performance Membership Organization(TM)") **Categories:** Association Management, Association Management Issues, High Performance Organization --- ### [Roll Out the Red Carpet...Celebrate your Volunteers!](https://www.zzeem.com/roll-out-the-red-carpet-celebrate-your-volunteers/) **Published:** April 17, 2015 **Author:** erinatzzeem **Content:** [![Redcarpet](http://zzeempr.wpengine.com/wp-content/uploads/2015/04/redcarpet.jpg?w=300 "Redcarpet Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/04/redcarpet.jpg)April 12-18th is National Volunteer Week – the Oscars of the non-profit world – where organizations across Canada “recognize, celebrate and thank Canadian volunteers”[\[1\]](#_ftn1). There is no question that volunteers are the backbone of [High Performance Member OrganizationsTM](/highperformanceorganization/). They are a vital human resource and major contributor to its overall success by providing leadership and strategic direction; key subject matter and sector expertise; and hands on delivery of programs and initiatives. Working with volunteers falls under Human Resource Management –one of the eight pillars of a [High Performance Organization (HPOTM)](/highperformanceorganization/). Ensure that your volunteers understand the organization’s value statement, that way they can “self-align” with the goals of your organization. As you read the first 3 points below reflect on how a clear value statement would help in each section. Successful volunteer management programs include the following key elements: **1. Value the role and contribution of volunteers** Create a volunteer-friendly culture that values the time and commitment offered. - Remember that volunteers are members – not employees – of the organization and they have additional commitment and responsibilities outside of your organization. - Communicate clearly the organization’s commitment to volunteers. - Be prepared before seeking volunteer assistance to optimise their time. - Create a trusting, inclusive and respectful environment. **2. Provide a framework and structure for success** Volunteers who understand what is expected will do a better job and feel successful. - Develop clearly stated policies and procedures that articulate the organization’s rules, processes and expectations. - Write volunteer job descriptions that identify required roles, key competencies and time requirements. Terms of reference should be reasonable with manageable workloads and provide diverse opportunities for both skill and commitments. - Develop effective screening processes to ensure you have the right volunteer for the job. - Provide training and orientation sessions with support materials that highlight how the organization operates and why and how the volunteer efforts support its success. - Provide accessible ongoing support, direction, encouragement and on-going two-way communication. **3. Understand why people volunteer and help them to achieve *their* goals** - Recognize that people volunteer for a variety of reasons, e.g., giving back to the community; professional and personal networking; having an impact; sharing or gaining skills; recognition, etc. **4. Recognize individually and publicly volunteer contributions** - Provide frequent and personal recognition on an ongoing, informal, genuine and supportive way. - Ensure the communication lines are open and use every opportunity to express your thanks. - Consider special events, public awards or recognition for key volunteers. Volunteer Appreciation Week is an opportunity for organizations to examine how they work with volunteers and consider ways to further strengthen this valuable relationship. So, roll out the red carpet and celebrate these “unsung heroes”! [\[1\]](#_ftnref1) http://volunteer.ca/nvw2015 **Categories:** Association Management, High Performance Organization --- ### [Why Survey Your Members? Here are Three Good Reasons](https://www.zzeem.com/why-survey-your-members-here-are-three-good-reasons/) **Published:** August 24, 2015 **Author:** erinatzzeem **Content:** [![Bullseye](http://zzeempr.wpengine.com/wp-content/uploads/2015/08/bullseye-arrow.jpg?w=300 "Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2015/08/bullseye-arrow.jpg)[Member surveys](http://www.brammresearch.com/) can be used to address a variety of objectives. In this blog I look at the benefits that can come from three types of surveys. When I talk to [member-based organizations](https://vimeo.com/zzeeminc) about survey research, it’s often a low priority item. After all, they argue “we have our fingers on the pulse of our membership”. They support this by saying, “we talk to our volunteers, we see a large number of members at our annual conference and we chat with members via email and telephone when they have problems”. This is all very true but here are three problems with that approach. First, you’re only hearing from a select sub group of your members – typically the most active. What about other members who are less involved? Secondly, most of us have a propensity to be polite. Researchers refer to this as a “politeness bias”. We are unwilling to put forth our true feelings in face-to-face conversations if we think it may hurt someone else’s feelings. Thirdly, we have a tendency to towards “selective listening”. Essentially this means that I tend to hear only the good news but unconsciously filter out the bad. What we need is a method of listening, learning and responding to our *entire* [membership](/memberrecruitment/). Survey research provides us with this opportunity. Using established sampling techniques, coupled with a sound questionnaire we can overcome the biases outlined above. Here are three ways that survey research can be used to better serve your members. **Understanding Your Members** Your members are multi-generational with vastly different levels of knowledge and experience. Coupled with these differences, comes a diverse set of challenges. A well constructed survey can help you segment your membership based on theses factors. Armed with this demographic and psychographic information you will be able to prioritize your efforts and tailor products and services to target specific needs. **Attitudes Towards Your Organization** Your organization provides your members with a variety of benefits in the form of products and services. A survey will allow you to quantify the number of members who are aware of and use these product and services. Furthermore, you will be able to measure attitudes towards these offerings and examine other benefits and delivery mechanisms. **Sharing information** Members of an association, whether they be individuals or organizations, have information related to their profession or business. An association can tap into this vast pool of knowledge by collecting and distributing that information for the benefit of all members. These “knowledge products” provide information that will help members in their decision-making efforts, for example, compensation and benefits surveys, industry outlook or benchmarking/best practice surveys. These are three general ways that survey research can be used to help your organization meet the evolving needs of your members. Of course there are dozens of other challenges that will arise that can be addressed with a well thought out research study. ***Guest blog courtesy of*** ***Gerald Bramm, Principal, [Bramm Research](https://vimeo.com/zzeeminc)*** *For more information on association topics, check out our live interviews with association leaders on our [VIMEO channel](https://vimeo.com/zzeeminc "VIMEO channel") including the [2015 Benchmark Survey – Preliminary Results webinar](https://vimeo.com/137405069)* **Categories:** Association Management, Association Management Issues, High Performance Organization --- ### [Seven Steps to Successful Sponsorships](https://www.zzeem.com/seven-steps-to-successful-sponsorships/) **Published:** September 16, 2015 **Author:** erinatzzeem **Content:** [![7 Steps](http://zzeempr.wpengine.com/wp-content/uploads/2015/09/7-steps.jpg "7 Steps Zzeem")](http://zzeempr.wpengine.com/wp-content/uploads/2015/09/7-steps.jpg)Sponsorship provides powerful marketing and competitive opportunities for sponsors and can be a significant source of resources for associations. But it’s a tough old world out there and your sponsors have many other ways to spend their business development budget. What does your association offer that is unique? Do you have a [powerful SVP](https://www.zzeem.com/Sponsorship/) (sponsor value proposition)? Sponsors are interested in partnering with membership organizations for two reasons: 1. Because aligning their brand with yours increases their visibility or perceived value 2. Because your members make or influence the buying decisions for their product or services So you must provide a compelling case for both. When done well, sponsorship is a business AND personal relationship and both partners benefit. Follow these seven steps to successful sponsorships: 1. **DISTINGUISH YOURSELF:** Know your organization, understand your brand, identify how you differ from others and articulate your value. 2. **KNOW YOUR SPONSORS:** Understand their business goals and objectives. Tailor the sponsor package to meet their objectives. 3. **FOLLOW *THEIR* BUDGET CYCLE:** Reach out to them when they’re planning their budget. 4. **IDENTIFY DECISION MAKERS:** Understand the sponsors’ decision-making process and hierarchy, e.g., who are the buyers versus the influencers? What information do they require – particularly if your contact does not make the final decision? What are their business deliverables and how can your association make them look good and help them be successful? 5. **ARTICULATE THE ROI:** Create a business case for an investment in your organization. Clearly define the return on their investment (ROI). The higher the value, the greater the ROI. Share relevant data including member demographic and purchasing information to demonstrate the “fit”. Define whether the sponsorship is event specific, year-round with multiple touch points or multi-year. Explain how they can maximize the opportunity. Define the sponsor benefits and value, ensuring the values differ incrementally based on the price and provide consistent and fair recognition. **SPONSOR BENEFIT TREND:** Get the sponsor in front of your members. Provide them with a speaking engagement where they can showcase their expertise in a way that’s useful to your members. 6. **PROVIDE A RANGE OF OPTIONS:** Provide a balanced variety of entry-level to higher-priced premium offerings that provide a good balance of visibility and direct contact with members. Consider the time required to secure the sponsors. Too many lower priced options take time away from securing higher value opportunities and may undervalue the whole program. 7. **DEDICATE RESOURCES:** Successful sponsorship management requires dedicated individuals who are skilled at sourcing, building and nurturing on-going relationships. This is not trivial. It takes time and effort to research qualified prospects; to develop an effective “pitch” with professional and comprehensive support materials; execute the value proposition; and provide necessary ongoing, personalized appreciation efforts and engagement that is mutually beneficial and facilitates long-term support. Bottom line: Take this seriously. The more effort and professionalism you put into your sponsor program the more successful it will be. Find out more about [building successful sponsorship programs](https://www.zzeem.com/Sponsorship/) and the [High Performance Organization](https://www.zzeem.com/HighPerformanceOrganization/)TM on our website. Check out our [VIMEO channel](https://vimeo.com/zzeeminc) for webinars on this topic. **Categories:** Association Management, High Performance Organization, Sponsor Value Proposition, Sponsorship --- ### [Not-for-profit is NOT a philosophy:  It is simply a tax construct.](https://www.zzeem.com/not-for-profit-is-not-a-philosophy-it-is-simply-a-tax-construct/) **Published:** April 1, 2016 **Author:** erinatzzeem **Content:** [**![Not for Profit is Not a Philosophy, It's a tax strategy](http://zzeempr.wpengine.com/wp-content/uploads/2016/04/not-a-philosophy.jpg "Not a Philosophy Zzeem")**](https://zzeempr.wpengine.com/wp-content/uploads/2016/04/not-a-philosophy.jpg)Does your association board include directors who tell you that operations must be run on a break even basis because you are a “*non-profit”*? Nonsense! You will not lose your non-profit status nor will the Canada Revenue Agency (CRA) penalize you for having resources. A “not-for-profit”, or “non-profit” organization is a registered corporate entity that dictates how a corporation files its taxes. It does not mean “***no”*** profit. The key difference between for-profit and not-for-profit is how the organization uses its surplus. - **For-Profit:** For-profit organizations may either reinvest or distribute the surplus to the owner(s) and/or shareholders - **Not-for-Profit:** Not-for-profit organizations do not have owners or shareholders and may not distribute their surplus to members, stakeholders etc. However, they may retain a “rainy day”/reserve fund, etc. Any sustainable business – which includes associations– has money in the bank for two reasons: 1. To invest in the future (e.g. technology, staffing, marketing) 2. To provide a buffer in the event of an unexpected economic downturn/emergency. [High Performance Membership Organizations](/highperformanceorganization/)™ plan and maintain a “war chest” and develop an operating reserve policy which dictates a minimum savings requirement. To ensure the legitimacy of the reserved with the Canada Revenue Agency, it is strongly recommended that associations are explicit about the purpose(s) for which the reserves are retained. **Categories:** High Performance Organization --- ### [Millennial Engagement. Boomers need to let go.](https://www.zzeem.com/millennial-engagement-boomers-need-to-let-go/) **Published:** April 12, 2016 **Author:** erinatzzeem **Content:** ![Millennial Engagement](http://zzeempr.wpengine.com/wp-content/uploads/2016/04/millennial-engagement.jpg "Millennial Engagement Zzeem")I recently worked with an association that had a board comprised primarily of “boomer” directors. Recognizing the importance to diversify the board, they actively recruited younger board members. Unfortunately, when push gave to shove, these newcomers were not given leadership opportunities and the board continued to function as it had before. In turn, the younger directors became disenchanted with both the board and worse, the association. Each generation brings unique strengths and qualities that an association can take advantage of to achieve strategic initiatives and ensure sustainability. The younger generation will lead the future; the older generation provides a historic perspective and experience. Instead of focusing on bridging generation gaps; think of it more as an alignment. These are suggestions from our experience, on how to work with multi-generational volunteers, members and staff: - Allow both boomers and millennials to manage programming for their own cohorts - Older team members must delegate meaningful authority to younger colleagues - Ensure both groups are focused on the same goals and governed by some policies, but let them both choose “how” - Track each group’s progress against objectives While each generation has different needs, values, attitudes, perspectives and styles, it is smart practice to have young and older people work together. Collectively – they are an unstoppable team. Remember that the first step in member engagement is articulating and communicating your member value proposition (MVP). It may be different for each of your boomer and millennial cohorts. **Categories:** Member Engagement, Member Value Proposition --- ### [What Does Success Look Like? Do you know your metrics?](https://www.zzeem.com/what-does-success-look-like-do-you-know-your-metrics/) **Published:** April 28, 2016 **Author:** erinatzzeem **Content:** ![What Does Success Look Like?](http://zzeempr.wpengine.com/wp-content/uploads/2016/04/successlooklike.jpg "Successlooklike Zzeem") Every successful [High Performance Membership Organization™](/highperformanceorganization/) CEO knows the importance of tracking metrics. At a minimum, associations must be tracking: 1. Member attraction 2. Member retention 3. Member satisfaction 4. Member engagement Metrics are critical to evaluating association sustainability. The data sets certain benchmarks and allows the association to track its progress. Well designed metrics demonstrate where an association has been – ideally spanning a minimum of three years of comparable data, where it is heading and where things are working well or need improvement based on pre-determine targets. Effective metrics guide strategy, direction and decision making; provide focus and drive performance and future initiatives. Whether is designing membership reports or surveys, the data collected should be meaningful and manageable – more is not better. When designing metrics, work backwards – asking what you want to achieve from the data. Metrics should be standardized and reliable –providing relevant, timely and consistent information. Many organizations are good at collecting data – but it is equally important to make time to review, analyse and plan accordingly. Good decisions are based on information and metrics are a valuable tool for association leaders. **Categories:** High Performance Organization, Member Engagement --- ### [Does Your Association Need More Visibility? Here are 3 Tips.](https://www.zzeem.com/does-your-association-need-more-visibility-here-are-3-tips/) **Published:** May 18, 2016 **Author:** erinatzzeem **Content:** ![Pic-convert-social-media-traffic](http://zzeempr.wpengine.com/wp-content/uploads/2016/05/pic-convert-social-media-traffic.jpg "Pic convert social media traffic Zzeem")Your association does great work? Does everybody know what you’ve accomplished? Or do you sometimes feel like nobody is listening? You’ve probably informed your members, but did they read your communications? Did it sink in? Your members are so busy struggling to keep up with their day-to-day tasks they have little time left to read and digest your association’s communications. In order to get your message into the minds and hearts of your members, prospective members, and stakeholders, you need to get your message out through multiple media and multiple messages. Remember that you’re competing with everything else that lands on their desktop. So focus on your options. 1. **Multiple Communications Channels** 1. Member-only communications. In these communications, you give members information that no one else receives. What do you need to know, to stay one step ahead of non-members? The typical media for these communications are member email and private social media groups. 2. Public communications. In these communications, you give a “teaser” that informs readers of your activities with limited detail; encouraging non-members to join the association to get the rest of the information. The media for these communications are social media post and public groups. 2. **Using Government Relations** 1. Publish a government relations report on a regular schedule. Give your members inside information that they need to know to prepare for the future. Both good news and bad news about the results of your government relations activities are valuable. If the wind is blowing in a negative direction you can give your members a competitive advantage by ensuring that they are the first to know. Repeat the highlights in your regular member communications with a link back to the latest report. 3. **Using Earned Media** 1. Successful earned media is public media exposure that results from your successful efforts to create content that (a) provides journalists with a story that is sufficiently intriguing to their audience to get published and (b) segues effectively to your association’s messaging and increases your visibility. For more information on successful earned media read our blog on [Using Earned media to Increase Your Association’s Visibility](/using-earned-media-to-increase-your-associations-visibility/). **Categories:** Association Management, Association Management Issues, Member Education, Member Engagement, Member Value Proposition --- ### [Using Earned Media to Increase Your Association's Visibility](https://www.zzeem.com/using-earned-media-to-increase-your-associations-visibility/) **Published:** May 18, 2016 **Author:** erinatzzeem **Content:** ![Pic-media-strategy](http://zzeempr.wpengine.com/wp-content/uploads/2016/05/pic-media-strategy.jpg "Pic media strategy Zzeem")Successful earned media is public media exposure that results from your successful efforts to create content that (a) provides journalists with a story that is sufficiently intriguing to their audience to get published and (b) segues effectively to your association’s messaging and increases your visibility. How do you “earn” media exposure? It’s free but it’s not cheap. It’s not cheap because it takes constant vigilance and creative thinking to develop stories that are both media-worthy and effectively communicate your messaging. This requires the effort of staff members or external consultants. Here are 3 tips: 1. Use Google Alerts or a similar service to inform you of stories that you can piggy-back onto and segue to your messaging. 2. Be prepared to repond as soon as a headline breaks. In order to do this you need to be well-prepared. 1. Develop your top key messages first. What information do you need to communicate? e.g. The province needs more social workers or, we need to reduce the barriers to cross-border trade. 2. Develop language that will provide a segue from likely headlines to your messaging. For example, let’s say that your key message is that Manitoba residents would be better off if the province had more social workers. The headlines most likely to provide a natural segue to this message would be “bad news” stories in which an individual falls through the cracks in the system and suffers a negative outcome. 3. Contact the journalist who wrote the story and offer one of your trained spokespeople as a commentator. Ensure they’re well briefed before you get a call back! A typical segue to use for all stories of this type might contain these 3 elements: - “We’re so sorry to hear that *<this unfortunate event>* took place on *<date>* at *<location>.* - “Unfortunately this might have been avoided. We have so few social workers in *<the relevant system/location>,* their case loads are far beyond acceptable levels. Unless the situation changes, unfortunate events like this are likely to continue to occur. - “Fortunately, the solution is both simple and cost-effective. Studies show that social workers actually save the province money *<insert data>.* By increasing the ratio of social workers to case files by xx% we could avoid an estimated *<xxx tragic situation description>* each year.…and so on. Let me leave you with 4 steps to success from Warren Weeks of [Weeks Media](http://www.mediatrainingtoronto.com/) 1. Ask yourself: Why do we want media coverage? What do we hope to accomplish? 2. Who are we trying to speak to and what do we want them to do? 3. Write the story. What will make an interesting read for your audience? (refer to #2, above) 4. Which journalists should you pitch the story to? Do your research. Look at what they’ve published and ensure their audience is a fit with your target audiences. [Read our blog on visibility](/does-your-association-need-more-visibility-here-are-3-tips/) for more on this topic. **Categories:** Association Management, Association Management Issues, Member Value Proposition --- ### [Tips for Chairing a Meeting](https://www.zzeem.com/tips-for-chairing-a-meeting/) **Published:** June 27, 2016 **Author:** erinatzzeem **Content:** [![Chairing a Meeting](http://zzeempr.wpengine.com/wp-content/uploads/2016/06/chairing-a-meeting.jpg "Chairing a Meeting Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2016/06/chairing-a-meeting.jpg)The primary role of a chair is to: 1. Ensure the agenda is followed and completed on time 2. Ensure the meeting stays on track 3. Ensure both sides of a discussion are aired 4. Ensure the necessary decisions are reached Some tips for better-run meetings include: - Ensure clarity; explain the overall purpose at the start of the meeting, specific discussion items, identify action items, roles, responsibilities and timelines; - Create a balance between people, issues and time; - Talk less, listen and facilitate decision-making without imposing your position on the group; - Be impartial ensuring that your leadership position does not tilt the scales in favour of your position over others; - Ensure meetings are run in the spirit of fairness, equality and mutual respect; - Keep the meeting on track: remind people of the agenda items and intervene if they digress; - Manage the meeting time and work within the allotted timeframe. If more time is required, determine as a group whether it needs to allocate more time to the topic, reschedule another meeting or move to the next topic; - Encourage and manage participant contributions by creating a balance of speakers. Allow everyone to have an opportunity to speak and be part of the discussion; - Encourage members who oppose something to propose an alternative; - Follow up and review the agreed action points in between meetings; and - Review the effectiveness of the meeting to ensure future meetings are effective and efficient. **Categories:** Association Management, Governance, High Performance Organization, Leadership --- ### [Unknown Unknowns](https://www.zzeem.com/unknown-unknowns/) **Published:** July 19, 2016 **Author:** jonathanzzeem **Content:** [![Unknown](http://zzeempr.wpengine.com/wp-content/uploads/2016/07/unknown.png "Unknown Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2016/07/unknown.png)When clients come to us when they are under stress. They are stressed because they are moving to a new management model, from volunteer management to professional management. They may be under stress as they have just been forced to layoff staff, which is tough on all concerned. They may be under stress because the organization is not doing as well as it had been in the past and yet the core numbers are consistent. What ever the reason, they are under stress and it is our duty to reassure them and to make the bad man go away. Stress is a killer, not only of individuals, but of organizations, creativity, collaboration and that great undefinable “fraternity”. We deal with this by assisting the development of a strategic plan, “where do you want the organization to be in three years”. We have already asked this question in our interview process. What? You interview your clients? Well of course we do. When we are asked to “present” to a board because they are interested in hiring us, we treat it as a job interview. We are not trying to sell them on how great we are; we are trying to see if it would be a good fit. The cost of staffing up, the investment of time in “onboarding” a new client, the stress to our staff to learn the behaviour of their members is difficult and we would not entertain the idea unless we thought it a good fit. Now excuse me for being crass, but it is a lot like dating. If this is successful we will be spending a lot of time together, so shouldn’t we have common interests? So a coffee, a drink, a movie, dinner then after a few weeks one could hope to find a place in their medicine cabinet for your toothbrush. So we ask the question “where do you see this organization in three years?” That answers a lot of questions. Are they in survival mode? Do they have a vision? What are their strengths, their dangers, their opportunities? Year one is stabilization. Changing management will open a lot of wounds. We ensure their bylaws are relevant to their current needs. I am certain that you know of organizations where certain directors have served “forever” even if the term of office is 3, 5, or 7 years. We ensure they are up to date on their banking requirements, and their government filing requirements. You would be surprised at how many organizations do not have their current directors filed with the government or CRA. Believe it or not, the CRA is actually checking who signs the tax return now. We implement systems and policies. Update and modernize the membership data base. Note that when you thought you had 750 members, 350 of them were non-paying affiliates or had not paid in years. That explains why membership revenue has been dropping. This requires work, and our staff is familiar with this. We put together an operational plan for the year. When is membership renewal? When was the last membership increase? When is the AGM? When is the conference? What sort of commitments has the organization made and how long is the term of those commitments? Can they be renegotiated? How many monthly events are there and what is the nature of those events? Do we have the right type of insurance? Do the bylaws indemnify the directors? We introduce the new management team to the membership. Who does what, who to call. Our goal in year one is to protect the organization, its directors and to stabilize the member experience and create the base from which to improve it. Years two and three are growth years. This is when we start to implement the vision of the board. Where do you want to go? OK, now let’s look at available resources. Can we do what you want with the resources at hand? No? Then we need to prioritize. We communicate this to the members. What is the organization doing? Why? How did they do? It doesn’t all have to be success, it does have to be attempted and reported. People understand failure, but they will not accept non-participation. That is why they are members, for the organization to stand up on their behalf. We will involve our government relations department, our marketing department, our event department, our compliance department. Who ever we need to examine where the organization needs to be aware of issues and opportunities. This is where the fun begins, but even though this is implemented in year two, the planning begins in year one. We are aware of proposed legislation which may impact the industry because we put processes in place to be aware of that. We are in constant touch with the board, or executive committee related to their industry, the organization, upcoming events, potential issues, all the items that a professional management team would provide to the directors of a professional organization. The stress drops away as the directors now feel much more comfortable with their roles, and the fate of their organization. As Donald Rumsfeld, former US Secretary of Defense, once pointed out “There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don’t know. But there are also unknown unknowns. There are things we don’t know we don’t know.” It is the unknown unknowns which cause the most stress. **Categories:** blog --- ### [Are You a Good Host? Or do you leave members to figure it out on their own?](https://www.zzeem.com/are-you-a-good-host-or-do-you-leave-members-to-figure-it-out-on-their-own/) **Published:** August 2, 2016 **Author:** erinatzzeem **Content:** ![Welcome](http://zzeempr.wpengine.com/wp-content/uploads/2016/08/welcome.jpg "Welcome Zzeem")Associations spend a lot of energy trying to attract members, engage volunteers and recruit directors and staff. But what do you do once you have captured them? Do you make them feel welcome and valued at events? Are you a good “host” or do you leave members to figure it out on their own? Onboarding is an essential, yet often overlooked, part of association management. It is critical to ensure immediate engagement and ensure members are familiar with the resources and opportunities offered and to feel that they fit within the organization. Otherwise, you risk losing their support before the first year is over. Turn the focus onto them by anticipating their expectations, needs and wants and help them to fulfill these: 1. **Identify and articulate the [Member Value Proposition (MVP)](/member-value-proposition/)**. Ensure leaders understand the MVP of the association, and can easily state how the association addresses member needs. 2. **Create a new member onboarding process.** Ensure they receive extra attention in the first 12 months to get them engaged. 3. **Director, volunteer and staff training.** Ensure that your association leaders are trained to be good hosts at events. This means “working the room” at association events, introducing members to each other and make everyone feel valued and welcome. The time and effort spent on the front end being a good host and designing good onboarding processes will pay off immediately and contribute to your sustainability and success. [Find out more about your MVP](/memberrecruitment/). A strong MVP is also one of the 8 elements of the [High Performance Membership Organization](/highperformanceorganization/)TM **Categories:** Association Management Issues, High Performance Organization, Member Engagement, Member Value Proposition --- ### [Attracting and Retaining Sponsors – Remember the Holy Trinity](https://www.zzeem.com/attracting-and-retaining-sponsors-remember-the-holy-trinity/) **Published:** September 30, 2016 **Author:** erinatzzeem **Content:** ![Trinity](http://zzeempr.wpengine.com/wp-content/uploads/2016/09/trinity.png "Trinity Zzeem")Your ideal sponsor partnership is not about “selling” your event to a sponsor. It’s all about delivering value to each major stakeholder; the “holy trinity” is that crucial intersection between your association, your sponsors and your members. When you get it right, all three stakeholders are receiving value from the relationship. 1. **What’s in it for the sponsor?** This is your [sponsor value proposition](/sponsorship/) (SVP). It answers how this partnership will help your sponsor to (a) Sell their products and services, and/or (b) Enhance their brand by aligning it with yours? 2. **What’s in it for your association?** How will this partnership (a) Enable you to deliver more value to your members, and/or (b) Increase the visibility of your association? 3. **What’s in it for your members?** How will the association’s relationship with this sponsor help your members to (a) Learn new skills, and/or (b) Find a product or services that will help their organization? If you can nail each element of the holy trinity, you’ve got a powerful partnership. When you’re considering your value to sponsors, don’t forget to include both event-specific and year-round opportunities. Year-round or single event? Think about the best fit for your sponsor. Is the right partnership for this sponsor a year-round relationship where they have visibility with your members at every event and every member communication? Or is it best for them to have relevant visibility at a single event? And don’t forget; hold onto the crown jewels. Make sure that your year-round sponsors receive a “jewel” above and beyond that available to event sponsors. Perhaps this is a speaking opportunity or unique visibility. *Never* sell the “jewel in the crown” on a stand-alone basis. [Find out more about your SVP](/sponsorship/). A strong SVP is also one of the 8 elements of the [High Performance Membership Organization](/highperformanceorganization/)TM **Categories:** Association, Event Planning, High Performance Organization, Sponsor Value Proposition, Sponsorship --- ### [When Should the CEO Tell the Board, "No"?](https://www.zzeem.com/when-should-the-ceo-tell-the-board-no/) **Published:** February 21, 2017 **Author:** erinatzzeem **Content:** The CEO reports to the board. Right? Yes. So if the board directs the CEO to do something, he/she should do it. Right? Not always. When should the CEO say No? When the CEO’s responsibility to the organization is in conflict with a directive from the board. How might this occur? When the board directs the CEO to take an action that puts the association and/or the CEO at risk of meaningful liability or seriously threatens the sustainability of the organization. Examples include jeopardization or violation of contractual agreements and violations of relevant legislation and bylaws. Here’s a real life example. A client of ours was experiencing a cash flow challenge. The CEO and CFO informed the board and made recommendations. The board ignored the recommendations and instead, instructed the CEO to immediately draw down the entire amount of the organization’s line of credit. The CEO and the CFO were both aware that this action would trigger an emergency alert at the bank, resulting in a negative outcome for the organization. Despite this knowledge, the CEO immediately executed the board’s instructions. The bank, predictably, responded by cancelling the line of credit and demanding immediate pay-back of the funds drawn. The organization narrowly averted bankruptcy and limped along until another organization took it over. Predictably, the board fired the CEO and the CFO. The members were not well served. Had the board followed the recommendation of the CEO the outcome would have been different. What should the CEO have done instead? Before executing the board’s instructions, the CEO should have advised the board that he/she would be requesting a confirmation of the board’s direction in writing with an acknowledgement of the advice provided by the CEO and the risk associated with executing the board’s instructions. The CEO should then have communicated with the board via email. The email would have reiterated the advice that the CEO provided and requested confirmation of the board’s decision to direct a different path. Verbal conversations will be remembered differently by participants after the fact. It’s human nature. When the board is requested to confirm a questionable directive in writing, where the consequences are clearly articulated, it inspires sober second thought. Had this happened, the results for the organization might have been different. Is this a career limiting decision for the CEO? Quite possibly. Let’s not sugar-coat the outcome. The CEO’s job is to accept the risk of job loss to fulfill his/her obligation. Humans are complicated and directors are all human. But they don’t have your knowledge. That’s why they hired you. Have the courage to take the personal risk to fulfill your obligations to the association you serve. **Categories:** Association, Association Management, Association Management Issues, Governance, Issues Management, Leadership --- ### [Bylaws – Your Association’s Playbook for a Winning Team!](https://www.zzeem.com/bylaws-your-associations-playbook-for-a-winning-team/) **Published:** March 22, 2017 **Author:** erinatzzeem **Content:** Many directors think bylaws are something the association is required to have but don’t see it as a vital tool for how they do business. It is considered complicated and full of legal language that no one really understands. Often no one looks at them and they gather dust. **This is a CRITICAL mistake!** Think of your association as a sports team and the bylaws your playbook. Essentially the bylaws provide important instructions about the team and individual players and how the association plays the game. If the board doesn’t follow the “rules”, the association and individual directors can face serious consequences. Association bylaws are designed to ensure stability, continuity, and structure. They are a required legal document that represents an agreement between the association and its members. They provide the foundation for good governance practices which in turn should lead to positive results. It is important that your bylaws: - **REPRESENT REQUIRED LEGISLATIVE REQUIREMENTS AND INTENT:** The jurisdiction under which your association has been incorporated has specific acts and legal requirements that must be included in your bylaws and governance structure. > **TIP:** Invest in hiring a lawyer who specializes in not-for-profit legislation to provide the bylaw content and ensure your bylaws are compliant with current legislation. - **ARE HIGH LEVEL AND SIMPLE:** Provide just enough detail to ensure the association has adequate direction and is compliant. Address high-level governance issues such as the association’s purpose; board and officers structure, position descriptions, responsibilities, terms of office, succession and removal, official meeting requirements, membership provisions, voting rights and requirements, conflict of interest processes, how bylaws can be changed, and other non-negotiable items that reflect the association’s work. > **TIP:** Create policies that are separate from the bylaws. They will allow your association to address more detailed governance requirements in a less rigid format. - **ARE RELEVANT:** Things change and your governing documents need to reflect new realities and opportunities. The board and staff should review the bylaws annually and make revisions as needed. > **TIP:** Make sure the changes make long-term sense and will not unduly restrict the organization’s progress. - **ARE SHARED AND UNDERSTOOD:** All directors are legally bound to follow everything in the bylaws and what it means for the association. If a grievance is filed by a board member, volunteer, employee or recipient of services, the law typically sides with the bylaws. Ensure that new directors receive the bylaws upon installation and all directors and staff re-familiarize themselves with the provisions regularly. > **TIP:** Ensure an overview of the association bylaws are part of an annual Board Orientation session. **Don’t leave your bylaws on the sidelines – make them part of your winning team!** **Categories:** Association, Association Management, Association Management Issues, Governance, High Performance Organization, Issues Management, Leadership --- ### [Reducing Risk in Sponsor Relationships – Is your sponsor platform on solid ground?](https://www.zzeem.com/reducing-risk-in-sponsor-relationships-is-your-sponsor-platform-on-solid-ground/) **Published:** May 10, 2017 **Author:** erinatzzeem **Content:** Associations need a well-executed delivery process to ensure a highly professional experience for their valued sponsors. Yes – a [High Performance Organization™](/HighPerformanceOrganization/) understands the Seven Steps to Successful Sponsorship and the importance of Attracting and Retaining Sponsors. But it’s not just about the sale. Take a step back and consider your key tracking and communication pieces – they are the unsung heroes of a successful sponsorship program! 1. **The Sponsorship Tracking Sheet** In any sales effort, it is vital to manage your prospect list. The tracking sheet keeps you on a clear path and directs your communication efforts and messaging. It tells you – who was a past supporter, when, and at what value? Who declined and why? Who will benefit from being a sponsor? It also provides current contact information and outreach tracking – all in one place. 2. **The Sponsorship Prospectus** The sponsorship prospectus is the foundation of your campaign. It should be attractive, professional and informative. The prospectus provides key information about your organization, and full details of your sponsorship offerings. It is important that the information is presented in a clear, logical and easy to read manner. Consider using charts that highlight the different benefits per sponsor value or list the opportunities with details about the deliverables in order of value and privileges. 3. **The Sponsorship Letter of Understanding (LoU)** The Letter of Understanding (LoU) is essentially the “contract” between you and the sponsor. It outlines precisely what you are delivering to the sponsor, and what is required of them. It ensures that the sponsor knows exactly what to expect, and reduces the possibility of misunderstanding or disappointment. The LoU should be accompanied by an invoice. The sponsor should return a signed copy of the letter, with the payment, before any privileges are delivered. 4. **The Sponsorship Deliverables Chart** Once the sponsorship has been secured, it is important that both you and the sponsor meet your obligations. In some cases, once a sponsor has been secured, it falls to another team member to manage the deliverables and make sure that deadlines and requirements are met. This internal document makes sure that all team members understand what is required of the association and the sponsor, and when. 5. **The Sponsorship Thank You Letter** Associations often overlook the importance of formally thanking a sponsor. A hand-written card signed by the president, executive director and/or conference chair can go a long way toward demonstrating your appreciation of their support as well as the ongoing value they bring to your association. This may seem like a lot of work – and it is! But it is the backbone for strong and long term relationships with your sponsors. If you’d like some help to build your platform, [find out more here](/sponsorship/). **Categories:** Event Planning, Sponsor Value Proposition, Sponsorship --- ### [Even Associations Experience the “Seven Year Itch”](https://www.zzeem.com/even-associations-experience-the-seven-year-itch/) **Published:** June 29, 2017 **Author:** erinatzzeem **Content:** ![Seven Year Itch](http://zzeempr.wpengine.com/wp-content/uploads/2017/06/seven-year-itch.jpg "Seven Year Itch Zzeem")The “Seven Year Itch” is more than just a romantic notion made famous by Hollywood, where partners take stock of their relationship and decide whether it’s working or it’s time to find something new and “better”. This also happens to associations and their association management partners. After all, association management is like any other relationship. In the beginning, each partner is excited and looks forward to a great future together. However, after a time, the “honeymoon period” comes to an end; reality sets in and both parties realize neither one is perfect. It is at this point that both parties must address any challenges or concerns that arise – real or perceived – in a timely, open way. Otherwise, one or both run the risk of becoming resentful and dissatisfied. These negative feelings can further fester and negatively impact the relationship. **Communication is key to managing the “itch”! – 4 tips** 1. The moment you think you have an issue – big or small, address it right away. 2. Keep all conversations open, honest and constructive with solutions and measures of future success identified. 3. Coordinate quarterly “touchpoint” meetings with the association’s leadership and the association management executives to discuss the relationship. This is when you both highlight what works and where improvements can be made. 4. Once a year, conduct a more in-depth annual review that includes board and staff feedback prior to your discussion. **Don’t be intimidated by the “Seven Year Itch”**. I am aware of many associations who periodically evaluate their management services and/or conduct an RFP process to compare other services and fees – often around the seven-year timeframe. This is healthy and is a great opportunity for each partner to assess the current and future relationship. It represents a new stage in your relationship, where both of you have the opportunity to build upon what you have accomplished together. **Categories:** Association Management, Association Management Issues, High Performance Organization, Issues Management, Leadership --- ### [Association Trends – What’s Happening in Europe?](https://www.zzeem.com/association-trends-whats-happening-in-europe/) **Published:** September 8, 2017 **Author:** erinatzzeem **Content:** **By Asif Ahmed, Manager at Zzeem** Zzeem recently hosted an European-Canadian summit to exchange views on how associations and Association Management Companies (AMCs) operate across Canada and abroad. The 10-member delegation represented various Dutch associations and AMCs. There seemed to be a lot of similarities and differences between Europe and Canada not only in the way associations are run but also in what members perceive as value. Current research demonstrates that networking is the major reason why people become members of an association in North America. Similarly, it stands true for the Dutch too. One member of the delegation noted that “an opportunity to meet peers and socialize” is the reason why people join an association and go to events. It’s the member to member interaction that everyone is looking for whether it be in Europe or North America. The other similarity that I observed was the fact that their members are looking for smaller, more intimate events where there are more opportunities to talk to the attendees as opposed to the big conferences with umpteen education sessions where people are busy trying to catch the next session. One of the associations in the Netherlands has had huge success in achieving record attendance at their events by making them free for members to attend. The story doesn’t end there. They have gone a step further by penalizing the no-shows. Yes you read it right! They charge 30 Euros (CAN $45) as they consider it to be disrespectful to register and not show up at the event. In The Netherlands, they have incorporated XDP which stands for Xperience Design Project. ***The next generation of conferences are evolving as multidisciplinary, experiential marketing platforms to better personalize the learning and networking options for attendees. They’re also a hell of a lot more fun.*** ***— Greg Oates*** This is fairly a new phenomenon for the North American market. So what is XDP? It is an event built specifically for leaders who plan, design, execute, and support association events and want to: - Attract and invite the right people to their events - Create positive experiences for the audience before, during, and after the event - Keep attendees engaged and, most importantly, coming back Young Professionals Network (YPN) is yet another growing trend that all parties are experiencing with respect to the structure of their associations. The Europeans have made great strides to empower the younger members by letting them have their own Board and budget for events, which is laudable. However, the challenge they’re facing is the transition for the young professionals to move over to engagement in the ‘regular’ association (for a lack of a better word) once they have crossed 40. At the end of the day, it was a very meaningful exchange and my regret is that we didn’t get a chance to record the audio of the conversation. Nonetheless, I am happy that they left with some sweet memories – of the mutual learning and the Timbits that we ordered. **Categories:** Association, Association Management, Association Management Issues, Governance, High Performance Organization, Leadership, Member Education, Member Engagement, Member Value Proposition, Volunteer Engagement --- ### [Performance Metrics for Associations – Are You Driving Blind?](https://www.zzeem.com/performance-metrics-for-associations-are-you-driving-blind/) **Published:** November 1, 2017 **Author:** erinatzzeem **Content:** **[![Caution](http://zzeempr.wpengine.com/wp-content/uploads/2017/10/caution.jpg "Caution Zzeem")](https://zzeempr.wpengine.com/wp-content/uploads/2017/10/caution.jpg)We’re way behind but we’re getting better.** Our sector is way behind the for-profit world, but we’re getting better. We know from our annual survey of Canadian membership associations, that the vast majority of Canadian associations do not track and manage the basic metrics of their business. Until recently, even the concept of managing a membership organization as a business was a foreign concept. However, this is starting to change. Most Canadian associations are now on board with the fact that they are running a business, and that they must operate as a business to be sustainable. Some Canadian associations are starting to track the most basic performance metrics such as the new member attraction rate and the member retention rate. But we have some distance to go. One of the biggest impediments is weak membership database software (or worse, Excel spreadsheets!) that do not record the data that is needed to calculate the performance metrics. **Why does it matter?** Metrics tell us where we are now. Tracking them over time tells us where we are headed. Are we moving forward? Are we on a sustainable path? Without this information we are driving blind. **The basics – what must we track?** We need to track metrics in four areas: 1. Sustainability 2. Strategic objectives 3. Member value 4. Financial status Sustainability; the key metrics 1. New member attraction rate. This tells you how well you’re doing in terms of bringing new members on board. This should be at least 10%. If it’s not, you need to have a retention rate of more than 90% just to keep membership at the current level. 2. Current member retention rate. This tells you how well you’re doing in terms of holding on to your existing members. This should be at least 90%. If it’s not, you need to have a new member attraction rate of more than 10% just to keep membership at the current level. 3. Member satisfaction rate. Anecdotal evidence suggests that this needs to be at least 85% to keep the membership organization sustainable. You need a regular member survey to assess this. To keep it simple, consider asking this one question as part of the renewal process. Strategic objectives; the key metrics Our annual survey of Canadian membership associations tells us that almost all associations have a documented strategic plan. This has improved dramatically over the past 5 years and that’s great. Now we need to ensure we track our progress. This is the metric we need to track. 1. Milestones status Your strategic plan should show multi-year (3-5 year) objectives with milestones, and dates, that your association must hit in order to be on track to achieve your strategic objectives. At every board meeting, or at least quarterly, report on where you are in meeting these milestones. Member value; the key metrics 1. Member Engagement in association programs. You’re investing precious resources to deliver member value. This includes events, professional development initiatives, knowledge products, member-only discount offerings and other member services. How many members are engaged in taking advantage of these services? This is what you need to track. - Set targets for member engagement in each program and track them year-over-year. 2. Government/stakeholder relations. For many associations, this service is the heart of the member value proposition. Track your impact. What have you accomplished against the base case of what would have happened if you were not doing anything? Your impact is not only whether or not you’ve achieved you GR/SR objectives, but what has/has not happened as a result of your efforts. You may not have accomplished your objectives (yet), but you have at least ensured that the dial has not moved backward. What value has been achieved? Even if decision-makers have not chosen to heed your counsel, your members are aware of what they need to do to prepare themselves for coming events. This is what you need to track. - % of members on GR/SR committees. How engaged are your members in the volunteer work your staff needs to support your GR/SR program? - Open rate on GR/SR information bulletins. Do your members care? Are they listening? - Meeting requests/call-ins. How often do decision-makers contact your association for input? - Influence/progress against base case. What would have happened if your association was not engaged with decision-makers? Financial reporting; the key metrics 1. Balance Sheet. How many months of operating expenses are covered by your net surplus? Report on this separately by both liquid and illiquid assets. Your net surplus should cover at least 12 months of operating expenses. 2. Income statement. For each monthly statement, show where you are against budget and against last year at the same time. **Next Steps** 1. Figure out how to collect the data you need to report and track these metrics. 2. Establish a regular reporting format and schedule to keep your management team and board informed. Want more information and the details of how to calculate your performance metrics? C[heck out our webinar on this topic.](https://vimeo.com/239162146) **Categories:** Association, Association Management, Association Management Issues, Member Value Proposition, Sponsor Value Proposition --- ### [Failing Fast, Hard and Often - How to use strategic risk strategies to succeed](https://www.zzeem.com/failing-fast-hard-and-often-how-to-use-strategic-risk-strategies-to-succeed/) **Published:** November 15, 2017 **Author:** erinatzzeem **Content:** Change is critical. It’s also risky. There are 4 inescapable facts to keep in mind. 1. We cannot succeed without regular, meaningful change 2. Some changes will fail 3. Some changes will fail at first but become successful over time 4. There will always be a vocal contingent of opposition There are some changes that are simply essential. You have to do them on an ongoing basis. **Events** Don’t keep serving the same meal. No matter how good it is, people will tire of it. Even if your event is awesome in every way, it will die if you don’t keep it fresh. Also, don’t forget to keep your event price current. Make sure you know your costs and that your price at least ensures break-even. **Member Programs** Keep ahead of the curve. The content, format and delivery of your member programs must continuously position your association as the leader in your sector. Take a chance on radical new ideas for content. Borrow ideas that are working in other industries and professions. **Member Discount Partners** These are the companies you partner with to deliver their services to your members at a special member price. Are your partners working with you to deliver great value to your members? Or not? It’s better to have one great partner that values their relationship with you than many who deliver sporadic, inattentive service to your members. If a member is disappointed with their first call to a partner, they’re not likely to continue down the list. They’ll just assume the whole program is of no value. **Membership** As your industry or profession evolves, it’s important to ensure your membership categories are keeping up with the changes in your sector. Are they still relevant or do they need revisions? It’s also critical to increase member prices on a regular basis. Remember, your costs go up every year. If membership prices do not go up by at least the cost of living each year, you’ll be forced to make a large price increase down the road. *Tips for Pricing* 1. Communicate increases well in advance 2. Use association leaders as advocates 3. Keep increases regular, to keep them small *Tips for Member Categories* 1. Keep it simple: No more than 3 categories 2. Do market research in advance: Where is there potential confusion? Who will be impacted? 3. Get feedback 4. Communicate, communicate, remind Managing the Opposition** There will always be opposition to change and often the most vocal opponents are long-term, highly influential members. Sometimes they fear losing the comfort of a known quantity. Sometimes they resent the dismantling of a program or event that they helped initiate years ago. How do you deal with the opponents? 1. Bring them inside the tent. Invite them to be on a task force or committee that’s driving change. If they feel they have input to the future, they are more likely to want to be part of it. 2. Keep communication open. Don’t hide from the opposition. Keep the lines of communication positive and open and build relationships on common ground. 3. Nothing works better than success. Keep putting one foot in front of the other. Every successful change weakens the opposition to change. **Categories:** Association, Association Management, Association Management Issues, Event Planning, High Performance Organization, Issues Management, Member Engagement, Member Value Proposition, Successful Conferences --- ### [How To Attract More Exhibitors To Your Trade Show](https://www.zzeem.com/how-to-attract-more-exhibitors-to-your-trade-show/) **Published:** February 1, 2018 **Author:** erinatzzeem **Content:** In today’s trade show world, exhibitors are questioning the ROI (Return on Investment) of participating in trade shows. What’s the problem? Here’s what’s going on. - Many trade shows are faltering, and this taints the value of the successful trade shows - It’s difficult for exhibitors to quantify the value of lead generation at a trade show - It’s expensive. The cost of exhibiting is much higher than just the cost of a booth - Booth staff have to work at odd times (weekends, evenings, etc.) - It’s the same show every single year; same old thing Many trade show hosts are focused more on generating revenue from their exhibitors through booth sales and sponsorships than on delivering value and returns to them. This, in turn, makes exhibitors and sponsors feel neglected. Others feel that simply making more calls or increasing the frequency of their email blasts/social media posts will be the magic elixir. It’s much more than a numbers game. It’s about delivering a compelling and demonstrable ROI to exhibitors and sponsors. **Here are our tips for success:** Tip 1 – Work WITH exhibitors to achieve goals 1. Ask Questions, **LISTEN**, and deliver – What are their goals? How can you help them achieve them? By asking, listening, and helping, you have a much better chance of making the sale. 2. Partner with them – Make them feel they have ownership in the show. 3. Collect and share attendee data. Use your registration system to collect useful data about attendees. What buying decisions do they make or influence? 4. Testimonials – Collect quotes and/or videos from exhibitors. What value did they get from exhibiting at the show? Tip 2 – Focus on attracting qualified buyers to your show 1. Give your exhibitors discount codes to send to their contacts/sales leads. 2. Partner with other shows to cross-promote each other’s events. 3. Source a list of qualified buyers and invite them personally to the show. 4. Look at offering special shuttles to pick up VIP buyers and offer other incentives to entice them to come to the show. 5. Make a list of the top 20 to 30 qualified buyer companies and personally visit them to learn their goals for your show. Share this with your exhibitors – existing and potential. 6. Testimonials – Collect quotes and/or video from attendees. What value did they get from attending the show? Tip 3 – Convert pre-registrants into actual onsite attendees 1. Starting 4 weeks before the show, inform them why they must NOT miss the show. 2. Profile exhibitors and floor demos. 1. Who is showing a NEW product? 2. Who are the NEW exhibitors? 3. What are the on-floor demos? 3. Offer incentives to attend. If they show up, they will receive additional discounts from selected exhibitors at future association events, as well as other incentives. 4. Schedule appointments between exhibitors and buyers at the show. That will help ensure that they commit to the show. Tip 4 – Have exhibitor demos on the show floor 1. Give a select few some extra space to perform “in-booth” / hands-on experiences in their booth at scheduled times (multiple times over multiple days if needed). 2. Create a demonstration area where multiple exhibitors can come together to deliver a group demo that brings all the pieces together. Tip 5 – Offer an Exhibitor Concierge 1. A single point of contact to help exhibitors achieve their ROI. 2. Help them plan their booth. 3. Help them train their booth staff. 4. Offer helpful tips on exhibiting. Tip 6 – [Create a pre-recorded webinar](https://vimeo.com/253665708) 1. Provide tips for success at the show. Tip 7 – Keep It Fresh 1. Change it up every show. 2. Reward large space and long-term exhibitors with prime space or first choice of location. 3. See what new technology can be used in booths and on your show floor. 4. Go back to old ideas that can be reused. Just because it’s old doesn’t mean it won’t work again. All these tips, or even just some of them, will help you start the process of attracting new exhibitors and attendees and put life back into your show. If you can do only one thing – PLEASE LISTEN! Are you looking to [take your show to the next level](https://www.zzeem.com/event-management/ "How To Attract More Exhibitors To Your Trade Show")? [Contact us](/contact-us/) to learn how we can help! **Categories:** Association Management, Association Management Issues, Event Planning, High Performance Organization, Sponsor Value Proposition, Sponsorship, Successful Conferences, Tradeshows --- ### [The Secrets to Tradeshow Success](https://www.zzeem.com/the-secrets-to-tradeshow-success/) **Published:** February 16, 2018 **Author:** erinatzzeem **Content:** A tradeshow is a series of beginnings. Every moment—from the second the doors open until the very end —is a moment where your exhibitors could be making a positive impact on potential customers. If all goes well, these crucial contacts will launch mutually profitable relationships that will last for years. On the other hand, if the impression your exhibitors create is not so positive, they’ve missed the opportunity and may not come back. Here are some ideas to help your exhibitors to ensure that they have a profitable experience. ***Increase leads and sales*** – Business cards are still a great source of information about people. Many companies also incorporate a lead retrieval scanner. To tap into that source, exhibitors do their best to get contact information from the people that visit their booths. But how about a more engaged approach? I once saw an exhibitor with a high-end bottle of Scotch at their booth as a prize for the business card draw. I couldn’t believe the number of inquisitive folks that came to their booth inquiring about the draw. The physical prize was much more compelling than words. This not only allowed the exhibitor to explain the process but also enabled them to share information about their products. That’s one of the best ways to make connections on the show floor. This approach helps attendees to get excited and engaged. They’re more than willing to drop their business cards or submit to a scan of their badge. ***Booth staff*** – Numerous times we have seen people manning booths on their cell phones or chatting amongst themselves. What does that say to the tradeshow attendees; “I am not interested in your business!” That’s the perception. It’s imperative to explain to exhibitors that they must train their booth staff. They need to engage the attendees to get optimum results. Also, an over-staffed booth might be a deterrent. No one wants to go to a booth if they see five people standing inside a 10’ x 10’ booth, ready to pounce. It’s intimidating and uncomfortable. ***Booth décor*** – Help exhibitors to understand that their booth space is their home for the duration of the tradeshow and they should try to be the best host in the neighborhood. Encourage them to create a clean, warm and friendly environment for the attendees to step into. A cool, branded attire will also make their team stand out, both in the booth and as they walk the floor. These are only a few of many ways to garner success for your tradeshow. If you want to learn more, **[check out our VIMEO channel](https://vimeo.com/zzeeminc)** for webinars on this topic. The bottom line is, work with your exhibitors to help them succeed. It requires creativity, clear communication, and tech savviness. If you’d like to talk to one of Zzeem’s tradeshow professionals and/or find out how we can help, **[click here](/event-management/)**. **Categories:** Association Management, Association Management Issues, Event Planning, Successful Conferences, Tradeshows --- ### [The Recipe for Member Value Proposition (MVP) Success](https://www.zzeem.com/whats-the-recipe-for-your-member-value-proposition-mvp-3-tips-for-your-success/) **Published:** April 13, 2018 **Author:** erinatzzeem **Content:** You know you’re offering great value to your members, but are your directors and staff clear on what that value is? Are they all on the same page, singing the same tune? Or do they get flustered when they are asked to explain your association’s value to a non-member? Your MVP is the bedrock of your association and it deserves special attention. 1. Is your MVP clearly articulated and compelling? Your MVP is not a list of member services. It is a statement of highly relevant value expressed from the perspective of the member. It answers the WIIFM question. 2. Can your directors and staff all state the MVP in their own words and give real-life examples? Your MVP is a meal. It’s a combination of comfort (carbohydrates), critical resources (protein) and freshness (vegetables). Here’s the recipe. Carbohydrates (Comfort): This element of member value is about belonging. Your members feel part of the bigger picture. They share common issues and needs and they connect with other members who “get it.” They recognize we’re all in this together. That sense of belonging = COMFORT. Protein (Critical resources): This element of member value is about the resources that members receive. It may be stakeholder relations, up-to-the-minute information, or connections that increase business. This is the “meat” of your MVP. Engaged members use your resources for the benefit of their career and/or their business. Vegetables (Freshness): This element of member value is about mixing it up and keeping your events and programs new, changing and exciting. Be brave and change at least one thing each year. If you keep serving the same meal your members will get bored. Take a chance on something new! There are three key elements to defining, using and delivering on your MVP. 1. Take the time and effort to develop a compelling MVP. 2. Train, train and retrain your directors and staff so they can confidently state the MVP in their own words and give real-life examples of how the association has helped individual members. Encourage your directors to add a personal note that describes how the association helps them specifically. 3. Keep your MVP delivery fresh and interesting. Don’t get stuck in a rut Want some help with your MVP? [Find out more.](http://zzeempr.wpengine.com/wp-content/uploads/2018/04/zzeem-fact-sheet-mvp.pdf "Zzeem fact sheet MVP") **Categories:** Association Management, Event Planning, Governance, High Performance Organization, Member Education, Member Engagement, Member Value Proposition --- ### [Boost Attendance at Your Signature Event – 6 Proven Tips](https://www.zzeem.com/boost-attendance-at-your-signature-event-6-proven-tips/) **Published:** May 2, 2018 **Author:** erinatzzeem **Content:** It can be a challenge to get attendees out to your signature event. They’re busy and they have many competing demands for their time and money. Here are 6 proven tips to boost attendance and excitement for your event. In our work with our clients we have used all of these and we can vouch for their effectiveness. **Offer an Early Bird Rate:** This is a tried and true method to incentivize registrants to sign up early for your conference. A discount for early sign up is particularly effective when registrants will be paying for the event themselves. For those whose employers will pick up the tab, it gives the employer an incentive to grant budget approval well in advance of the event. **Open Registration Early:** Open your online registration 3-6 months before the event. If it is a conference, start closer to six months out to make the early bird rate meaningful and to sell it out early. **Boost Your Conversion Rate:** When you’re hosting a trade show, the most important consideration is to get qualified buyers to the show, to support your exhibitors. A typical tactic is to ensure that there is a meaningful walk-in price that can be covered with a discount code. The discount code incentivizes registrants to sign-up, but the challenge is getting registrants who have no financial skin in the game to actually attend the show. In order to manage this, ensure that you have marketing plan that focuses specifically on pre-registrants to get them to the show. Remind them that they have registered, and focus on new products that will be featured by your exhibitors, on-floor activities and social events. **Use Discount Codes Effectively:** At a trade show, your exhibitors want attendees and their contact lists may be more comprehensive than yours; particularly given the CASL restrictions. Give each exhibitor a unique code that they can offer to their contacts. This allows you to leverage their marketing resources to support your registration. Consider offering a prize for the exhibitor that brings in the most attendees. For a conference, also consider using a time-stamped discount code offered at renewal time. The code is available to members who renew before a given date and purchase conference registration at the same time. This tactic has the additional advantage of encouraging members to renew in a timely manner. **Vary Your Subject Lines:** You already know that a compelling subject line is key to getting the attention of your prospective attendees. You will send multiple emails to promote your event. Don’t make the mistake of using the same subject line on each outreach. Use each message to focus on an interesting and exciting aspect of the event. This could be high profile speakers, leading edge topics, event activities and social/networking opportunities. **Cap Supplier Attendance:** Your supplier members attend your event to interact with the core members who buy their products and services. Your core members want to interact with other core members. Be careful not to have suppliers dominate attendance. This diminishes the value of your event for both the suppliers and core members. Set a goal for supplier attendance and let them know there is a cap. This lets registrants know you’re looking out for their interests, and encourages suppliers to sign up early. Using these tactics effectively requires careful advance planning and ongoing monitoring and tweaking to measure the effectiveness of each tactic. Get your marketing plan and collateral in place a year in advance of your event and use your experience from the previous year to boost your results. **Categories:** Association Management, Association Management Issues, Event Planning, Sponsor Value Proposition, Sponsorship, Successful Conferences, Tradeshows --- ### [Outsourcing – Legal and contractual issues; What should you consider?](https://www.zzeem.com/outsourcing-legal-and-contractual-issues-what-should-you-consider/) **Published:** November 12, 2018 **Author:** erinatzzeem **Content:** Outsourcing is a great way to engage highly specialized expertise at a lower price than engaging a full-time staffer. Membership associations have a number of outsourcing opportunities. These fit into 3 broad categories: 1. Full service or hybrid services from an [association management company (AMC)](/choosinganamc/): The full-service model outsources everything. The board of directors engages the AMC to deliver all back-stage and front-stage tasks, and the AMC provides an Executive Director who reports to the board. The [hybrid model](/managed-services/) has one or more full-time employees (e.g. Executive Director) and the balance of the association management tasks are delegated to an AMC. The AMC reports to the Executive Director. 2. Events: The association delegates the [management of one or more events](/tradeshow-and-conference-management/) to an external service provider. This may or may not be an AMC. 3. Contract Services: The association delegates stand-alone tasks such as: - Bookkeeping, audit/review - IT (managing hardware, software and technical support for in-house staff) - Webmaster (taking care of website updates) - Government Relations/Advocacy This post focuses on what you should consider in terms of legal and contractual considerations. These are relevant regardless of the type of outsourcing. **The Contract** You should always have a contract with your service provider(s); regardless of whether it is a company or an individual. Your contract should include these provisions: - Clearly defined and measurable deliverables - Price (fixed annual price or hourly rate) - Process for engaging in non-contractual “extras” and out-of-pocket expenses (e.g. travel) - Service level agreement (SLA). This describes considerations such as response time and turnaround time for the deliverables. - Intellectual Property (IP). This clarifies who owns what. You own the IP that your association brings to the partnership and your service provider needs to make clear what of their IP you may use but not own, and terms under which you may or may not continue to use the supplier’s IP after the contract concludes. - Exit terms. What are the terms under which either party may terminate the contract? This should include a notice period even if the contract has a fixed end date. - The contract should include a provision that each party has the appropriate level of insurance (e.g. general liability, errors and omissions) - If your service provider is delivering services that require compliance on member privacy, anti-spam, labour and/or other legislation, spell this out in the contract. **Canada Revenue Agency (CRA)** If you’re engaging an individual, it may be appropriate to treat them as an “employee” for CRA purposes and make the standard payroll deductions from their compensation. This is to ensure that your association does not become liable for taxes they are responsible for remitting to the CRA. As a rule of thumb, if their major source of revenue is from your association, then treat them as an employee. Keep in mind, this partnership may mean that your association has the same obligation of notice for termination as if they were an employee. Consider your options, choose what’s right for your association and protect yourself by taking a professional approach to your partnerships. For a more comprehensive view of your outsourcing opportunities [watch our webinar on outsourcing here](https://vimeo.com/299933295). **Categories:** Association Management, Association Management Issues, Event Planning, High Performance Organization, Leadership, Outsourcing, Sponsorship --- ### [5 Tips for More Effective Public Speaking.](https://www.zzeem.com/5-tips-for-more-effective-public-speaking/) **Published:** February 1, 2019 **Author:** erinatzzeem **Content:** Are you a competent, confident and effective speaker? Do you deliver your message in a way that resonates, convinces and inspires confidence in your association? Public speaking is a fact of life for association leaders. Leaders must address member meetings, stakeholder groups, regulators and other decision-makers. Your speaking abilities have an impact on the credibility and perceived professionalism of your association. You may be a seasoned speaker or a newbie. Either way, you can improve your effectiveness by focusing on these 5 tips. **How to prepare** 1. What does your audience want/expect? Ensure that you are delivering the information your audience is expecting. What are your key messages? 2. Speak what you know. Ensure you know your subject matter cold. 3. Slide deck/script first. Draft your presentation. If slides are to be used, create a high-level slide deck. If not, create a script. 4. Practise. Find a quiet place and practice your delivery. 5. Revise, repeat. You don’t speak the way you write. Revise your slide deck/script based on your practice runs. **What to wear** This is not fashion advice, but your attire affects your effectiveness. 1. Shoes, socks, hemline. Be aware of where you will be standing relative to your audience. If you’re on an elevated platform, their sight line may be focused on the lower part of your body. Ensure your shoes, hose and trouser or skirt hemline are impeccable. 2. Room to move. Ensure your clothing doesn’t ride up, cling or gape as you move. Ensure you can move comfortably as you gesture and walk on your “stage”. Practice in your chosen attire. 3. 1-2 steps above. Ensure your attire plays to your audience. You should be dressed in a consistent manner but 1-2 steps above your audience to support your credibility as an expert. E.g. if your audience is wearing business casual, add a jacket to your ensemble. **What’s in your slide deck?** If you’re using a slide deck, it’s not a script, it’s a visual supplement to your delivery. 1. Cues only. By all means, give yourself cues to remind you of your messaging; but never use the slide deck as a script of your delivery. You’re a speaker not a slide deck reader. 2. Stories/examples. Make it real. Include real life stories to support your messages. 3. Images. Ensure that every slide has an image that supports the slide message. **How to mic up** 1. Fixed or lapel? If you present best as you move around your stage or the room space, ensure that you have a lapel mic. This means you need a lapel that is firm enough to support a small mic, and a skirt or trousers with a structured waistband that can secure the support pack, and a jacket or longer top that will cover it. 2. Podium or table? A podium creates a barrier between you and your audience. If you need to be able to refer to your notes, ask for a table. 3. Sound check. Arrange with the AV provider to arrive at least 15 minutes before your presentation, and check your sound. By the way, even if you have as strong voice, a mic is your best bet. Your voice could be competing with a concurrent presentation next door. **Engaging your audience** 1. Who are you? Why are you here? Start your talk by engaging the people who are here for your expertise. Ask them what they want to learn from your talk and be prepared to answer their expectations in your delivery. 2. Sharing/discussion points. Ensure that your presentation gives your audience opportunities to express their personal experience. 3. Move in. You’ll need a lapel mic for this. Move throughout the room to connect with your audience. 4. Toastmasters. This is an excellent and inexpensive club to learn and practice your speaking skills. Investigate the clubs in your neighbourhood. 5. Have Fun and be yourself! **Categories:** Association, Association Management, High Performance Organization, Leadership, Leadership Support Program --- ### [Win with these 6 Powerful Tips for Sponsorship Success](https://www.zzeem.com/6-powerful-tips-for-sponsorship-success/) **Published:** March 5, 2019 **Author:** jonathanzzeem **Content:** Sponsorship can be a significant source of revenue for your association, but you have a lot of competition. To be successful, you need a great plan, a smart process and a [powerful SVP](/sponsorship/) (sponsor value proposition). Sponsors are interested in partnering with your membership organization for one of two reasons: 1. Because aligning their brand with yours increases their visibility or perceived value 2. Because your members make or influence the buying decisions for their products or services So you must provide a compelling case for one or both. When done well, sponsorship is a business AND personal relationship and both partners benefit. Follow these 6 tips to build and maintain strong win-win relationships with your sponsors. 1. **DISTINGUISH YOURSELF:** Know your organization, understand your brand, and be prepared to identify how that aligns with the sponsor’s needs. 2. **CREATE A STRONG OFFERING:** Your sponsorship prospectus must be attractive, professional and informative. It must create a business case for an investment in your organization. Clearly define the return on the sponsor’s investment (ROI). - Share relevant data including member demographic and purchasing information to demonstrate the “fit”. - Define whether the sponsorship opportunity is event specific, year-round with multiple touch points or multi-year. Explain how they can maximize the opportunity. - For many sponsors the golden ticket is a speaking engagement where they can showcase their expertise in a way that’s useful to your members. - Provide a variety of entry-level to premium offerings that provide a good balance of visibility and direct contact with members. Consider the time required to secure the sponsors. Too many lower priced options take time away from securing higher value opportunities and may undervalue the whole program. 3. **KNOW YOUR SPONSORS:** Understand their business goals and objectives. Tailor the sponsor package to meet their objectives. 4. **FOLLOW *THEIR* BUDGET CYCLE:** Reach out to them when they’re planning their budget for the following year. 5. **IDENTIFY DECISION MAKERS:** Understand the sponsors’ decision-making process and hierarchy, e.g., who are the buyers versus the influencers? What information do they require – particularly if your contact does not make the final decision? What are their business deliverables and how can your association make them look good and help them be successful? 6. **DEDICATE RESOURCES:** Successful sponsorship management requires dedicated individuals who are skilled at sourcing, building and nurturing on-going relationships. This is not trivial. It takes time and effort to research qualified prospects; to develop an effective “pitch” with professional and comprehensive support materials; execute the value proposition; and provide necessary ongoing, personalized appreciation efforts and engagement that is mutually beneficial and facilitates long-term support. Bottom line: Take this seriously. The more effort and professionalism you put into your sponsor program the more successful it will be. Find out more about [building successful sponsorship programs](/sponsorship/) and the [High Performance Organization](/highperformanceorganization/)TM on our website. Check out our [VIMEO channel](https://vimeo.com/zzeeminc) for webinars on this topic. **Categories:** Association, Association Management Issues, Event Planning, High Performance Organization, Sponsor Value Proposition, Sponsorship, Successful Conferences, Tradeshows --- ### [Tracking the Member Journey](https://www.zzeem.com/tracking-the-member-journey/) **Published:** June 3, 2021 **Author:** jonathanzzeem **Content:** What is a member journey? Associations despair calling their members, clients and their prospects, leads. But if they thought of their association as a business that sells services to their clients and leads, they would not feel so touchy about it. They would develop a sales funnel and map out their members’ journeys. Once leads are qualified and make it into your sales funnel, there are many other problems that can occur. Given the lower resources an association has to deal with, it doesn’t make sense to spend time calling prospects who are not ready to buy, especially if you can use information they’ve already provided to tell the hot leads from the cold ones. Asking potential members to repeat information about themselves is also a missed opportunity to provide personalized service and win their loyalty. Associations need a better way to understand the individuals they’re communicating with, especially in today’s online world where most businesses rarely meet their customers face-to-face. At the same time, you need to prepare for the coming surge when face-to-face events happen again. Where do we first interact with our leads/prospects? What is the next point? What can we offer them as they travel along this journey? Asking members to repeat themselves shows them that you don’t care about them. Asking prospects too many questions and for the same information multiple times can cost you lost opportunities. This can hurt your retention rates, cost you referral opportunities and damage your brand loyalty. To develop strong relationships with members, associations must view them as individual human beings with unique needs, concerns, and preferences. In fact, this is what customers everywhere have come to expect and demand. Trust too, has been eroded. We have to earn our prospects’ trust. A friend of mine has broken this down to four steps: 1. Offer them a “freemium product” – no cost, not even an email. Just download and go. 2. Offer them a “diagnostic product” that helps them figure out where they are weak and helps them do something better. This is a paid product, or not. 3. Offer them something “transformative” that opens their eyes to what you can offer if they join you. Have them pay for this. Now they are receiving value in exchange for money. 4. Offer them something nurturing, such as membership. They pay for this, as this is where the true value is, but they are more comfortable interacting with you. You can see from the above that as their comfort level increases, and you understand where they are on their journey, what you are offering begins to align with them. This is the beginning of a long-term relationship. The challenge that makes this type of personal understanding so elusive is disorganized data. Although most associations do have the data they need to understand individual leads and members better, they are not using it to improve personal interactions or improve the customer journey. This is because it’s spread out among different business tools, not organized in a way that connects each data point to an individual contact or is so hard to use that many associations and their staff cannot find the data they need at the moment they need it. Most marketers, salespeople or customer service representatives do not have time to dig up all the relevant information about everyone they’re communicating with, which causes them to miss out on opportunities to improve these interactions. A strategy for solving this issue known as Customer Relationship Management, or CRM for short. Although you may have only heard “CRM” in terms of software created for this purpose, but software is only part of a successful Customer Relationship Management strategy, and without a strong alignment between that software and strategy, neither will succeed. The goal of your CRM strategy should be focused on strengthening relationships between your members or prospects and your brand. Developing an effective CRM strategy requires reflection on the types of relationships that are most profitable and best support your mission. Responding appropriately to the relational expectations of your members and prospects is the key to growing your association. Your CRM strategy is a plan for how you will do that. ​​​​​​​​​​​​​​The solution for better relationships with individual customers is to create an individual, top-to-bottom view of all prospects and members where all the data about them lives in one place. Instead of searching through your email inbox, spreadsheets, a filing system or even just your memory to find information about a customer or lead, what if you could see all the information you have about that individual in one place? That’s exactly what a CRM can do, and it solves the problem of poor customer experiences. With a CRM software and strategy that provide views of each customer and lead on an individual level, you can: - Personalize marketing messages for each individual to increase your response rate, engagement, and even brand loyalty. - Tailor the customer journey based on each lead’s behaviors to provide them with the information and interaction they need at just the right time to create more sales opportunities. - Use information shared during the sales and marketing process to provide personalized service for new customers, increasing their willingness to spend money with you and stay for longer. - Make the most of information gathered by customer service and sales reps to fine-tune your marketing strategy to find more people who are the right fit for your product. - Improve the quality of your sales conversations with leads by using all the information you have gathered about their preferences, needs and pain points to show them how your product or service provides the right solution. - Use the data collected about all your customers and leads to understand your business performance and project your future earnings based on your current pipeline. (Oops, sorry for making this distastefully “businessy”.) To stay competitive in the expanding digital economy, where face-to-face sales and customer service is becoming rare, your association needs to find different ways to build genuine relationships. This is done by demonstrating to individual members that you are listening and anticipating their needs. Many Association Management Systems (AMSs) claim they can do this, but for me it is a WordPress site, hosted on WP Engine with a CRM as the backend. A business-oriented CRM allows hook-ups to many social media platforms, SMS, and your web site. Many association managers do not know that there is much more to CRM than just choosing a software vendor and uploading their rolodex of contacts into it. Having a CRM in place is important, but without a strategy for putting the data inside it to work building relationships, there’s a huge, missed opportunity. Two different types of providers have emerged: list-based systems such as Constant Contact and Mailchimp, and database-oriented systems such as Infusionsoft and HubSpot. List-based systems offer some limited CRM capabilities such as basic contact records that allow associations to find and edit contact information for the subscribers on their list. However, these list-based systems are not well-equipped for sophisticated sales and marketing automation. In contrast, all-in-one platforms offered similar capabilities as enterprise platforms, packages and prices tailored to meet the needs of small associations and seamless integration between CRM technology and sales and marketing automation. We are currently examining three systems with an eye to performance/price. “Be seeing you.” **Categories:** blog --- ### [Jan 10 - What’s in Store for Associations in 2023?](https://www.zzeem.com/jan-10-whats-in-store-for-associations-in-2023/) **Published:** December 8, 2022 **Author:** Collin Richard **Excerpt:** . Tuesday January 19th 12:00pm ET **Content:** Tuesday January 10th, 2023 Find out what you need to know to plan for 2023. [Watch the Recording on YouTube](https://www.youtube.com/watch?v=dykSixzS3uk) **Categories:** 2023 Past Webinars --- ### [Feb 16 - Member Dues Increases: What You Need To Know](https://www.zzeem.com/feb-16-member-dues-what-you-need-to-know/) **Published:** December 8, 2022 **Author:** jonathanzzeem **Excerpt:** February 16th 12:00pm ET **Content:** Thursday February 16th 12:00pm ET start How to plan, manage, and communicate member dues pricing increases. Tips on when, how, why, and how often. [Watch the Recording on YouTube](https://www.youtube.com/watch?v=HjqXJtEoosI) **Categories:** 2023 Past Webinars --- ### [Mar 23 - Building Successful Committees, What Does it Take?](https://www.zzeem.com/mar-23-building-successful-committees-what-does-it-take/) **Published:** January 5, 2023 **Author:** jonathanzzeem **Excerpt:** February 16th 12:00pm ET **Content:** Thursday March 23rd 12:00pm ET start - The right foundation - The right committees - The right people Find out how to create a winning formula. [WATCH THE RECORDING ON YOUTUBE](https://www.youtube.com/watch?v=cHuphEbxuLQ) **Categories:** 2023 Past Webinars --- ### [Apr 20 - Member Engagement: Building connections and community.](https://www.zzeem.com/apr-20-member-engagement-building-connections-and-community/) **Published:** March 23, 2023 **Author:** jonathanzzeem **Excerpt:** April 20th 12:00pm ET **Content:** Thursday April 20th 12:00pm ET start Tips and practices to get members engaged in your Association. [Watch Recording](https://www.youtube.com/watch?v=HWJdGBAqmDg) **Categories:** 2023 Past Webinars --- ### [May 31 – Strategic Planning Master Class 2.0](https://www.zzeem.com/may-31-strategic-planning-master-class-2-0/) **Published:** April 21, 2023 **Author:** jonathanzzeem **Excerpt:** May 31st 12:00pm ET **Content:** Wednesday May 31st 12:00pm ET start Your Strategic Plan is one of the most important things your Board does. Find out how to create an aspirational yet realistic Strategic Plan and ensure that it is successfully implemented. [Watch Recording](https://www.youtube.com/watch?v=JIqNElS5aow) **Categories:** 2023 Past Webinars --- ### [August 30th – Financial Sustainability for Associations - 10 Simple Metrics](https://www.zzeem.com/july-5th-financial-sustainability-for-associations-10-simple-metrics/) **Published:** June 16, 2023 **Author:** jonathanzzeem **Excerpt:** August 30th 12:00pm ET **Content:** Wednesday, August 30th 12:00pm ET start You’ll find out how to assess your short and long-term financial health with 10 simple KPIs that your board and management can easily follow. [Watch Recording](https://www.youtube.com/watch?v=d2R24HrrqYU) **Categories:** 2023 Past Webinars --- ### [September 12th – Board Governance Training - Drawing the Line Between Operations and Governance](https://www.zzeem.com/board-governance-training-drawing-the-line-between-operations-and-governance/) **Published:** August 31, 2023 **Author:** jonathanzzeem **Excerpt:** September 12th 12:00pm ET **Content:** Tuesday, September 12th 12:00pm ET start Does your Board sometimes struggle to stay in their lane? Are they inclined to dive into operations when you need them to focus on strategy? We’ll share with you proven ideas and tips to help keep your Board on track [Watch Recording](https://www.youtube.com/watch?v=c1-FiwowVkk) **Categories:** 2023 Past Webinars --- ### [October 19th – Member Renewal Campaigns](https://www.zzeem.com/october-19th-member-renewal-campaigns/) **Published:** September 13, 2023 **Author:** jonathanzzeem **Excerpt:** October 19th 12:00pm ET **Content:** Thursday, October 19th 12:00pm ET start Are you getting ready for your member renewal season? Find out how to increase your retention rate, speed up cash flow, and upsell your membership. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2023 Past Webinars --- ### [November 17th - Creating and Utilizing Effective Policies](https://www.zzeem.com/november-17-creating-and-utilizing-effective-policies/) **Published:** October 23, 2023 **Author:** jonathanzzeem **Excerpt:** November 17th 12:00pm ET **Content:** Friday, November 17th 12:00pm ET start Need to strengthen your association’s governance? Learn how to choose, write, and implement the best policies for your association. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2023 Past Webinars --- ### [How to Effectively Facilitate Board and Committee Meetings](https://www.zzeem.com/how-to-effectively-facilitate-board-and-committee-meetings/) **Published:** November 17, 2023 **Author:** jonathanzzeem **Excerpt:** Wednesday, December 6th 12:00PM ET **Content:** Wednesday, December 6th 12:00pm ET start You’ll learn best practices and practical tips to manage and facilitate Board meetings. We’ll show you how to keep the group on time, on track and focused on the meeting deliverables. Featuring Erin Roberts, Partner at Zzeem, and Asif Ahmed, Executive Director. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2023 Past Webinars --- ### [Take Your Meeting Facilitation to the Next Level](https://www.zzeem.com/take-your-meeting-facilitation-to-the-next-level/) **Published:** December 14, 2023 **Author:** Collin Richard **Content:** In the world of association governance, effective Meeting Facilitation requires the facilitator to be something of a paradox. Imagine them as both the conductor of a symphony orchestra and its head stagehand. Just as a conductor must skillfully manage the various sections of their orchestra and ensure harmony of interpretation, so too must a meeting facilitator guide discussion, balance differing opinions, and drive consensus. However, at the same that a meeting facilitator leads “from the front,” they also lead “from behind.” Like a stagehand, they work behind the scenes, preparing materials, coordinating logistics, and generally setting the stage for the “performers.” With many years of association executive experience under their belts, Erin Roberts and Asif Ahmed are masters of orchestrating Committee and Board meetings, as well as Annual General Meetings. Coming together for Zzeem’s December 11th webinar entitled, “How to Effectively Facilitate Board and Committee Meetings,” Erin and Asif provide valuable guidance on how to seamlessly blend the roles of conductor and stagehand as an effective and efficient meeting facilitator. In the webinar, Erin and Asif dive into the following topics: - The Role of the Facilitator: Understanding the role of a facilitator in ensuring efficiency and creating consensus among participants while remaining neutral. - Before You Start: Setting clear expectations, defining the meeting’s end goal, and ensuring that agenda items are well-defined. - Supporting the Chair: Exploring the facilitator’s role in prompting, directing, and alerting the Chair without taking over the meeting. - Onsite Logistics: “Setting the table” for meetings. - Onsite Outcome: Establishing expected outcomes and ensuring everyone is on board with meeting deliverables. Take your meeting facilitation to the next level and watch the recording for Zzeem’s December 2023 webinar, “How to Effectively Facilitate Board and Committee Meetings,” [here](https://www.youtube.com/watch?v=gaWTsEqOsek "here"). **Categories:** blog --- ### [March 7 - The CEO and the Board: Building and Maintaining a Thriving Relationship](https://www.zzeem.com/march-7-the-ceo-and-the-board-building-and-maintaining-a-thriving-relationship/) **Published:** February 8, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, March 7th 12:00PM ET **Content:** Thursday, March 7th 12:00pm ET start One of the secrets of a high-performing organization is the synergy between the CEO and the Board of directors. This doesn’t happen by accident. Are your directors working well together? Do they share the same vision as the chief executive? Find out what your organization can do to keep your team on point and working like a well-oiled machine. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [April 11 - 2024 CSAE Membership Trends Report: Interview with Bramm Research](https://www.zzeem.com/2024-csae-membership-trends-report-interview/) **Published:** March 7, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, April 11 12:00PM ET **Content:** Thursday, April 11 12:00pm ET start What trends are impacting Canadian membership associations in 2024 In this interview with Gerald Bramm we’ll explore the most illuminating insights in the 2024 CSAE Membership Trends Report. We’ll discuss the top challenges in member recruitment and retention, trends in member engagement and non-dues revenue, and trends in membership models and pricing. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [May 16 - Finance for Associations Masterclass: Telling Your Story Through Numbers](https://www.zzeem.com/may-16-finance-for-associations-masterclass-telling-your-story-through-numbers/) **Published:** April 12, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, May 16 12:00PM ET **Content:** Thursday, May 16 12:00pm ET start Are your financial statements valuable management tools or are they just a list of numbers? How well do your financial statements represent the story of your association? We will give you tips and best practices to ensure that your financial statements are highly useful and informative. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [2024 CSAE Membership Trends Report: Interview with Gerald Bramm of Bramm Research](https://www.zzeem.com/2024-csae-membership-trends-report-interview-with-gerald-bramm-of-bramm-research/) **Published:** April 28, 2024 **Author:** jonathanzzeem **Content:** In the dynamic world of associations, change is constant. From shifting demographics to emerging technologies, association leaders must adapt to survive in a post-COVID world. Join Erin Roberts, partner at Zzeem and veteran association executive, as she interviews Gerald Bramm, President of Bramm Research, on the most important insights revealed by CSAE’s 2024 Membership Trends Report, in [Zzeem’s latest webinar](https://www.youtube.com/watch?v=7X94fCb-ZmU&pp=ygUFenplZW0%3D). One crucial aspect of association management covered in the webinar interview is member retention. While attracting new members is important, retaining existing ones is equally—if not more—critical. Association executives have emphasized the need to provide ongoing value to current members, ensuring they feel engaged and supported. Understanding why members choose not to renew their memberships is key to addressing retention issues. Survey data suggests that perceptions of value, career transitions, and evolving member demographics play significant roles in membership retention. For associations, this underscores the importance of continually evaluating and adapting their member value proposition to meet the evolving needs of their members. Another area of focus in Erin and Gerald’s discussion is member engagement. Associations are exploring various methods to track and improve member engagement, ranging from traditional metrics like event attendance to newer indicators such as social media interactions. The goal is to foster meaningful connections with members, driving increased participation and satisfaction. As associations navigate these challenges, they are also reevaluating their revenue streams. While membership dues remain a significant source of income for many associations, diversifying revenue streams through avenues like conferences, sponsorships, and educational offerings is becoming increasingly important. Associations are exploring new models and pricing strategies to maximize revenue while delivering value to members and stakeholders. Furthermore, associations are rethinking their membership models to better align with changing member needs and preferences. Whether through tiered pricing structures or streamlined membership categories, associations are seeking ways to enhance the membership experience and attract new members. Learn how to remain agile and proactive in addressing the evolving needs of your members by watching the recording for Zzeem’s [April 2024 webinar](https://www.youtube.com/watch?v=7X94fCb-ZmU) today! While you’re at it, [subscribe to our mailing list](https://www.zzeem.com/subscribe/) and be the first to know about upcoming webinars! **Categories:** 2024 Past Webinars, blog, Member Engagement --- ### [Finance for Associations Masterclass: Telling Your Story Through Numbers](https://www.zzeem.com/finance-for-associations-masterclass-telling-your-story-through-numbers/) **Published:** June 2, 2024 **Author:** jonathanzzeem **Content:** As the saying goes, “money makes the world go ’round.” Ensuring your board can make informed financial decisions is essential for your association’s success. Watch [Zzeem’s webinar](https://www.youtube.com/watch?v=qamwquMtsTs&t=1s&pp=ygUFenplZW0%3D) to learn how to equip your association with the tools and knowledge tothrive financially. Read on for a summary of the key strategies discussed! First, demystify financial statements: - Break down the basics of the balance sheet and income statement. - Explain what the organization owns (assets), what it owes (liabilities), and what remains after obligations (net equity). - Use simple language and add a narrative to make the data relatable. - Whether it’s written or verbal, ensure that every director can follow along and understand the key points. Next, help the board predict future outcomes based on current data: - Regularly compare actual figures to your budget to identify discrepancies early. - Analyze trends in revenue and expenses to forecast future positions. - Highlight any new or ongoing risks and keep the board updated on strategies to manage them. Clear communication is critical: - Provide concise management reports that highlight key points from the financial statements. These reports should be both written and verbal. - Inform the board about what decisions or actions are required based on the financial information presented. - Clear instructions ensure the board knows exactly what is expected of them and by when. Offering detailed insights further empowers your board: - For major events or programs, provide schedules showing all revenue and expenses in detail. - Show comparisons of current figures with budgeted amounts and previous years’ data to identify trends and prompt the right questions. This detailed breakdown helps board members understand the financial situation and make informed decisions. Additionally, training and support are so important. Provide regular training sessions on financial statements and key metrics to boost confidence and understanding. Don’t hesitate to bring in external parties to inform and guide the board through complex financial issues, such as insurance. By following these strategies, you’ll ensure your board is prepared to lead your association to success. Informed and timely decisions are the cornerstone of effective governance, and with the right tools and knowledge, your board can navigate the financial landscape confidently and effectively. Take the first step in your board with the tools to master finances by watching the recording of our[ webinar](https://www.youtube.com/watch?v=qamwquMtsTs&t=1s&pp=ygUFenplZW0%3D) today! While you’re at it, [subscribe to our mailing list](https://www.zzeem.com/subscribe/) and be the first to know about upcoming webinars! **Categories:** blog --- ### [July 18 - Volunteer Recruitment and Engagement](https://www.zzeem.com/july-18-volunteer-recruitment-and-engagement/) **Published:** June 25, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, July 18 12:00PM ET **Content:** Thursday, July 18 12:00pm ET start Volunteer engagement is a key metric for association sustainability. And volunteers are the lifeblood of your association. Why do some associations have a line-up of volunteers and others struggle to fill positions? Find out how you can attract and retain great talent on your committees, your task forces and your board. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [September 19th: Which Governance Model is Right for You?](https://www.zzeem.com/september-19-which-governance-model-is-right-for-you/) **Published:** July 18, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, September 19th 12:00PM ET **Content:** Thursday, September 19 12:00pm ET start What governance model is best for your association and what does it look like? Many of our governance challenges are rooted in the governance model we use. Perhaps it’s a poor fit for the association, or maybe we’re just not applying it correctly. You’ll learn which models to consider, and the pros and cons of each. **Categories:** 2024 Past Webinars --- ### [Volunteer Recruitment and Engagement for Associations](https://www.zzeem.com/volunteer-recruitment-and-engagement-for-associations/) **Published:** July 18, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, July 18, 2024, 12:00PM EST **Content:** Member engagement is the most important element of a successful, sustainable membership association. Often, member engagement is confused with marketing, but it’s really about the attitude and strategy your volunteers and staff take at every touchpoint with your members. Click below to watch the episode. ### Introduction to Volunteer Engagement - The webinar focuses on the critical role of volunteer engagement within associations, highlighting the varying levels of volunteer availability across different organizations. - The presenter aims to provide strategies for enhancing volunteer recruitment, engagement, and satisfaction to strengthen associations. - Regular attendees of the webinars are familiar with the format, which aims to deliver actionable insights that can be implemented immediately. ### Importance of Volunteer Satisfaction - Volunteer satisfaction is directly linked to the ability to attract new volunteers, as happy volunteers are likely to encourage others to join. - High volunteer engagement leads to improved member engagement and retention, which is essential for the sustainability of any association. - The ideal scenario involves having a pipeline of well-trained, motivated volunteers ready to step into roles as they become available. - Successful volunteer engagement results in increased participation in events and programs, which is a key focus for many associations. ### Engaging Members as a Precursor to Volunteer Engagement - Engaging members effectively is crucial as it lays the groundwork for future volunteer involvement. - Members typically join associations for personal or professional reasons, often aligning with the organization’s mandate or seeking community with like-minded individuals. - Strategies for member engagement include hosting events, onboarding processes, and personal outreach to foster connections. ### Survey Insights on Volunteer Motivation and Challenges - A survey conducted among volunteer leaders provided insights into what motivates individuals to volunteer, with passion for their profession being a primary motivator. - Challenges highlighted by committee chairs included motivating colleagues and balancing time demands, indicating that many volunteers face competing priorities. - Effective engagement strategies must address these challenges to maintain a motivated volunteer base. ### Psychological Considerations in Volunteer Engagement - The presenter references Maslow’s hierarchy of needs to illustrate that associations can help fulfill members’ psychological needs through engagement. - Volunteering can enhance understanding of the association’s value, leading to increased member satisfaction and loyalty. - Training and support are essential to ensure volunteers feel competent and valued in their roles, which contributes to their overall satisfaction. ### Strategies for Engaging and Motivating Volunteers - Immediate training for volunteers is crucial to ensure they understand their roles and the association’s mission from the outset. - Connecting new volunteers with existing ones fosters a supportive environment and enhances the onboarding experience. - Recognition of volunteer contributions, even if they claim not to seek it, can significantly boost morale and motivation. - Setting achievable objectives for committees helps maintain engagement and gives volunteers a sense of accomplishment. ### Recruitment of Volunteers - Recruitment strategies should focus on building a pipeline of potential volunteers rather than only seeking candidates when positions become available. - Personal outreach from directors or leadership can significantly increase the likelihood of individuals considering volunteer opportunities. - Highlighting the personal and professional benefits of volunteering can motivate busy professionals to participate. - Awareness of demographics can guide recruitment efforts to ensure a diverse and sustainable volunteer base. ### Next Steps and Conclusion - The presenter encourages participants to implement one of the seven discussed strategies immediately to see positive results. - Suggestions for next steps include improving event hosting, refining onboarding processes, and establishing metrics for tracking engagement. - The webinar concludes with an invitation to the next session, which will cover governance models for associations. **Categories:** 2024 Past Webinars, Governance, Member Engagement, Volunteer Engagement --- ### [October 15 - Member Renewal Campaigns](https://www.zzeem.com/october-15-member-renewal-campaigns/) **Published:** September 19, 2024 **Author:** jonathanzzeem **Excerpt:** Tuesday, October 15th 12:00PM ET **Content:** Tuesday, October 15 12:00pm ET start Are you getting ready for your member renewal season? Find out how to increase your retention rate, speed up cash flow, and upsell your membership. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [Which Governance Model is Right for You?](https://www.zzeem.com/which-governance-model-is-right-for-you/) **Published:** October 7, 2024 **Author:** jonathanzzeem **Content:** Does your board ever get stuck in long, inefficient meetings? Are they ever frustrated with decision-making? If so, it might be time to rethink your governance model. A strong governance framework is key to better decisions, efficient meetings, and clear accountability, so everyone knows their role and time isn’t wasted. // ## What’s the Right Governance Model? Not all models fit every organization. Here are three of the most common ones: - **Traditional Model:** The board provides oversight while the CEO handles day-to-day operations. Decisions are usually made by majority vote. It’s simple and familiar but can easily be misused if roles aren’t clear - **Carver Model (Policy Governance):** This model separates governance and operations entirely. The board focuses solely on policy-making, leaving all operational decisions to the CEO. While it provides clarity, it can be complex to manage. - **Hybrid Model:** A blend of different models, often using elements of traditional governance with other decision-making structures. It’s flexible and adaptable, making it easier to tailor to an organization’s specific needs. The key is not just picking a model, but ensuring it’s used properly. Before diving into a new model, ask: *Is the model itself the issue?* Often, the problem is not the model but poor processes—weak agendas, unclear policies, or ineffective facilitation. If the model doesn’t align with your goals, consider making a switch. ## Steps to Make Governance Work ## **Define Your Goals:** What outcomes are you aiming for? More focused meetings? Faster decision-making? 1. **Fix What’s Broken:** Identify whether it’s the model or just processes that need tweaking. 2. **Engage Stakeholders:** Get feedback without getting bogged down in too many opinions. 3. **Document & Train:** Make sure everyone understands the governance framework and has the tools to implement it. ## Keep Your Board on Track Good governance requires deliberate choices and proper implementation. If your board struggles with direction or efficiency, it might be time to refine your approach and get aligned for success. Looking for more information on which governance model is right for you? **Categories:** blog --- ### [Strategic Planning Masterclass](https://www.zzeem.com/strategic-planning-masterclass/) **Published:** October 15, 2024 **Author:** jonathanzzeem **Excerpt:** Tuesday, November 12th 12:00PM ET **Content:** Tuesday, November 12 12:00pm ET start The world has changed dramatically in the past 5 years, and your Strategic Plan is the roadmap to your organization’s future. Find out how create an aspirational yet realistic Strategic Plan and ensure that it is successfully implemented. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars, Strategic Planning --- ### [December 12 - A CEO’s Guide to Succinct and Meaningful Reporting](https://www.zzeem.com/december-12-inform-your-board-in-five-minutes-or-less/) **Published:** November 13, 2024 **Author:** jonathanzzeem **Excerpt:** Thursday, December 12th 12:00PM ET **Content:** If your idea of effective reporting has your directors reaching for their pillows then you need this. Do you find that your Board forgets information, even after you’ve given thorough reports? We’ll show you how to tell the Board everything they need to know succinctly and effectively. [Register](https://us06web.zoom.us/webinar/register/WN_MyEk92wtQW290vDtxoQ-xg) **Categories:** 2024 Past Webinars --- ### [2024 Strategic Planning Masterclass](https://www.zzeem.com/2024-strategic-planning-masterclass/) **Published:** December 6, 2024 **Author:** jonathanzzeem **Content:** Strategic planning can be a game-changer for your association when done well. In this Strategic Planning Masterclass we will discuss how a strong plan aligns your board, staff, and stakeholders, ensuring everyone pulls in the same direction toward clear, shared goals. Here’s how to refine your process and see real results. #### Why Strategic Planning is Essential A strategic plan gives your association direction. It ensures the board fulfills its governance role while helping the CEO and staff prioritize effectively. Without a plan, you risk wasting time, resources, and energy. A strong plan keeps everyone aligned and focused on what matters most. #### Laying the Foundation Start with the basics: - A strategic plan should cover at least three years. Anything shorter risks being limited to operational planning. - Both the board and CEO need to take ownership of the plan. In larger associations, senior management should be involved too. - A written plan ensures clarity and continuity, even as leadership changes. #### From Good to Great If you want a plan that really delivers, consider these tips: - Stick to two to four objectives. Too many priorities dilute focus and lead to frustration. Combine overlapping goals to streamline efforts. - Include staff early in the process. People are more likely to execute effectively if they understand the objectives and their importance. - **Formalize Approval**: Have the board formally adopt the plan to create accountability and ensure alignment. #### Reaching the Next Level To truly master your strategic planning: - **Define the Details**: Break each objective into milestones with deadlines, clear accountability, and resource requirements. Be specific—vague goals like “increase revenue” won’t cut it. - **Do Your Homework**: Gather insights through surveys, stakeholder consultations, or environmental scans before your planning session. This ensures decisions are based on data, not guesswork. - **Prepare for Pivots**: Build in flexibility for objectives that might hit roadblocks. Having a backup plan ensures momentum isn’t lost. #### Making It Happen The plan doesn’t end with its creation—it’s just the beginning. Tie action steps to board meeting agendas, review progress quarterly, and share updates with members. Make sure committees and staff are fully aligned, and don’t let the plan gather dust. #### Final Thoughts Strategic planning isn’t just a task or necessity—it’s an opportunity. When done right, it becomes the foundation for your association’s success, helping your association achieve more with focus and clarity. Put in the effort now, and watch the difference it makes. Looking for more information on how to refine your strategic planning process or align your team around clear strategic planning objectives? Head over to YouTube and [view the recording for Erin Roberts’ latest Strategic Planning Masterclass](https://www.youtube.com/watch?v=quDWXXjOZaE&t=1s&pp=ygUYenplZW0gc3RyYXRlZ2ljIHBsYW5uaW5n)! **Categories:** blog --- ### [Membership Growth: 9 Proven Techniques to Attract/Retain Members](https://www.zzeem.com/membership-growth-eight-proven-techniques-to-attract-and-retain-members/) **Published:** January 27, 2025 **Author:** jonathanzzeem **Excerpt:** Tuesday, February 18th, 2025, 12:00PM EST **Content:** Membership growth. We all want it, but it remains evasive. Discover eight proven techniques to attract and retain members in this actionable webinar on membership growth. Learn strategies to boost engagement, increase member loyalty, and drive long-term success for your organization. Members are leaving, or retiring and new members are not joining because they fail to see value, or are time deprived. [Watch the Recording!](https://www.youtube.com/watch?v=rlyKeAP0bto&t=258s) ### **Overview** Asif Ahmed (Zzeem) interviews Erin Roberts on how associations can **attract and retain members**, especially during uncertain economic conditions. They share practical insights based on experience and introduce **9 proven techniques** to strengthen membership. --- ### **Key Context** - Economic uncertainty (e.g., potential recession, trade tensions) may reduce members’ ability or willingness to pay. - Organizations must clearly demonstrate value to prevent cancellations. - Competition may increase, especially if companies shift operations internationally. - **Uncertainty can be used as an opportunity for growth**. --- ### **9 Proven Techniques for Membership Growth & Retention** 1. **Strong Member Value Proposition (MVP)** - Clearly answer: *“What’s in it for me?”* - Focus on solving members’ problems and meeting their needs—not just listing benefits. 2. **Updated Strategic Plan** - Ensure membership growth and retention are central. - Revisit plans frequently due to changing conditions. 3. **Effective Communication** - Regularly engage both members and non-members. - Share value, updates, opportunities, and risks. 4. **Leverage Leaders & Influencers** - Identify key members and use their networks to expand reach. 5. **Drive Member Engagement** - Rally members around causes and shared challenges. - Show how they can contribute to solutions. 6. **Focus on Volunteer Recruitment** - Volunteers are the most engaged members. - Use targeted outreach and personal invitations. 7. **Ensure Committee Effectiveness** - Provide clear goals, structure, and achievable outcomes. - Include both short-term wins and long-term objectives. 8. **Use Events Strategically** - Attract non-members to events. - Use them to showcase value, build relationships, and recruit. 9. **Optimize Membership Renewals** - Treat renewals as “reselling” membership. - Start early, provide incentives, highlight benefits, and create urgency. --- ### **Additional Insights** - **Lapsed members**: Maintain contact and use structured re-engagement strategies. - **New/certification members**: Build community and mentorship to retain them. - **Small teams**: Use volunteers and existing activities to drive recruitment. - **Advocacy value**: Members gain early insights, influence, and insider access—even if non-members benefit broadly. - **Segmentation matters**: Tailor messaging and value propositions to different member groups. --- ### **Main Takeaway** To succeed, associations must **clearly communicate value, engage members meaningfully, and proactively manage recruitment and renewals**—especially in uncertain times. **Categories:** 2025 Past Webinars --- ### [On Time and On Track: Proven Strategies for Effective Meetings | Zzeem](https://www.zzeem.com/proven-strategies-for-effective-meetings/) **Published:** February 24, 2025 **Author:** jonathanzzeem **Excerpt:** Tuesday, March 18th, 2025, 12:00PM EST **Content:** In this podcast, you’ll discover time-tested, actionable tips for managing and facilitating Board and Committee meetings. We’ll show you how to keep things moving, stay focused on priorities, and ensure every deliverable gets the attention it deserves. Featuring Erin Roberts, Partner at Zzeem, and Asif Ahmed, Executive Director. [Watch the Recording!](https://www.youtube.com/watch?v=b4Yyrnq3eW8) ### Summary: Zzeem Podcast – Proven Strategies for Effective Meetings This Zzeem podcast episode focuses on **best practices for planning, facilitating, and following up on effective meetings** within associations, including board meetings, committee meetings, and AGMs. Drawing from real-world experience, the speakers emphasize practical strategies aligned with building high-performance membership organizations (HPOs). --- ## Key Takeaways ## 1. Preparation Is the Most Critical Factor The single most important element of an effective meeting is **thorough preparation**. - Clearly define the **deliverables** of the meeting (what must be accomplished) - Connect those deliverables to the **bigger organizational strategy** - Limit meeting scope—**fewer, focused objectives are more effective** - Carefully select **only essential participants** - Develop both a **draft agenda (for buy-in)** and a **detailed timed agenda** 👉 Preparation ensures meetings are purposeful, efficient, and valuable for participants. --- ## 2. The Role of the Facilitator Is Central A skilled facilitator determines whether a meeting stays productive. Key responsibilities include: - Keeping the meeting **on schedule and aligned with the agenda** - Ensuring **balanced participation** - Managing **engagement and focus** - Anticipating potential **disruptors or conflicts** - Preparing **backup plans (Plan B)** if discussions go off track For external facilitators: - They must be briefed on **personalities, dynamics, and potential issues** - Leaders should proactively share insights on participants beforehand --- ## 3. Managing Conflict and Disruption Conflict is common—and must be managed effectively. Best practices include: - Set **clear expectations at the start** (e.g., respectful participation, time awareness) - Use **time constraints** to redirect off-topic discussions - Acknowledge contributions but **re-balance participation** when someone dominates - Redirect conversations back to the agenda - Use **breaks (“timeouts”)** if discussions become heated 👉 The facilitator must maintain control while ensuring all voices are respected. --- ## 4. Different Meetings Require Different Approaches ### Committee Meetings - Often less formal but still require: - A **clear mandate** - Review of **previous action items** - Supporting **briefing materials** - Focus is on **discussion and recommendations**, not decisions --- ### Board Meetings - More structured and decision-oriented - Require: - **Timed agendas and prior minutes** - **Briefing materials for all decisions** - Chairs often facilitate, with staff supporting behind the scenes --- ### Annual General Meetings (AGMs) - Most formal and require **extensive preparation** - Best practices include: - Creating a **full script for speakers** - Providing **clear financial and operational summaries** - Preparing for **unexpected motions or questions** Critical lesson: - Avoid allowing uninformed decisions (e.g., surprise motions from the floor without context) --- ## 5. Follow-Up Is Essential Even the best meeting fails without effective follow-up. Key actions: - **Summarize outcomes before ending the meeting** - Confirm decisions - Assign responsibilities - Gather quick **participant feedback** - Clearly outline: - **Tasks** - **Deadlines** - **Accountability** After the meeting: - Ensure mechanisms exist to **track and remind people of commitments** - Provide **advance notice** before future meetings for status updates --- ## 6. Common Mistakes and Lessons Learned The speakers highlight several real-world lessons: - Failing to prepare properly (especially for AGMs) - Not using scripts for formal meetings - Allowing dominant participants to monopolize discussions - Avoiding necessary interruptions due to politeness 👉 Effective facilitators must balance professionalism with assertiveness. --- ## 7. How to Keep Committees Motivated For organizations with limited staff: - Clearly define each committee’s **mandate and goals** - Set **short-term, achievable objectives** - Ensure members understand their **impact and contribution** - Give committees autonomy—people stay engaged when they feel ownership --- ## 8. What Makes a Strong Agenda A high-performing meeting agenda includes: - **Time allocations for each item** - Clearly defined **objectives** - Reasonable scope (not overloaded) - Supporting **materials and context** Optional additions: - Opening **expectations statement** - Visual or verbal cues to keep participants aligned --- ## Final Recap The podcast emphasizes that effective meetings are not accidental—they are **designed, structured, and managed intentionally**. ### Core Principles: - Prepare thoroughly - Facilitate actively - Manage dynamics confidently - Tailor structure to meeting type - Follow up rigorously --- ## Bottom Line Effective meetings are a cornerstone of **high-performance organizations**. When done well, they: - Drive decisions - Improve accountability - Increase engagement - Move organizations forward When done poorly, they waste time and reduce productivity. **Categories:** 2025 Past Webinars --- ### [Membership Growth: Eight Proven Techniques to Attract and Retain Members ](https://www.zzeem.com/membership-growth-eight-proven-techniques-to-attract-and-retain-members-2/) **Published:** March 17, 2025 **Author:** jonathanzzeem **Content:** ## Membership Growth: Eight Proven Techniques to Attract and Retain Members #### Are your members and prospects wondering “What’s in it for me?” ![Zzeem Leadership and Professional Support Services](https://www.zzeem.com/wp-content/uploads/2025/03/Screenshot-2026-08-08-at-2.15.48-AM-1024x580.png "Screenshot 2026 08 08 at 21548 Am Zzeem") **Categories:** blog, Member Engagement --- ### [Association Risk Management: Icebergs Ahead](https://www.zzeem.com/association-risk-management-for-ceos/) **Published:** March 21, 2025 **Author:** jonathanzzeem **Excerpt:** Tuesday, April 15th, 12:00PM ET **Content:** Risk management is a key component of every EDs job description. Now more than ever, it is important for CEOs to plan for financial uncertainty. In this episode of our HPO™ Podcast, join Asif Ahmed and Erin Roberts as they explore how to build a financial contingency plan, what to track in your financials, and how to spot early signs of trouble. [Watch the Recording!](https://www.youtube.com/watch?v=HTIRJ1JdoVQ) **Categories:** 2025 Past Webinars, Governance, Leadership --- ### [Actionable Tips for Effective Meeting Management](https://www.zzeem.com/actionable-tips-for-effective-meeting-management/) **Published:** May 22, 2025 **Author:** jonathanzzeem **Content:** ## On Time and On Track: Proven Strategies for Effective Meetings ## Summary The podcast episode titled “On Time and On Track: Proven Strategies for Effective Meetings” offers a comprehensive guide to managing meetings efficiently, especially within associations such as boards, committees, and Annual General Meetings (AGMs). Hosted by Asif Ahmed and Erin Roberts, both executive directors with extensive meeting facilitation experience, the discussion emphasizes the critical importance of thorough preparation, clear agendas, and skilled facilitation to ensure meetings are productive and respectful of participants’ time. The conversation covers how to tailor meeting strategies based on the type of meeting (committee, board, or AGM), how to handle conflicts and disruptions, the role of facilitators, and effective follow-up after meetings. Practical advice is given on engaging attendees, managing dominant personalities, handling unexpected motions, and setting clear mandates and objectives for committees. The podcast also addresses common challenges faced by small organizations with limited staff and provides tips for maintaining committee motivation and productivity. The episode concludes with a Q&A session answering listener questions on agenda timing, visual cues for meeting management, and sustaining active committees. ## Highlights – 🕒 Preparation is the cornerstone of an effective meeting, including defining clear deliverables and understanding their broader context. – 📋 A detailed, timed agenda with participant input is essential to keep meetings focused and productive. – 🎤 Skilled facilitation is critical for managing time, engaging participants, and handling conflicts or disruptions constructively. – 👥 Limit attendees to those who can contribute meaningfully to avoid off-track discussions and improve focus. – ⚖️ Different meeting types (committee, board, AGM) require tailored approaches, from formality to materials and decision-making protocols. – 🔄 Follow-up is crucial: summarizing agreements, clarifying action items, and tracking progress ensure outcomes are realized. – 💡 Handling unexpected motions or conflicts requires diplomacy and structured processes to maintain informed decision-making and order. ## Key Insights – 🛠️ \*\*Preparation Drives Meeting Success\*\*: The episode underscores that preparation is the most critical factor in effective meetings. This involves not only setting a clear agenda but also understanding the meeting’s purpose in the larger organizational context. By clearly communicating this purpose to participants, organizers “sell” the meeting’s value, increasing engagement and focus. This insight highlights that meetings without clear objectives often waste participants’ time and reduce productivity. – ⏳ \*\*Time Management Through Detailed Agendas\*\*: Creating a detailed agenda with specific time allocations for each item helps facilitators keep discussions on track and ensures all key points are addressed. Including time blocks for each agenda item provides structure and helps prevent meetings from dragging on or rushing important decisions. This practice also sets clear expectations for participants, fostering respect for everyone’s time. – 🎯 \*\*The Role of the Facilitator Is Pivotal\*\*: The facilitator’s job extends beyond simply guiding conversation; they must actively manage time, participation balance, and conflict resolution. A skilled facilitator anticipates potential disruptors, prepares plan B scenarios, and uses techniques to engage quieter members while managing dominant voices. This insight reveals that effective facilitation can transform meetings from chaotic or unproductive sessions into efficient, goal-oriented gatherings. – 🤝 \*\*Managing Conflict and Dominant Participants Diplomatically\*\*: Conflict and dominant participants can derail meetings if not handled tactfully. The podcast advises setting behavioral expectations upfront, using time constraints as leverage to defer off-topic discussions, and employing polite redirection to ensure all voices are heard. Sometimes, a time-out or break is necessary when tensions escalate. This approach maintains respect and order, preventing meetings from becoming counterproductive. – 📌 \*\*Tailoring Meeting Approaches to Meeting Types\*\*: Committee meetings, board meetings, and AGMs differ in formality, decision-making authority, and preparation needs. Committees often focus on recommendations and work assignments with less formality, boards are decision-making bodies requiring voting and structured discussion, and AGMs are highly formal events needing scripts, detailed financial disclosures, and rigorous process adherence. Understanding these nuances helps organizers apply the right tools and methods for each context. – 📬 \*\*Effective Follow-Up Solidifies Meeting Outcomes\*\*: The podcast stresses that the meeting is not over when the room empties. A roundtable feedback session at the end of the meeting helps surface any lingering concerns or misunderstandings. Additionally, documenting action items clearly with deadlines, responsibilities, and follow-up mechanisms is crucial to ensure tasks are completed and decisions implemented. This insight addresses the common failure point of meetings—lack of accountability post-meeting. – 💡 \*\*Small Organizations Can Sustain Active Committees Through Clear Mandates and Goals\*\*: For associations with minimal staff, keeping committees motivated depends on clear mandates, achievable short-term objectives, and a sense of ownership among members. When committee members understand their purpose, deadlines, and impact, they are more engaged and productive. This insight is valuable for resource-constrained organizations struggling to balance workload and volunteer engagement. ## Additional In-Depth Observations – The discussion about unexpected motions at AGMs highlights the importance of providing members with adequate briefing information before voting. Allowing uninformed motions to pass risks poor decision-making and organizational disruption. The recommended approach is to defer votes until members are properly informed, reinforcing transparency and due diligence. – The episode’s emphasis on scripts for AGMs demonstrates how formal meetings benefit from scripted processes to maintain order, consistency, and legal compliance. This contrasts with more flexible committee meetings, showing that meeting management must be context-specific. – The suggestion to “sell” the meeting to participants by involving them in agenda creation is a strategic engagement technique that can increase attendance and participation. When participants see how their input shapes the meeting, they feel more valued and committed. – Addressing the “Canadian politeness” tendency to allow people to dominate conversations reveals a cultural dynamic that facilitators must navigate carefully. The guidance to interrupt or redirect respectfully provides a practical solution to balance inclusivity with efficiency. – Visual cues, such as having the chair read behavior expectations and using physical reminders like sticky notes, serve as subtle but powerful tools to reinforce meeting discipline without overt policing. – The podcast also notes the importance of having contingency plans for meetings, especially when discussions veer off course or new issues emerge. This flexibility ensures that meetings remain productive even when unexpected topics arise. – Finally, the Q&A portion reinforces that timing, clarity of roles, and agenda structure are recurring themes critical to successful meetings regardless of format or organization size. ## Conclusion This podcast offers a thorough, practical framework for anyone involved in planning, facilitating, or participating in meetings, especially within nonprofit or association contexts. By focusing on preparation, facilitation, participant engagement, and follow-up, organizations can transform meetings from time-consuming obligations into powerful tools for collaboration and decision-making. **Categories:** High Performance Organization, Leadership **Podcasts:** Podcasts --- ### [The Art of Sponsorship: Planning, Pitching, and Partnership](https://www.zzeem.com/art-of-sponsorship-planning-pitching-partnership/) **Published:** May 28, 2025 **Author:** jonathanzzeem **Excerpt:** Tuesday, June 24th, 12:00PM ET **Content:** Sponsorship is a key element of non dues revenue. In this episode of the Zzeem HPO™ Podcast, discover how to identify and reach the decision-makers in a sponsor prospect, communicate your sponsor value proposition in a way that resonates with them, and build lasting partnerships that maximize value on both ends. [Watch the Recording!](https://www.youtube.com/watch?v=-k5MziL3p-k) **Categories:** 2025 Past Webinars **Podcasts:** Podcasts, Zzeem --- ### [AI and the Future of Associations: Key Insights with Gerald Bramm](https://www.zzeem.com/ai-future-of-associations/) **Published:** June 24, 2025 **Author:** jonathanzzeem **Excerpt:** Wednesday, August 27th, 12:00PM ET **Content:** Are you curious, cautious, or already experimenting with AI? Join us as we sit down with Gerald Bramm of Bramm Research to explore the results of the survey he recently conducted on generative AI in partnership with the Canadian Society of Association Executives. Gerald, Erin, and Asif will break down how associations are approaching generative AI, what leaders are most concerned about, and where opportunity and risk are already emerging. [Watch the Recording!](https://www.youtube.com/watch?v=GvrAQ8fwvz0) **Categories:** 2025 Past Webinars **Podcasts:** Podcasts, Zzeem --- ### [Strategic Planning in the Midst of Uncertainty](https://www.zzeem.com/strategic-planning-in-the-midst-of-uncertainty-2/) **Published:** June 26, 2025 **Author:** jonathanzzeem **Content:** #### How do you plan for the future when you don’t know what the future looks like? In an uncertain environment strategic planning forces you to imagine the future. ## Strategic Planning in the midst of Uncertainty ## Summary: This YouTube video discusses strategic planning for associations, particularly when facing uncertainty. It provides tips for creating and implementing a realistic strategic plan. ## Key Points: - - **Importance of Strategic Planning:** Strategic planning is crucial even, and especially, during uncertain times. It provides direction for the board and focus for the staff. - - **Scenario Planning:** Develop two to three likely future scenarios and create modified strategic plans for each. Focus on identifying risks and opportunities for each scenario. - - **Re-examine Existing Plans:** Don’t automatically discard existing strategic plans, but re-examine them from the ground up, considering what has changed. - - **Risks and Opportunities:** Be aware of the risks of losing members, sponsors, and government funding. Focus on opportunities to engage members, attract new sponsors (especially Canadian companies), and explore new funding sources. - - **Environmental Scan:** Conduct an environmental scan (both internal and external) to understand the current situation and identify risks and opportunities. - - **Staff Input:** Involve staff before, during, and after the strategic planning process to gather their input and ensure the implementation plan is realistic. - - **Government Relations:** Align advocacy efforts with government priorities and offer information and market intelligence to government to build relationships. - - **Implementation:** Successful implementation requires a roadmap (action plan with dates, accountability, and KPIs) and explicit board oversight. ## Highlights: - - In uncertain times, associations need to provide timely and relevant information to members. - - Engage members by creating task forces and committees to address issues and concerns. - - Sponsors are critical, especially for smaller associations; understand their changing needs. - - Revisit the vision and mission statements to ensure they are still relevant. - - Strategic plans should be short (less than a page per objective) and include objectives, action steps, dates, accountability, and KPIs. - - Personal conversations are more valuable than surveys for environmental scans. **Categories:** Strategic Planning --- ### [Locking in Loyalty: 7 Proven Tactics to Boost Member Renewals](https://www.zzeem.com/boosting-member-renewal-rates/) **Published:** August 28, 2025 **Author:** jonathanzzeem **Excerpt:** Wednesday, December 17th, 2025, 12:00PM ET **Content:** Are you heading into member renewal season? Join Zzeem partner and association executive Erin Roberts as she unpacks seven proven techniques to increase your retention rate, speed up your cash flow, and sell your member value proposition! [Watch the Recording!](https://www.youtube.com/watch?v=vp60tNQvSus) **Categories:** 2025 Past Webinars, Member Value Proposition **Podcasts:** Podcasts, Zzeem --- ### [Member Engagement: Are Your Members Invested in Your Success?](https://www.zzeem.com/member-engagement-invested-in-success/) **Published:** September 4, 2025 **Author:** jonathanzzeem **Excerpt:** Wednesday, October 15th, 12:00PM ET **Content:** ## Summary of Podcast This is an HPO podcast episode from Zzeem Studio, hosted by Erin Roberts (a partner with Zzeem, an association management and consulting firm), focused on practical tactics for increasing member engagement in membership associations. Erin opens by framing why engagement matters: engaged members renew, attract new members, and feed the volunteer pipeline, which together drive an organization’s sustainability. In the current uncertain economic climate, he stresses that retaining existing members matters even more than chasing new ones, though both remain important. The bulk of the talk walks through four areas: 1. engaging members, 2. recruiting volunteers, 3. engaging and motivating volunteers, and 4. recruiting new members, in that deliberate order, since nailing the first three makes the fourth far easier. On member engagement, she focuses heavily on events as an underused lever, advising organizations to make events compelling by offering both learning and networking value, assigning board members as deliberate “hosts” who actively work the room rather than clustering with people they already know, building in semi-structured icebreaker activities, varying the format/venue/timing to reach different segments of the membership rather than always pulling the same loyal crowd, and tightening the practical mechanics of event marketing and registration. He also recommends annual surveys and creating niche special-interest communities within a broader membership as engagement tools, plus treating onboarding and renewal as key engagement touchpoints, including personal welcome outreach, financial incentives tied to early renewal, and always having a forward-looking event calendar visible to members. On volunteers, she argues engaged members are the best volunteer prospects and that recruitment depends on finding “rallying points,” causes or issues members are passionate about, rather than generic appeals. She reframes complaints as a gift, since a member who complains is already engaged and often a strong volunteer candidate. She stresses building a standing volunteer pipeline (not just filling vacancies reactively), targeting outreach by skills and demographics, and pitching volunteering as a leadership and growth opportunity. She uses Maslow’s hierarchy of needs to argue that associations satisfy belonging, esteem, and self-actualization needs through volunteering. For retaining and motivating volunteers once recruited, she emphasizes immediate training (governance, processes, who to contact, and the organization’s member value proposition), fast personal connections to other volunteers and leadership, guaranteeing each committee at least one “quick win” within 12 months for a sense of accomplishment, articulating a visible volunteer career path, and balancing autonomy with enough staff support that volunteers feel real ownership of outcomes. Finally, on recruiting new members, he notes people join for one reason (the organization’s mission resonates, or people they trust are already members) but renew for a different reason (the relationships and network they’ve built), so recruitment should lean on existing members’ personal networks and warm referrals rather than generic outreach. The episode closes with a Q&A covering how to manage engagement with corporate (multi-contact) memberships, board/committee succession planning, tailoring volunteer management across membership tiers, and engaging time-strapped volunteers, where Erin’s core point is that people make time for things that genuinely interest them, so the real lever is relevance and respect for their time rather than just availability. She ends by encouraging viewers to pick just one tactic to implement and mentions a follow-up podcast on governance. [Watch the Recording!](https://www.youtube.com/watch?v=dMw6x3FDiY4&t=2s) **Categories:** 2025 Past Webinars **Podcasts:** Podcasts, Zzeem --- ### [Governance Master Class - Part 1: Leveraging the Ability, Talent and Influence of your Directors](https://www.zzeem.com/board-governance-that-works/) **Published:** October 17, 2025 **Author:** jonathanzzeem **Excerpt:** Thursday, November 13th, 12:00PM ET **Content:** Does your Board sometimes struggle to stay in their lane? Are they inclined to dive into operations when you need them to focus on governance and strategy? Or do they sometimes have their heads in the sand when a critical decision is needed? We’ll share the knowledge your directors must have to perform their role and how to take your board from “OK” to excellent. [Watch the Recording!](https://www.youtube.com/watch?v=POO9zqteVDQ) **Categories:** 2025 Past Webinars, Governance, Leadership **Podcasts:** Podcasts, Zzeem --- ### [What’s in Store for Associations in 2026?](https://www.zzeem.com/whats-in-store-for-associations-2026/) **Published:** December 23, 2025 **Author:** Kevin Lee **Excerpt:** Thursday, January 22nd, 12:00PM ET **Content:** Tune in for a clear assessment of the opportunities and risks facing Canadian associations in 2026, with a focus on how opportunities and threats will impact sponsor and member retention will shape your ability to navigate the year ahead! [Watch the recording!](https://www.youtube.com/watch?v=1VQazW1flUI) **Categories:** 2026 Past Webinars, Strategic Planning **Podcasts:** Podcasts, Zzeem --- ### [Now What? Reinventing an Association after a crisis](https://www.zzeem.com/reinventing-an-association-after-crisis/) **Published:** January 23, 2026 **Author:** Kevin Lee **Excerpt:** Wednesday, February 18th, 12:00PM ET **Content:** When the landscape shifted and a major source of revenue disappeared, many would have seen it as a crisis too big to overcome. But this association chose to redefine its value, deepen its mission, and transform how it serves its members. This is the story of how a pivot became a platform for long-term relevance and resilience. Join Zzeem partner and association executive Erin Roberts and Canadian Society for Medical Laboratory Science CEO Christine Nielsen to hear how CSMLS is reinventing itself. [Watch the Recording!](https://www.youtube.com/watch?v=-aH7hGxIT5A) **Categories:** 2026 Past Webinars **Podcasts:** Podcasts, Zzeem --- ### [Volunteering Benefits: Boosting Health](https://www.zzeem.com/volunteering-benefits/) **Published:** April 16, 2026 **Author:** jonathanzzeem **Content:** ## **Boosting Mental & Physical Health and Fostering Control and Accomplishment** Volunteering is much more than just giving your time—it offers profound personal benefits that improve your overall well-being and sense of purpose. ## 1. **Improves Mental Health** - **Reduces Stress and Depression:** Engaging in volunteer activities helps distract from daily stressors and negative thoughts. By focusing on helping others, volunteers often experience lower levels of anxiety and depression. The social connection and sense of contribution reduce feelings of isolation and loneliness, which are major factors in mental health struggles. - **Enhances Mood and Self-Esteem:** Acts of kindness and community service release neurotransmitters like dopamine and serotonin—chemicals in the brain linked to happiness and well-being. Knowing you’ve made a positive impact boosts self-worth and pride, promoting a more optimistic outlook on life. - **Provides Social Connection:** Volunteering often takes place in group settings or through organizations, creating opportunities to meet new people and form friendships. Strong social networks are key to resilience and mental wellness. - **Gives Purpose and Meaning:** Helping others taps into a fundamental human need for purpose. Volunteers often report a deeper sense of meaning and satisfaction in their lives, which acts as a protective factor against mental decline and burnout. ## 2. **Improves Physical Health** - **Increases Physical Activity:** Many volunteer roles involve physical tasks—whether organizing events, building homes, or running programs—that keep the body active and healthy. Regular physical activity improves cardiovascular health, strength, and stamina. - **Lowers Blood Pressure and Promotes Longevity:** Studies have shown that people who volunteer regularly tend to have lower blood pressure and reduced risk of chronic diseases. Volunteering has even been linked to longer life expectancy, partly due to its positive effects on stress reduction and healthy behaviors. - **Enhances Cognitive Function:** Volunteering engages the mind—planning, problem-solving, and learning new skills—which can help maintain cognitive sharpness, especially in older adults. ## 3. **Provides a Sense of Control** - **Empowers Decision-Making:** Volunteering often gives people a chance to take initiative, lead projects, or contribute ideas. This sense of agency counters feelings of helplessness or passivity that sometimes come with life’s challenges. - **Creates a Structured Role:** Having a volunteer role provides routine and responsibility, helping individuals feel grounded and purposeful. This structure contributes to a feeling of mastery over one’s time and choices. - **Fosters Ownership:** When volunteers see the direct impact of their efforts, it strengthens their feeling of control over outcomes and builds confidence in their ability to effect change. ## 4. **Gives a Sense of Accomplishment** - **Measurable Impact:** Volunteering often involves completing specific tasks or contributing to clear goals, which provides tangible proof of achievement. This reinforces self-esteem and pride. - **Recognition and Feedback:** Many organizations acknowledge volunteer efforts through awards, thank-yous, or public recognition, which boosts morale and motivates continued participation. - **Personal Growth:** The challenges faced and skills gained while volunteering—communication, leadership, teamwork—contribute to a strong sense of personal development and fulfillment. - **Strengthens Identity:** Being a volunteer becomes part of a person’s identity, reinforcing positive self-image and belonging within a community. ### Summary Volunteering is a powerful tool for enhancing **mental and physical health** by reducing stress, promoting social connections, increasing activity, and boosting cognitive function. It also provides a vital sense of **control** by empowering individuals to make decisions and take charge, and it delivers a profound sense of **accomplishment** through visible impact and personal growth. Together, these benefits make volunteering one of the most rewarding and health-promoting activities people can engage in. **Categories:** blog --- ### [Jane Sees Dead People](https://www.zzeem.com/jane-sees-dead-people/) **Published:** April 23, 2026 **Author:** jonathanzzeem **Content:** ## Work is boring. Harness your passion. ### Jane, the forensic dentist. I met a fascinating woman at an event the other day, whom I will call Jane. Friendly, approachable. So, tell me about yourself. “I’m a dental hygienist.” Wow, what a coincidence, we have worked with the dental hygienist association, you guys are facing a lot of challenges, how long have you been doing that?… Eventually, she mentioned that she did part-time work in dental forensics. Being a bit of a ghoul, I kept probing. She has worked on the Picton case, where the remains of over 50 women were unearthed at a pig farm in Port Coquitlam, BC. She worked on a case where a couple had been murdered in their camper, and the camper had been set alight. She has worked on cases where bodies are brought in from the wilderness after years of decomposition. So, what’s it like when you successfully complete a match? “It is fantastic, the team at the morgue becomes so alive, pardon me, that’s in poor taste, but we get so emotional when we have a match. There is a sense of accomplishment, excitement, success, yahoos, high fives, and congratulations all around. It really is rewarding. We provide closure to loved ones. I love it.” So, what you are telling me is that ‘You See Dead People’. “Yeah, I guess you could say that. They are no longer just bone fragments and teeth; they are now people. People who were loved and are missed. Yeah, that is pretty cool.” I introduced her to another group of people: “This is Jane, she sees dead people.” The initial conversation lasted at least 15 minutes. Can you label the passion you have for your work? Not the work, work is boring, your passion. Harness your passion; that is your brand. You will feel the excitement, the rewarding success. ### The Morticians A few years back, I was at a high school reunion, 40th or 45th, anyway, I spotted a woman whom I had known in elementary school; her mother was a teacher at the school, so shortly we began to speak about that. I acknowledged that it must have been tough. She admitted that yes, it was, but not as tough as her current job, working at a funeral home. The emotions are very high, and she has to be compassionate. “It can be so draining.” I wanted to change the subject, so we spoke briefly about some of the other kids from school. “So-and-so is amazing. We work together.” Where, at the funeral home? ” Yes, she runs the place when I am out at conferences, but there’s, I think, 4 or 5 of us from school that are all ‘in the business’. ” I can understand Ross, as his whole family was in ‘the business’. “No, he left after a few years; he didn’t have the passion for it.” At another event, a few months later, I met a woman who was/is the executive director of the funeral directors’ association. “We are really growing; everyone is dying to get in.” I had heard that “Ours is a very competitive business.” “Where did you hear that? We all get along very well. Everyone has a few stories to tell, and the social events are, shall I say, very social. I suppose that is due to the emotional drain the business puts upon them. They couldn’t survive without a passion for it. They would burn out.” So today’s lesson is: we all work for our living, but it’s passion that keeps us going day in and day out. Find yours; you may not even need to change jobs. **Categories:** blog --- ### [Building an Association Sponsorship Program That Sells](https://www.zzeem.com/sponsorship-that-sells/) **Published:** July 2, 2026 **Author:** Kevin Lee **Excerpt:** Building an association sponsorship program that actually sells comes down to three things: Know exactly who you're pitching before you reach out.Price your offerings based on what they're actually worth, rather than what they cost to deliver.Give one staff member accountability and ownership of the whole process. **Content:** Building an association sponsorship program that actually sells comes down to three things: 1. Know exactly who you’re pitching before you reach out. 2. Price your offerings based on what they’re actually worth, rather than what they cost to deliver. 3. Give one staff member accountability and ownership of the whole process. Get those right, and the search for sponsors goes from a yearly scramble to a reliable process, one that keeps your finances stable when membership dues fluctuate. Here’s how to put each into practice. ## Start With Why Sponsors Actually Say Yes Sponsors spend for one of two reasons: 1. they want to sell something to your members. 2. They want their brand to be associated with yours. Everything in your program should tie back to one or both of those motives. That means logo placement alone won’t cut it anymore. Sponsors want meaningful access to decision-makers, to your network, to your credibility. Before you can sell anything, prove that your members are worth reaching: Are they buyers or influencers? How deep is your penetration into the sector? What’s a single sale worth to a supplier? ## Build Your Prospect List Before Your Prospectus Organizations that do sponsorship well shape deliverables around a known audience, rather than launch a prospectus into the ether and hope it sticks with someone somewhere. The fastest way to build a prospect list is through a member focus group. Pull together a diverse mix of members and ask them to name their top suppliers and those suppliers’ competitors. Those companies already spend money to reach your members, which makes them your warmest prospects. Watch especially for firms new to the Canadian market or launching a new product; both tend to carry larger discretionary budgets. ## Price on Value, Not Cost Many associations make the mistake of pricing a sponsorship at what it costs to fulfill. A research project might cost you $30,000 to run, but the real question is what that exposure is worth to the sponsor, which is often far more. A few pricing guardrails worth noting: - **Don’t sell anything under ~$1,000.** Every sale costs roughly $1,000 in staff time to market, close, and deliver. - **Keep your entry tier at no less than 10% of your top tier,** so the spread doesn’t cheapen your premium packages. - **Reserve your best “gems,”** like speaking slots, a bespoke survey question, and podium time for high-value packages only, and match each gem to what that sponsor is actually selling. ## Assign One Owner and Make It Stick A program without a clear owner risks drifting. Assign one person to sponsorship, give them meaningful KPIs: sponsor count, revenue, retention rate, and most critically, give them the time and resources to hit those numbers. Don’t bolt sponsorship onto an already-full plate and expect results. Lock in a simple letter of understanding and collect payment before any deliverable goes out. Then keep the relationship warm. Check in before and after each deliverable, refresh offerings every year, and manage the turnover on your sponsor’s marketing team. ## Next Steps Want help designing or pricing your program? Zzeem’s [sponsorship consulting services](https://www.zzeem.com/sponsorship/) help associations build prospectuses that sell, and [the recording of our latest podcast on sponsorship](https://www.youtube.com/watch?v=-X5vtNmj21M&) features actionable gems that will help you refine your sponsorship program right now. **Categories:** Sponsorship --- ### [Mission and Vision: Why They Matter and How to Make Them Real](https://www.zzeem.com/jane-sees-dead-people-2/) **Published:** July 16, 2026 **Author:** Shakaib Zafar **Categories:** blog --- ### [To Join or Not to Join – Why Is That a Question?](https://www.zzeem.com/to-join-or-not-to-join-why-is-that-a-question-insight-from-a-millennial/) **Published:** August 27, 2018 **Author:** erinatzzeem **Content:** *Written by Anne Mazile – Manager, Digital Marketing* ## **Why should young professionals join associations? Simply put, why not?** As a young professional in today’s workforce, I always enjoy hearing about my colleagues’ experiences. Whether they’ve been in the workforce for 25 months or 25 years, hearing others talk about their past adventures is always fascinating. Changes in technology, work-life balance and work culture are just a few of the important shifts in offices around the world. Attitudes about membership associations have also changed. In the past, joining an association was a no brainer. At times, joining an association was the only way to get access to valuable resources and networking opportunities. These days, connecting electronically is often cheaper than the traditional face to face conversation. Also, finding industry information has never been easier. All you need is an electronic device with an internet connection to access the latest news. **Why should young professionals join associations? Simply put, why not?** - *Information Resource.* Membership associations are still a great resource for information. Associations are a great starting point to get industry perspective and insights. The content provided by associations are curated to cater to you and your industry. Researching information online might be more accessible today but time is everything. Let the association do the legwork for you! - *Professional Development.* Associations also offer numerous opportunities to perfect your skills. Young professionals can gain new skills that can help them excel in current and future jobs. - *Networking Opportunities.* Make connections and grow your network! Networking opportunities are still a big part of many associations’ member value. Mentorship programs are also a great benefit. ## **Tips for joining an association:** - *Ask for financial assistance.* Associations are a great resource. But, financially, they may not be accessible to everyone. Paying for a membership out of pocket can be an hindrance to joining an association. Ask your employer if they would consider paying for your membership for your professional development. In the end, they’ll also benefit from your engagement. - *Pick the membership that works for you.* Many times, associations offer varying levels of membership. Make sure to pick the category that fits you best. You want to get the best value for your membership. - *Get involved.* Paying for a membership is one thing. Using the resources is another. Researching and evaluating the available opportunities may be a big undertaking at first but, over time, the tools you use may offset the cost of your membership. Joining an association may be considered to be old hat by some but I would encourage others to look into associations that cater not only to their professional life but personal as well. Find resources that aid your professional and personal life outside of your bubble! Ideas that work for one group may work for yours. I always want to learn new life hacks and time management tips! The old adage that there’s an association for everything still rings true today. Find the hat that fits – it’s out there! **Categories:** Association, Association Management, Association Management Issues, Governance, High Performance Organization, Leadership, Member Education, Member Engagement, Member Value Proposition, Volunteer Engagement --- ### [Do You Have a Crisis Management Plan?](https://www.zzeem.com/do-you-have-a-crisis-management-plan/) **Published:** March 30, 2020 **Author:** jonathanzzeem **Content:** ## **Do You Have a Crisis Management Plan?** How should your association communicate during a crisis? If you have a plan, that’s awesome, and good for you. Check your progress against these objectives. If you don’t (and you’re not alone) let’s make it happen. The first step is to identify your objective. Answer the question: “*Where do we want to be positioned when this is all over?”* This is the starting point for your crisis management plan. Your plan should cover four groups: 1. Your Board 2. Your Members 3. Your Employees 4. Your (other) Key Stakeholders In all cases, the plan should help to alleviate fears, identify opportunities, and show your leadership in helping each group that is affected to get through the crisis. At the moment of writing this blog, the current crisis is the COVID-19 pandemic and it affects all four of these groups. It also affects the global economy. Government debt could soar, and when the crisis is over, there could be downward pressure on all government spending. Ensure that your plan covers the early stages of the most likely scenarios in the aftermath of the crisis. Your crisis management plan should be created by the board with senior management. 1. Identify where you want to be positioned with each group at the end of the crisis. 2. Create an action plan to accomplish this. With your action plan in place, focus on how you are communicating with each group. ## **Your Board** Each director will be experiencing their own stress and for many it will be hard to focus on their leadership role as a director. You want to help them feel supported and well-informed. Keep in mind they’re on the front lines and members will be asking them difficult questions and looking for leadership. 1. Be proactive. Give them information *before* they ask. 2. Let them know what the association is doing, seeing and hearing. 3. Be prepared for a lack of quorum at board meetings. Consider passing a board resolution for a specific period that in the event of a lack of quorum the board delegates decision making to those directors that are in attendance. 4. Be positive and supportive. Give positive reinforcement on an individual basis. ## **Your Members** 1. Communicate consistently. Keep it focused and meaningful. Tell them: 1. What’s happening? 2. What are you doing for them? 3. What do you recommend that they do? 2. Be positive and supportive. ## **Your Employees** 1. Let them know what they can do to avoid a negative outcome for the organisation and how they can contribute to the best possible outcome. 2. Be honest. If layoffs are likely, give them an idea of how extensive this might be and when it could happen. ## **Your (other) Key Stakeholders** 1. Talk to them. Find out how you can collaborate together to deliver consistent messaging. 2. Take the lead. 3. Leverage each others’ resources. 4. Be positive and supportive. ## **Summary** It’s only human to want to hide under your desk in the fetal position. Resist the urge. This is our time. Now if ever, is the time to show our leadership. 1. Create your crisis management plan. 2. Ensure your plan includes your communication strategy. 3. Keep putting one foot in front of the other. Hang in there. Challenge is opportunity. For more on leadership check out our [Leadership Support Program](https://www.zzeem.com/leadership-support-program/) **Categories:** Leadership --- ### [How to Sell Your Member Value](https://www.zzeem.com/how-to-sell-your-member-value/) **Published:** October 16, 2019 **Author:** jonathanzzeem **Content:** Member value. Is it a challenge to “sell” your membership value to prospects? Are your current members engaged with your association or is it radio silence? Here are 3 Tips to sell your [member value](https://www.zzeem.com/memberrecruitment/) internally (to current members) and externally (to prospective members). ## **\#1 – To Sell Your Member Value, you need a Powerful Member Value Proposition** Many associations have a strong Member Value Proposition (MVP) but it’s not well-articulated. Getting there is a process. Your MVP is not the list of services that your association delivers. Instead, the MVP answers the question, “What’s in It for Me” (WIIFM) from the member’s perspective. Values resonate, they strike at people’s core. These days values are more important than demographics. For more on this see [David Allison’s Valuegraphics](https://valuegraphics.com/). “Valuegraphics shows how you to understand, reach, and motivate your target audiences more effectively and efficiently.” It must be on your website, in your marketing materials and on social media. Focus on “Values” not “on value”. Here’s an example. Your association has arranged a great discount for members on insurance (an old classic). The available discount covers 50% of membership dues – a no brainer, right? Simply put, that offer appeals to the people who value saving money, but if the member values supporting her family and her brother sells insurance, who is she going to buy insurance from? Your value offering is outweighed by her value set. You need to appeal to something else. - MVP = WIIFM ## **\#2 – Give Them a Reason to Read Your Communication** It’s difficult enough to get the attention of your members; harder still to get the ears of your prospects. Give them a reason to read your messaging. Focus on those MVP elements that deliver the most immediate results. Give them information which supports their values. A value is neither inherently right nor inherently wrong. It is an individual or group’s perspective on a topic or issue. - Are any elements of your MVP quantifiable? ## **\#3 – Get Support from Your Members** You may hire the most awesome salesperson on the planet, but there’s nothing more powerful than your members telling their personal story. Get support from your directors and other prominent members to reach out to prospects, and to both new and at-risk members. People want to be part of a group that has successful and influential members. This will take work, but you need to begin to identify and refine what your members value and make your association reflective of that. Record member testimonials and feature them in your marketing content. - Who are your influencers? ### **Next Steps** Start with your MVP. Make sure it’s clear and compelling. Then build your marketing and sales strategy. If you need a boost articulating your MVP and getting it out there (sell your Member Value), Zzeem can help. Find out more about the [Member Value Toolbox](https://www.zzeem.com/member-value-toolbox/). **Categories:** Association Management, Association Management Issues, High Performance Organization, Leadership Support Program, Member Engagement, Member Value Proposition --- ### [Masterful Membership Renewals: Tips to foolproof your process](https://www.zzeem.com/masterful-membership-renewals-tips-to-foolproof-your-process/) **Published:** December 10, 2019 **Author:** jonathanzzeem **Content:** ***Do 90% or more of your members renew before expiry? Is your member retention rate over 95%?*** If you’re not there yet, here are 7 membership renewal tips to increase your retention rate and speed up your renewal process. **Why Does it Matter?** Membership renewals can be fast and simple or they can take a lot of staff and volunteer resources. The longer it takes a member to renew, the more resources are required to follow up, and the chance they will not renew increases. If your membership renewal process is efficient and effective, it increases retention, it improves cash flow and it leaves your team more time to focus on delivering member value. **Tip #1: You Need a System** Make sure you have a documented process that your team follows religiously. Monitor the results and tweak to improve it. Your system should kick off at least 60 days before expiry and end 30-60 days after expiry. After that point, non-renewed members should be moved into a nurturing process to maintain contact. - Be serious about cancelling membership shortly after expiry - Experiment with subject lines, timing - Build renewal messaging into your social media content **Tip #2: Set Targets** Set targets for member retention (e.g. 98%) and for renewal timing (e.g. 90% before expiry). Track your success against the targets and try new tweaks to increase your success rate. **Tip #3: Use Current Technology** Almost all association management systems (AMSs) provide for online payment and prescheduled reminders. Make it easy for members to renew. Online forms are time-consuming and off-putting. Consider offering auto-renewal so the membership is renewed automatically by credit card. **Tip #4: Give Them a Reason to Renew** Your renewal communication has to be more than a request for payment. Make sure each communication is different than the previous one. The content should remind members of what your association did for them in the past year and what’s coming up for the new year. - Build a series of 6-9 messages that are varied and escalating - Include your Member Value Proposition (MVP) - The last one should contain “Sorry to see you go” content - Consider offering an incentive for early renewal - Consider charging a reinstatement fee if membership is tied to a license or certification **Tip #5: Follow Up by Phone** For those members who have not renewed as expiry approaches, reach out to them by phone. If there’s a reason why they have not renewed, you need to know it. If it’s just an oversight, the personal touch helps to build a relationship. Take the opportunity to get their feedback. If you have a very large membership it may be difficult to phone all expired members but reach out to as many as you can. Use your volunteers in this process. Once your staff team has reached out by phone, if renewal has still not happened, ask members in the same area to reach out. - Make it simple. Ensure the volunteers have speaking points for the phone call/voice mail and an email template to follow up. **Tip #6: Know Your Member Value Proposition** This is ground zero for member renewal. Why should they renew? Why should they care? Your MVP answers the question “What’s in it For Me?” from the member’s perspective. You need a clear, compelling statement that answers this question. **Resources for You** For more information on membership renewals, check out our VIMEO channel <http://vimeo.com/zzeeminc> including a [webinar on this topic](https://vimeo.com/378616832). For more information on articulating your MVP, download the [Member Value Proposition workbook](https://www.zzeem.com/wp-content/uploads/2019/12/Zzeem-MVP-Workbook-2019.pdf). Want Some Help with Your MVP? Ask us about the [Member Value Toolbox](https://www.zzeem.com/memberrecruitment/). **Categories:** Association Management, Association Management Issues, High Performance Organization, Member Value Proposition, Volunteer Engagement --- ### [June 15th – Associations and the Future of Sponsorship](https://www.zzeem.com/june-15th-associations-and-the-future-of-sponsorship/) **Published:** May 31, 2023 **Author:** jonathanzzeem **Excerpt:** June 15th 12:00pm ET **Content:** Thursday, June 15th 12:00pm ET start Sponsorship is a critical element of sustainability for many Associations, and this field is more competitive than ever! Find out how to build and maintain successful sponsor relationships and distinguish yourself from the crowd. [WATCH RECORDING](https://www.youtube.com/watch?v=RxUC4LYOsvU) **Categories:** 2023 Past Webinars --- ## Pages ### [Home](https://www.zzeem.com/) **Published:** July 16, 2026 **Author:** Shakaib Zafar **Content:** Consulting and Association Management Agency # Governance. Evolved. Zzeem is Canada’s not-for-profit consulting and association management agency, a full-service partner for trade associations, professional membership groups, and not-for-profit organizations across the country. *Since 2001, we’ve replaced the cost and complexity of a full in-house team with access to expert consultants, chartered accountants, and client services professionals.* [ Contact Us ](/contact-us/) [ Explore Services ](/zzeem-services/) ![Man in Office](https://www.zzeem.com/wp-content/uploads/2026/09/Front-Page-Man-in-office.png "Front Page Man in Office Zzeem Zzeem") ![Woman in Office](https://www.zzeem.com/wp-content/uploads/2026/09/Front-Page-Woman-in-office.png "Front Page Woman in Office Zzeem Zzeem") ![Nonprofit Consulting and Association Management Services](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480469.svg "Frame 1707480469 Zzeem Zzeem")Call Us [1.866.596.2229](tel:18665962229) About Zzeem ## The invisible but essential team behind Canada's associations. Our approach is grounded in the High Performance Organization TM (HPOTM) framework — an 8-element model for organizational excellence covering governance, planning, member value, revenue diversification, and more. Whether you need targeted not-for-profit consulting support, or complete association management, we build a custom solution around your size and budget. We serve not-for-profit organizations — helping Canadian associations focus on what matters most: serving their members. The 8-Element HPOTM Framework - Human Resource Management - Resource management - Sponsor Value Proposition - Planning - Revenue diversification - Stakeholder relations and issues management - Governance - Member Value Proposition Years of service 0 + Associations served 0 + HPO framework pillars 0 Canadian focused 0 % Webinars & Podcasts ## Continuous learning for association leaders. Our webinars and podcasts are a great source for continuous learning recognized by the CSAE as an essential practice for expanding your skills and knowledge as part of ongoing professional development. ![Three People](https://www.zzeem.com/wp-content/uploads/2026/09/Front-Page-Three-People.png "Front Page Three People Zzeem Zzeem") Join Our Next Podcast October 22nd, 2026, 12:00PM EST ### The CSAE 2026 Association Benchmarking Survey Report Join Erin Roberts and special guest Gerald Bramm of Bramm Research as they delve into the results of this year’s CSAE Membership Trends Report and touch on topics such as AI, member recruitment, engagement, and retention. [ Register ](https://us06web.zoom.us/webinar/register/WN_YBQIog0vQ-O5z1LYbHfVeA) [ All Events ](/podcasts/) Pillars of Management ## Strategic consulting, governance support, and full back-office management for not-for-profit organizations across Canada. ![Growth and Analytics Bar Chart Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480496.svg "Frame 1707480496 Zzeem Zzeem")### High Performance Associations Zzeem helps you drive down costs, improve service delivery, and drive revenue through the 8-element HPO framework. [ Learn More ](/highperformanceorganization/) ![Team Collaboration and Workflow Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499.svg "Frame 1707480499 Zzeem Zzeem")### Association Management Zzeem offers complete operational management and back-office support for industry and professional associations like yours. [ Learn More ](/associationmanagement/) ![Financial Partnership](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-1.svg "Frame 1707480499 1 Zzeem Zzeem")### Sponsor Value Toolbox Whether you’re starting a sponsorship program for the first time, or have a long history of sponsor partnerships, we will help you to create a unique package of strategies to suit your goals and achieve your revenue targets. [ Learn More ](/sponsorship/) ![Secure Documents and Policy Protection Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-3.svg "Frame 1707480499 3 Zzeem Zzeem")### Association Resources Podcasts and educational content designed to equip your board and members with practical tools. [ Learn More ](/podcasts/) ![Team Success, Recognition, and Achievement Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-2.svg "Frame 1707480499 2 Zzeem Zzeem")### Leadership Support for your Board The Leadership Support Program builds confidence and accelerates leadership growth in a confidential, supportive environment. [ Learn More ](/leadership-support-program/) ![Premium Value, Quality Assets, or Exclusive Member Value Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-4.svg "Frame 1707480499 4 Zzeem Zzeem")### Member Value Toolbox Learn how to clearly articulate your association’s Member Value Proposition (MVP) and use it strategically to attract new members, strengthen loyalty, and demonstrate the value of belonging. [ Learn More ](/defining-using-selling-member-value-proposition/) ![Team Collaboration and Workflow Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499.svg "Frame 1707480499 Zzeem Zzeem")### Member Engagement Your deliverables from this engagement include a full review of your current member engagement practices and opportunities and a toolbox of simple, effective recommendations that you can put to work right away. [ Learn More ](/member-engagement/) ![Secure Documents and Policy Protection Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-3.svg "Frame 1707480499 3 Zzeem Zzeem")### Strategic Planning Your documented Strategic Plan includes milestones, delivery dates, key performance indicators (KPIs), accountability and resource requirements for each strategic goal. It also includes an implementation plan. This ensures that you can effectively operationalize your strategic plan and track progress against it. [ Learn More ](/strategic-plan-consulting/) ![Team Success, Recognition, and Achievement Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-2.svg "Frame 1707480499 2 Zzeem Zzeem")### Governance Training The deliverable for the training is a highly interactive workshop that provides both basic governance training for new directors and more advanced content for seasoned directors. We use a combination of knowledge sharing, breakout groups, and real life case studies focused on the areas that matter most to you right now. [ Learn More ](/governance-training/) ![Financial Partnership](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-1707480499-1.svg "Frame 1707480499 1 Zzeem Zzeem")### Facilitation Training Leaders rarely receive training on how to manage and facilitate a meeting. Those that do, stand out. Learn the role of the facilitator, best practices and tips for effective facilitation, how to develop top-notch facilitation skills, and how to manage difficult people and difficult situations. [ Learn More ](/not-for-profit-consulting-services/facilitation-training/) What Our Clients Say ## Trusted by Canadian associations nationwide. ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“It has been a very positive experience working with Zzeem both for myself and my board. I have noticed a real difference in terms of the board’s professionalism and understanding of their roles. I highly recommend Zzeem’s Leadership Support program to everyone. We got our ROI. It’s absolutely worth spending the money. It was very helpful to have Erin as a resource to speak to on a 1:1 basis. She was always there as a trusted advisor.”* Independent Financial Brokers of Canada Leadership Support Program ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“The governance training offered by Zzeem provided our directors with a solid foundation to take with them, not only into their work with us, but also into other boards they may be part of. Erin’s ability to manage tough discussions helped us destigmatize some of the more sensitive topics, like conflict and confidentiality. We also learned more about our bylaws and how to best serve them with new policies. I would highly recommend this training.”* Digital Advertising Alliance of Canada Governance Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem, especially Erin the founder, to conduct a Board of Directors training on governance. It was wonderfully insightful, clear to grasp and exactly what the Board needed! Highly recommend Erin and her team!”* Canadian Orthopaedic Association Governance Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“My not-for-profit association has worked with Erin over the last five years – helping with Governance Excellence for the Board and most recently – a complete Governance Audit. Skilled in other areas like Member Value Proposition, Strategic Planning, KPIs etc – Erin is a thoughtful, dynamic thought leader, focusing on practical solutions. Zzeem also conducts a webinar series – not to be missed! Topics range from sponsorship, to declining membership, MVP, governance – you name it. I highly recommend Erin Roberts and her team!”* Canadian Society for Medical Laboratory Science Governance Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Erin led a dynamic and informative Board Excellence workshop that truly resonated with our leadership at the Central Lakes Association of REALTORS®. She tailored the content to reflect the realities of our industry and the priorities of our Association, guiding meaningful discussions on how governance supports our mission to serve REALTORS® and the communities they work in. The Board stayed engaged from start to finish and came away with clear, actionable takeaways. We would gladly recommend her to any organization seeking relevant, well-curated governance training.”* Central Lakes Association of REALTORS®. Governance Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem to put together a manual and workshop on strategic meeting management. They understood our objectives from the start, prepared thoroughly, and checked in frequently. Erin’s clear and responsive communication made planning straightforward and ensured the workshop ran smoothly. By focusing on what we valued most, the in-person session was productive and relevant. We gained real value from the process, the manual, and the workshop, and wouldn’t change a thing…”* CFA Society Toronto Facilitation Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem worked with us as a true partner, and it felt like they were an extension of the team. It was never “your members” it was “our members”. Our goal was to increase the value and range of out sponsorship and partner relationships. But first we needed a roadmap and strategy in terms of our resources and business processes to close the gap between current and future. In this regard, Zzeem delivered on all fronts.”* Consulting Engineers of Ontario Sponsorship ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem to support our revenue diversification efforts, and the review and workshop Erin delivered to our Board and team on sponsorship was exactly what we were looking for. We were particularly impressed by Erin’s ability to keep the conversation focused while drawing in diverse perspectives. I definitely recommend Zzeem to any association looking for similar consultant insights and support.”* N2 Canada Sponsorship ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem is the only consulting firm I will ever use for our association’s needs. Erin Roberts is extremely professional and so thoughtful in her approach. We’ve used Zzeem for strategic planning and member value proposition work. I highly recommend Zzeem and Erin Roberts!”* Digital Advertising Alliance of Canada Member Value Proposition ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem is the only consulting firm I will ever use for our association’s needs. Erin Roberts is extremely professional and so thoughtful in her approach. We’ve used Zzeem for strategic planning and member value proposition work. I highly recommend Zzeem and Erin Roberts!”* Digital Advertising Alliance of Canada Strategic Plan Consulting ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Our Board and staff worked with Erin to develop our Strategic Plan. Erin provided a structured framework of meetings and goals to keep us on track and she kept our Strategic Planning session focused as she guided the directors to define our goals with engaging and insightful questions. Erin was the picture of professionalism. She was calm, thoughtful and impartial in her guidance. She continues to support us through the implementation even months later. We would definitely recommend Erin to anyone going through a strategic planning process.”* Temiskaming Shores & Area Chamber of Commerce Strategic Plan Consulting ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“I have had the pleasure to work with Erin on a strategic plan for the Canadian Water Quality Association as well, I often attend the monthly offered webinars on how to improve your non-profit association. Excellent education and very professional always! “* Canadian Water Quality Association Strategic Plan Consulting ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Our industry association worked with Erin on a Strategic Planning session with our Board of Directors. We covered off on two principal topics that are relevant to our three-year strategic plan. Erin was very easy to work with and was thoroughly prepared. Moreover, she brought a high level of expertise to our session and really encouraged much discussion and participation. I would definitely recommend Erin and the team at Zzeem for similar types of Strategic Planning sessions that you may be considering.”* CFA Society Toronto Strategic Plan Consulting ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We had a Member Engagement Consultation Package with Zzeem and had a great experience with the process. Erin took the time to ask great questions and really got to know our organization and it’s challenges and was very responsive. The final report contains a number of great recommendations that we will be able to implement ourselves. At no time was there any upselling of their services, they simply worked with us to determine what we could do within our means. It was a real pleasure working with Erin at Zzeem, and I hope to do so again!”* Ontario Professional Foresters Association Increase Member Engagement ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Unlike most other association management providers, Zzeem has an outstanding back office with a team that’s large enough to ensure nothing falls through the cracks when someone is busy or away from the office. They anticipate our needs and address them before we even have to ask…I’d…recommend Zzeem to any organization looking for utterly reliable back-office support” National Professional Association Association Management ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Zzeem transformed how our association operates. Their team’s depth of knowledge in governance and member engagement is unmatched in Canada. They truly are our invisible but essential team.” National Professional Association Governance Training Resources ## Trusted by Canadian associations nationwide. ### Are you Wasting your Association’s Resources? - October 9, 2026 [ Read More ](https://www.zzeem.com/are-you-wasting-your-associations-resources-2/) ![Member Retention](https://www.zzeem.com/wp-content/uploads/2026/09/member-retention-strategies-best-practices-for-2026-1790598995-1.jpg "Member Retention Strategies Best Practices for 2026 1790598995 1 Zzeem Zzeem") ### Member Retention Strategies: Best Practices for 2026 - September 29, 2026 [ Read More ](https://www.zzeem.com/member-retention-strategies-best-practices/) ![Positive Focus](https://www.zzeem.com/wp-content/uploads/2020/05/Positive-Focus-Cover-1.png "Positive Focus Cover 1 Zzeem Zzeem") ### Stressed out? Try The Positive Focus® Exercise - September 29, 2026 [ Read More ](https://www.zzeem.com/stressed-out-try-the-positive-focus-exercise/) [ View All Resources ](/resources/) Common questions ## Frequently asked questions. Everything you need to know about working with Zzeem. Still have questions? We’re here to help. What is the High Performance Organization (HPO) framework? A high performing membership organization (HPO) delivers a highly efficient “back stage” and a highly valuable “front stage”. Back stage efficiency drives down costs and improves service delivery. Front stage value drives revenue. ([High Performance](/highperformanceorganization/) [Organization](/highperformanceorganization/)) Where is Zzeem located? Zzeem has offices and staff in Toronto, Ontario, and Victoria, British Columbia What types of organizations does Zzeem work with? Zzeem works with not-for-profit organizations of all types and sizes. Zzeem has particular expertise in the membership association sector. If you’d like help with your board, your revenue, your membership, or governance Zzeem has a package of services that we will customise specifically for you. Ready When You Are ## How can we help? Full Name Organization Email Phone How can we help? Contact Us ![Team Work](https://www.zzeem.com/wp-content/uploads/2026/07/Frame-2087326727.svg "Frame 2087326727 Zzeem Zzeem") --- ### [Nonprofit Strategic Planning for Associations](https://www.zzeem.com/nonprofit-strategic-planning-for-membership-organizations/) **Published:** July 20, 2026 **Author:** Shakaib Zafar **Content:** # Nonprofit Strategic Planning for Associations #### Table of Contents ![Pyramid Infographic Showing Business Planning Levels from Vision to Tactics with Color-coded Steps and Labeled Descriptions on the Right.](https://www.zzeem.com/wp-content/uploads/2026/07/Biz-ops-pyramid-6-elements-of-effective-strategic-planning.webp "Biz Ops Pyramid 6 Elements of Effective Strategic Planning Zzeem Zzeem") ## Introduction **If you lead a not-for-profit** **membership organization**, you already understand the daily pressure. Board members volunteer their time while juggling full‑time jobs. Staff is doing incredible work with limited capacity. Members expect more every year. And in the middle of all that, we need to undertake **strategic planning.** Strategic planning is one of the most powerful actions an association can take. The problem is *how* many organizations approach it. Too often, a strategic plan becomes a polished document that’s admired for a moment… then inadvertently shelved while day‑to‑day operations take over. At Zzeem, we’ve spent over 20 years helping membership organizations across Canada create strategic plans that *actually work*. Plans that unite boards, energize members, and drive real results. Whether you’re starting from scratch or reviving a plan that never gained traction, this guide will walk you through what truly works. ![Overhead View of Large Presentation Boards Laid on a Concrete Floor, Displaying a Business Process Infographic with Gears, Flow Ribbons, and Mvp/value Proposition Panels.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_wd2jvtwd2jvtwd2j-Photoroom.png "Gemini Generated Image Wd2jvtwd2jvtwd2j Photoroom Zzeem Zzeem") ## What Is Not-for-Profit Strategic Planning? Strategic planning is how a not-for-profit organization decides where it’s going in the long term, what matters most, and how to allocate its people, time, and money to get there. - It’s not a one‑off meeting. - It’s not a document. - It’s a discipline. ### Where are we now? A clear and honest look at your opportunities, threats, and operating reality. ### Where do we want to go? Specific tactics and initiatives that will move you from your current state to your desired future state. An implementation plan with milestones, dates, accountability, and required resources. ### How will we know we’re succeeding? Metrics, accountability, and a clear process to monitor progress. Membership organizations serve a community, not just an organization. Zzeem’s High Performance Membership Organization (HPO™) framework helps associations create practical, actionable strategies built for high performance. ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### It aligns your board and staff. Without a plan, every board meeting and staff meeting becomes a debate about priorities. A clear plan creates focus and reduces conflict. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### It builds member trust. Members want to know you’re heading somewhere with intent. A strong plan shows direction and builds confidence. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### It attracts sponsors and partners. Sponsors and strategic partners invest in clarity. A documented strategy signals professionalism and makes your organization a more desirable partner. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### It forces honest reflection. A good planning process surfaces the tough issues you may have been avoiding. These often include governance gaps, revenue risks, and member disengagement. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### It drives accountability. When goals have owners and measures, good intentions turn into repeatable action.In short, a solid strategic plan can be the difference between an association that thrives and one that gradually loses relevance. ## Why Strategic Planning Matters for Membership Organizations For associations, strategic planning isn’t a “nice to have.” It’s a survival tool. Here’s why: ![Circular Infographic About Strategic Planning with Six Segments: Aligns Board and Staff; Builds Trust; Attracts Sponsors; Forces Honest Reflection; Drives Accountability.](https://www.zzeem.com/wp-content/uploads/2026/07/image.png "Image Zzeem Zzeem") Leadership Support Program ## 5 Reasons Why Strategic Plans Fail: – And How to Avoid Them When a plan fails, it happens for predictable reasons. Here are the big five: ![Calendar Icon with a Checkmark.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666088.svg "Group 2085666088 Zzeem Zzeem")### Planning in a Vacuum The board retreats for a day, builds a plan, and presents it to members and staff as a done deal. No input. No buy-in. No ownership. **Fix:** Involve members, staff, and other stakeholders early. The people who will live with the plan need a voice in creating it. Their input will be critical, and engaging them will influence member retention. ![Target Icon with a Computer Mouse Cursor.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666090.svg "Group 2085666090 Zzeem Zzeem")### Too Many Goals — No Real Strategy If everything is a priority, nothing is. **Fix:** Focus on 3–5 key strategic priorities. ![Calculator and Document Financial Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666096.svg "Group 2085666096 Zzeem Zzeem")### No Connection to Budget A plan without resources is just a wish list. **Fix:** Tie your financial plan directly to your strategic plan. ![Abstract Geometric Letter N Corporate Logo Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666092.svg "Group 2085666092 Zzeem Zzeem")### Overloading the Board and Staff Make it manageable. You may need to park or deprioritize some activities to make time for new strategic initiatives. Do you have enough volunteers and staff to meet your strategic objectives? **Fix:** Budget and plan for the resources you need. ![Sparkling Clean Abstract Brush Stroke Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666094.svg "Group 2085666094 Zzeem Zzeem")### The Plan Gathers Dust An aspirational plan that never gets revisited. **Fix:** Build reporting and review into your governance cycle. ## The Strategic Planning Process: Step by Step Effective not-for-profit strategic planning follows a clear, structured process. Here is Zzeem’s 9-step framework for membership organizations. This has been field-tested and proven by membership organizations of all sizes ### Confirm Commitment and Scope Before anything else, your board and leadership team need to agree on what you’re doing and why. This means: - Confirming that the board is committed to the process — not just the output - Defining the planning horizon (typically 3–5 years for associations) - Agreeing on who will be involved and how decisions will be made ![Team of Five in a Meeting Around a Table, Reviewing a Large Project Chart Titled 'commitment & Scope Confirmation' with Notebooks and Colorful Blocks on the Table. It Shows Collaboration in a Bright Office with City Skyline Outside the Window.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_fckzahfckzahfckz-1-Photoroom.png "Gemini Generated Image Fckzahfckzahfckz 1 Photoroom Zzeem Zzeem") ### Conduct an Organizational Assessment To know where you’re going, you need to know where you are. An organizational assessment covers: **Internal strengths and weaknesses** — across the 8 elements of the [High Performance Membership OrganizationTM](https://www.zzeem.com/highperformanceorganization/): - Governance - Planning - Resource Management - Revenue Diversification - Member Value Proposition - Sponsor Value Proposition - Stakeholder Relations and Issues Management - At Zzeem, we use our **High Performance Transformation Program** to assess organizations across all 8 elements of the HPO™ framework. This gives leadership a clear, evidence-based picture of organizational health before a single strategic objective is written. ![Six Professionals Stand Around a Conference Table, Reviewing a Large Color‑coded Project Board Filled with Sticky Notes and Labeled Sections Like Governance, Planning, Resource Mgmt, and Revenue Diversification.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_suof9psuof9psuof-1-Photoroom.png "Gemini Generated Image Suof9psuof9psuof 1 Photoroom Zzeem Zzeem") ### Conduct an Environmental Scan An environmental assessment scans the environment in which the association operates. - **External Opportunities and Threats** – industry trends, competitive landscape, evolving member needs, regulatory and legal environment, government priorities, economy, etc. - **Stakeholder Input** – member surveys, sponsor interviews, board self-assessment ![Team Presents a Large Screen Titled 'external Scan' with Opportunities and Threats Charts in a Meeting Room.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_anlxzeanlxzeanlx-1-Photoroom.png "Gemini Generated Image Anlxzeanlxzeanlx 1 Photoroom Zzeem Zzeem") ### Clarify Mission, Vision, and MVP Strategic planning is the right moment to revisit your foundational filter statements. Ask: - Does our **mission** still accurately describe what we do and who we serve? - Does our **vision** paint a compelling and aspirational picture of the future we want to see? - What is our [Member Value Proposition](/member-value-proposition/)? These aren’t just marketing words. They’re the anchor for every strategic decision you’ll make. If your vision is vague or your mission is outdated, your strategic plan will be too. ![Team of Five in a Boardroom Watching a Tablet Showing a Three-panel Diagram While Taking Notes in Notebooks During a Meeting, with City Skyline View Outside the Window.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_1fjvhw1fjvhw1fjv-1-Photoroom.png "Gemini Generated Image 1fjvhw1fjvhw1fjv 1 Photoroom Zzeem Zzeem") ### Identify Pillars Identify 2 – 3 organizational pillars — the areas where focused effort will have the greatest impact on your organization’s performance and member value. The objective for your strategic plan is to identify 1 – 2 strategic objectives for each pillar. Common pillars for membership organizations include: - Member value - Sustainability - Governance excellence - Advocacy and stakeholder relations - Professional development and certification ![Team of Four Professionals Presenting an 'organizational Pillars' Chart with Four Stone Pillars on a Table in a Bright Office.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_msvge3msvge3msvg-1-Photoroom.png "Gemini Generated Image Msvge3msvge3msvg 1 Photoroom Zzeem Zzeem") ### Build your Implementation Roadmap For each strategic objective, identify specific, measurable milestones. Each milestone should answer: - What will be achieved? - By when? - How will we measure success? - Who is accountable? - What resources are needed? - Every milestone in your Implementation Roadmap needs a resource allocation. Alert: This is where many plans hit a roadblock. Go through each milestone and ask: - What budget is required? - What staff time is required? - Do we have the capacity, or do we need to build it? - This step requires an honest conversation between your board and management team. It’s also where the value of having a professional management partner, like Zzeem, becomes most visible. ![Six Professionals Sit Around a Conference Table Studying a Large, Colorful Implementation Roadmap Sheet Laid out Before Them, in a Bright Office.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_vjz7nkvjz7nkvjz7-1-Photoroom.png "Gemini Generated Image Vjz7nkvjz7nkvjz7 1 Photoroom Zzeem Zzeem") ### Build Your Reporting Framework Create your reporting framework for oversight by the board and management. Your framework should include: - Milestones for each year - Quarterly checkpoints with a full review annually - Clear ownership for each initiative (staff, volunteers) - A reporting format that provides for easy board and management oversight - The Implementation Roadmap is what transforms your plan from a document into a management tool. ![Four Professionals in a Conference Room Discuss a Data Chart Spread Across the Table, with Laptops and Notebooks, City Skyline Visible Through the Windows.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_hweo8phweo8phweopng-Photoroom.png "Gemini Generated Image Hweo8phweo8phweopng Photoroom Zzeem Zzeem") ### Communicate and Launch Your strategic plan is infinitely more powerful with engaged buy-in from your members and stakeholders. Communicate it: - **To your members** – share the highlights in your newsletter, at your AGM, on your website, and social channels. - **To your sponsors** – show them how your strategic direction creates value for their investment - **To your staff and volunteers** – make sure everyone who contributes to implementation understands the plan and their role in it A strong launch builds momentum. And momentum is what keeps plans alive. ![Presenter in a Gray Blazer Speaks to a Group in a Glass-walled Lobby, Attendees Hold Brochures.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_m517yhm517yhm517png-Photoroom.png "Gemini Generated Image M517yhm517yhm517png Photoroom Zzeem Zzeem") ## Strategic Planning With Volunteer Boards ### Strategic Planning With Volunteer Boards Volunteer boards are one of the greatest strengths of the association model, and one of its greatest planning challenges. The strength: volunteer board members bring deep industry expertise, professional networks, and genuine passion for their sector. When engaged well, they’re your most credible advocates and your most valuable strategic thinkers. The challenge: they’re volunteers. They have full-time careers, competing priorities, and limited time. They cycle in and out of governance roles on a regular basis. And they often carry strong opinions about organizational direction without full visibility into operational realities. Here’s how to make strategic planning work with a volunteer board: ### Separate Governance From Operations The board’s role in strategic planning is to set high-level direction and then approve the plan. The board provides input, reviews drafts, and ultimately approves the final document. ### Invest in Pre-Work Don’t walk into a board planning retreat cold. Before the session: - Share the organizational assessment highlights - Share the environmental scan highlights - Ask board members to reflect on a few strategic questions in advance Boards that arrive prepared have more productive conversations and make better decisions. ### Use a Skilled Facilitator A neutral, experienced facilitator changes the dynamic in a planning session. They keep the conversation on track, surface quieter voices, manage dominant personalities, and ensure the group reaches actionable conclusions, not just interesting discussions. Zzeem provides expert facilitation in all of our strategic planning consulting engagements. Having an outside facilitator also signals to the board that this process is being taken seriously. ### Build in Accountability From Day One Ensure your implementation plan assigns ownership for each strategic objective. Not “the board”, a specific person, or a committee/task force. And build the check-in calendar into your governance calendar. ## The Role of Organizational Assessment in Strategic Planning To build a credible strategic plan, you need to be clear on where your organization stands right now. ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Surfaces blind spots Every organization has areas of weakness that have been normalized or overlooked. A structured assessment brings them into the open — not as criticism, but as data. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Prioritizes the planning conversation Every organization has areas of weakness that have been normalized or overlooked. A structured assessment brings them into the open — not as criticism, but as data. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Creates a baseline for measuring progress If you assess your organization before you plan, you can reassess after implementation and demonstrate real improvement. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Performance Every organization has areas of weakness that have been normalized or overlooked. A structured assessment brings them into the open — not as criticism, but as data. ## The High Performance Organization (HPO™) Framework Zzeem’s proprietary HPO™ framework evaluates membership organizations across 8 interconnected elements of organizational excellence: ![Wooden Judge's Gavel Resting on a Round Sound Block on a Neutral Background](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_cg6t3ycg6t3ycg6t-Photoroom.png "Gemini Generated Image Cg6t3ycg6t3ycg6t Photoroom Zzeem Zzeem")### Governance Strong governance is the foundation of a high-performing association. This element covers board structure, roles and responsibilities, decision-making processes, and the relationship between the board and management. ![Open Vintage Notebook with Hand-drawn Gears and Mechanical Diagrams on a Wooden Workbench, Surrounded by Drafting Tools.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_recdjtrecdjtrecd-Photoroom.png "Gemini Generated Image Recdjtrecdjtrecd Photoroom Zzeem Zzeem")### Planning Beyond strategic planning, this element covers operational planning, annual work plans, and the integration of planning into the governance cycle. ![Glowing Glass Cube Containing a Money Tree with Dollar Bills and Coins, Symbolizing Financial Growth on a Wooden Surface](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_rpenfurpenfurpen-Photoroom.png "Gemini Generated Image Rpenfurpenfurpen Photoroom Zzeem Zzeem")### Resource Management Financial health, budget management, cash flow, reserves, and the systems that support sound financial decision-making. ![Diverse Group of Coworkers Giving a High-five in a Neutral Studio, Celebrating Teamwork.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_5s8q4w5s8q4w5s8q-Photoroom.png "Gemini Generated Image 5s8q4w5s8q4w5s8q Photoroom Zzeem Zzeem")### Human Resource Management Staff and volunteer capacity, role clarity, performance management, and the culture that enables people to do their best work. ![Funding Tree Illustrating Sources: Events, Sponsorship, Grants, Membership Dues, and Other Sources](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_a35akfa35akfa35a-Photoroom-1.png "Gemini Generated Image A35akfa35akfa35a Photoroom 1 Zzeem Zzeem")### Revenue Diversification The degree to which the organization’s revenue is diversified across membership dues, events, sponsorship, grants, and other sources, reducing dependency on any single stream. ![Open Metal Safe with a Handshake Symbolizing Sponsorship; Left Side Says 'sponsor'.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_htir6phtir6phtir.png "Gemini Generated Image Htir6phtir6phtir Zzeem Zzeem")### Member Value Proposition The clarity and strength of the value the association delivers to its members, and how well that value is communicated and experienced. ![Green Radar-screen Display on a Futuristic Control Console Showing Government, Industry Partners, Media, and Advocacy Icons for Collaboration.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_zbwwabzbwwabzbww-Photoroom.png "Gemini Generated Image Zbwwabzbwwabzbww Photoroom Zzeem Zzeem")### Sponsor Value Proposition The organization’s ability to attract, retain, and deliver value to sponsors and partners is a critical revenue and credibility driver for many associations. ![Glass Display Cube with a Metallic Spiral and Handshake, Symbolizing a Synthesized Action Plan and Integrated Excellence (top Text).](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_7s69zv7s69zv7s69-Photoroom.png "Gemini Generated Image 7s69zv7s69zv7s69 Photoroom Zzeem Zzeem")### Stakeholder Relations and Issues Management How effectively does the association manage relationships with government, industry, media, and other stakeholders, and respond to issues and advocacy opportunities? The [High Performance Transformation](/high-performancet-ransformationprogram/) Program evaluates your organization across all 8 elements—highlighting strengths and identifying gaps as the foundation for every Zzeem strategic planning engagement. ## What High-Performing Associations Do Differently After more than 20 years working with membership organizations across Canada, Zzeem has identified the patterns that separate high-performing associations from those that struggle. It’s not about size. It’s not about budget. It’s about how they operate. Here’s what the most successful associations consistently do differently: ### They Treat Strategy as a Living Practice, Not a One-Time Event High-performing associations don’t dust off their strategic plan once a year. They reference it at every board meeting. They use it to evaluate new opportunities. They report against it at least quarterly. Strategy is woven into how they govern. ### They Have Ruthless Clarity About [Member Value](/member-value-proposition/ "Member Value Proposition") They know exactly what their members need, what they value, and what would make them leave. They invest in understanding their membership — through surveys, conversations, and data — and they build their programs and services around that understanding. They don’t guess. They ask. ### They Diversify Revenue Intentionally High-performing associations are not dependent on membership dues alone. They have a deliberate revenue diversification strategy that includes elements such as events, sponsorships, professional development, certification, and other income streams. When one stream dips, others compensate. ### They Govern With Discipline Their boards understand the difference between governance and operations. They don’t micromanage the CEO. They don’t relitigate operational decisions. They set direction, approve policy, and hold leadership accountable — and they do it consistently, meeting after meeting, year after year. ### They Invest in Professional Management The associations that consistently outperform their peers are the ones that invest in professional support. We know affordability matters, and we know you can move further, faster by engaging professional expertise. ### They Build for Sustainability They think beyond the current board term. They build policies, systems, processes, and institutional knowledge that survive leadership transitions. They plan for succession. They maintain reserves. They build the kind of organizational infrastructure that allows them to grow and adapt over time. ## Building a Living Strategic Plan Every board meeting agenda should include a standing item: strategic plan update. Not a full review, a brief, focused check-in on progress against key goals. This keeps the plan visible and signals to the board that it matters. ![Calendar and Timer Scheduling Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666098-1.svg "Group 2085666098 1 Zzeem Zzeem")### Integrate It Into Your Governance Calendar Every board meeting agenda should include a standing item: strategic plan update. Not a full review, a brief, focused check-in on progress against key goals. This keeps the plan visible and signals to the board that it matters. ![Business Person with a Puzzle Piece Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666086.svg "Group 2085666086 Zzeem Zzeem")### Report Quarterly Against Strategic Objectives Develop a simple one-page dashboard that shows progress against each strategic objective. Traffic light indicators (green/yellow/red) work well. Share it in your board package. Celebrate wins. Address gaps. ![Document with Clock Time](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666100.svg "Group 2085666100 Zzeem Zzeem")### Review Annually Once a year, conduct a formal review of the strategic plan. Ask: - What have we achieved? What’s behind schedule, and why? - Has anything changed in our environment that requires us to adjust our priorities? - Are our objectives still relevant? This annual review is also the right time to update your operational work plan for the coming year. ![Loop Icon](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666102.svg "Group 2085666102 Zzeem Zzeem")### Refresh Every 3–5 Years A strategic plan has a natural lifespan. After 3–5 years, the environment has changed, the organization has evolved, and it’s time to go back to the beginning — reassess, re-engage stakeholders, and build a new plan.The organizations that do this well treat the refresh not as a chore but as an opportunity. A chance to celebrate how far they’ve come, reconnect with their members, and recommit to the future they’re building together. ![Profile People Icon](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666104.svg "Group 2085666104 Zzeem Zzeem")### Use Your Plan to Drive Culture The most powerful thing a strategic plan can do is change how people think about the organization. When staff, volunteers, and members all understand where the association is headed and why — when they can see their own contribution to that direction — something shifts. Engagement deepens. Ownership grows. The plan stops being a document and starts being a shared story.That’s what a living strategic plan looks like. And it’s what Zzeem helps membership organizations build every day. Not-for-Profit Strategic Planning FAQ ## Frequently asked questions. Everything you need to know about working with Canada’s association management company. Still have questions? We’re here to help. [ Contact Us ](/contact-us/) How long does the strategic planning process take for a membership organization? For most associations, a full strategic planning process takes between 1 and 3 months from kickoff to board approval. The timing depends on the schedules of the CEO and the board. The timeline depends on the size and complexity of your organization, the availability of your board, and the depth of stakeholder engagement you want to conduct. Zzeem’s strategic consulting engagements are designed to move efficiently without cutting corners on the work that matters. How much does not-for-profit strategic planning cost? Strategic planning consulting engagements at Zzeem typically range from $5,000 to $25,000, depending on scope. The full scope includes planning, facilitation, operational assessment, environmental scan, stakeholder engagement support, plan development and the Implementation Framework. This is a sound investment — particularly when the alternative is a weak plan, or a plan that doesn’t get implemented. Do we need an outside facilitator for our strategic planning retreat? You don’t need one — but you’ll almost certainly get better results with one. An experienced outside facilitator brings neutrality, process discipline, and the ability to surface difficult conversations that internal facilitators often can’t. When the executive director or a board member facilitates, they’re simultaneously trying to participate and facilitate the process. That’s a hard balance to strike. How do we engage our members in the strategic planning process? Member engagement in strategic planning typically happens through surveys, focus groups, and open consultation sessions. A well-designed member survey can be launched, and the results documented in 3 – 4 weeks, generating valuable data on member priorities, satisfaction, and unmet needs. The key is to ask the right questions — and to close the loop by sharing what you heard and how it shaped the plan. What’s the difference between a strategic plan and an operational plan (a.k.a. business plan)? A strategic plan defines your organization’s direction over 3–5 years: your priorities, your milestones, and your measures of success. An operational plan translates those strategic goals into specific activities, timelines, and responsibilities for the coming year. Both are essential. The strategic plan without an operational plan stays abstract. The operational plan without a strategic plan loses direction. How do we keep our strategic plan from becoming a shelf document? Four things: - Ensure you have an implementation plan, - Ensure you have measures of success (KPIs), - Report against it at least quarterly, and - Do an in-depth review of it annually. The organizations that keep their plans alive are the ones that treat them as management tools, not ceremonial documents. A simple one-page dashboard reviewed at every board meeting is more powerful than a beautifully designed 40-page booklet that no one opens. Can Zzeem help if we already have a strategic plan, but it’s not working? Absolutely. Many of Zzeem’s strategic consulting engagements start with an existing plan that has stalled. We help you assess what’s working and what isn’t, identify the root causes, and help you either revitalize the existing plan or build a new one on a stronger foundation. If your plan is gathering dust, that’s a solvable problem. ## Ready to Build a Strategic Plan That Actually Works? Zzeem has been helping membership organizations across Canada build high-performing associations for over 20 years. Our strategic planning engagements are designed specifically for associations — not adapted from corporate frameworks, but built from the ground up for the unique dynamics of membership organizations, volunteer boards, and the communities they serve. Whether you’re starting your first strategic plan, refreshing an existing one, or trying to revive a plan that’s lost momentum, we can help. ## Here’s what working with Zzeem looks like: 1 A structured, facilitated process that respects your board’s time and capacity 2 Our proprietary High Performance Transformation Program assessment as your foundation 3 Experienced consultants who understand the association management landscape across Canada 4 A plan you’ll actually use — with the accountability structures to keep it alive ### Your next step is simple. Contact Zzeem to schedule a conversation about your organization’s strategic planning needs. No obligation. Just a straightforward discussion about where you are, where you want to go, and how we can help you get there. [ Contact Zzeem ](/contact-us/) --- ### [High Performance Organization](https://www.zzeem.com/highperformanceorganization/) **Published:** July 3, 2019 **Author:** jonathanzzeem **Content:** # High Performance Membership Organization ## Strategic Planning With Volunteer Boards A membership organization is an organization, typically not-for-profit, that collects fees from its members in return for services, and whose primary purpose for existence is to serve its members. A membership organization is a business and must be operated as one to be sustainable. At a minimum, this means that revenue must exceed costs and that the organization’s resources must be used effectively and efficiently to deliver a high level of service to members. More than ever before, members are questioning the ROI on their membership fees. Membership organizations must be seen to deliver value commensurate with their fees and in excess of alternative options. A high performing membership organization (HPOTM) delivers a highly efficient “back stage” and a highly valuable “front stage”. Back stage efficiency drives down costs and improves service delivery. Front stage value drives revenue. The back stage elements are the internal systems and processes that support the outward facing activities of the organization. Like plumbing and electricity, the back stage is invisible when it is working well and painfully visible when it is not. The front stage includes the elements that stakeholders and members see and interact with. They are highly visible and have a direct impact on the credibility and profile of the organization. ## Interview with Erin Roberts –The High Performance Membership Organization ## 8 Elements of the High Performance Membership OrganizationTM These 8 elements comprise the front-stage and back-stage elements that tie back to the Sustainability Model for membership organizations. Each of the eight elements plays a key role in the success of the membership organization. These eight elements map back to the Sustainability Model. The Sustainability Model has 5 pillars. We have observed that membership organizations that have all of these pillars in a healthy state are invariably sustainable. In practice however, many organization are not able to provide all five pillars. Therefore they must be particularly strong in the service areas they can provide – to balance their more limited scope. There are 8 elements to the High Performance Membership Organization: ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Governance ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Planning ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Resource management ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Human Resource Management ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### Revenue diversification ![Large White Digits 0 and 6 with a Blue Outline, Displaying the Number 06](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-06.png "Zzeem Numeral 06 Zzeem Zzeem")### Revenue diversification ![the Number 07 in Bold White with a Blue Outline on a Black Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-07.png "Zzeem Numeral 07 Zzeem Zzeem")### Revenue diversification ![Bold White Number 08 with a Blue Outline on a Transparent Background](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-08.png "Zzeem Numeral 08 Zzeem Zzeem")### Revenue diversification ## 5 Pillars of the Sustainability Model for membership Organizations ![Calendar Icon with a Checkmark.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666088.svg "Group 2085666088 Zzeem Zzeem")### Regional Networks The organization has grass-roots chapters or networks that connect directly with members in their local area. ![Target Icon with a Computer Mouse Cursor.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666090.svg "Group 2085666090 Zzeem Zzeem")### Stakeholder Relations and Issues Management This is often referred to as advocacy or government relations. The organization has a program that builds and strengthens relationships and influence with stakeholders and proactively manages issues affecting its members. ![Calculator and Document Financial Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666096.svg "Group 2085666096 Zzeem Zzeem")### Knowledge Products and Communications The organization publishes and/ or provides meaningful reference materials that help its members pursue their business, trade, profession or special interest. ![Abstract Geometric Letter N Corporate Logo Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666092.svg "Group 2085666092 Zzeem Zzeem")### Events The organization provides in-person events where members can network or learn, or both. ![Sparkling Clean Abstract Brush Stroke Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666094.svg "Group 2085666094 Zzeem Zzeem")### Professional Development and Certification The organization provides recognized and relevant learning opportunities and/ or certification that helps its members to become more proficient at their business, trade, profession or special interest. ### HPO Back Stage Back Stage Efficiency = Lower Costs, Better Service ![Infographic of a Hierarchical Network: Governance, Planning, Resource Management, Hr, and Revenue Diversification Feed into Management & Administration; Vertical Modules Include Stakeholder Relations, Knowledge Products & Information, Events, and Professional Development; Bottom Layers Show Regional Networks and Members with a Value Proposition on the Side.](https://www.zzeem.com/wp-content/uploads/2026/07/HPO-Backjpg.avif "Hpo Backjpg Zzeem Zzeem") ### HPO Front Stage Front Stage Value = Higher Revenue ![Infographic of an Organization’s Layers: Members at the Bottom, Regional Networks Middle, and Management & Administration at the Top, with Arrows Indicating Stakeholder Relations and Member/sponsor Value Propositions.](https://www.zzeem.com/wp-content/uploads/2026/07/HPO-Frontjpg.avif "Hpo Frontjpg Zzeem Zzeem") ## Higher Revenue + Lower Costs = Higher Sustainability Find out where you are now and close the gap. We’ve taken the elements of the HPO Model and rolled them out into comprehensive action steps and processes that allow membership organizations at any level to identify the gap between their performance and that of the high performing organization. These action steps and processes are identified in an assessment template that can be used to identify areas of excellence and areas for improvement. [ Learn About Our High Performance Transformation Program ](/high-performancet-ransformationprogram/) --- ### [Strategic Plan Consulting](https://www.zzeem.com/strategic-plan-consulting/) **Published:** October 24, 2023 **Author:** jonathanzzeem **Content:** # Strategic Plan Consulting ## Strategic Planning for Non-Profit Excellence & Growth In today’s fast-paced, dynamic non-profit landscape, a thoughtfully crafted [Strategic Plan](https://www.zzeem.com/nonprofit-strategic-planning-for-membership-organizations/) is the roadmap that keeps your organization on course and helps it achieve its goals. Zzeem focuses exclusively on not-for-profit associations in our consulting work, and we have been serving this sector for over two decades. Engage us as your partners in creating an aspirational yet realistic Strategic Plan that serves your vision and membership, engages your stakeholders, and empowers you to take your organization to the next level of excellence. Your project deliverables include a facilitated Strategic Planning Workshop which is highly interactive, including polls, queries, and breakout group exercises. These elements enable participants to think strategically and to work with each other collaboratively to plan your future. They also keep directors engaged and contributing throughout the Workshop. Your documented Strategic Plan will include milestones, delivery dates, key performance indicators (KPIs), accountability and resource requirements for each strategic goal. It also includes an implementation plan. This will ensure that you can effectively operationalize your strategic plan and track progress against it. Your project deliverables also include monthly check-in calls for six months after project completion. [ Check out our podcast series on Governance ](https://youtube.com/playlist?list=PLBIsadz22sof0LcEUNYnJYWcKpPq5abm_&si=V7Oui35IPyuUX4DN) ## Here’s what people are saying: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Erin was able to take on our strategic planning work at the last minute, and we couldn’t have made a better choice in a facilitator. She has an incredible ability to make sure everyone is heard and that consensus is built. The feedback I got back from our board members was incredibly positive.” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Julie Ford Digital Advertising Alliance of Canada (DAAC) --- ### [Zzeem, Inc. — Privacy Policy](https://www.zzeem.com/zzeem-inc-privacy-policy/) **Published:** June 6, 2026 **Author:** jonathanzzeem **Content:** # Zzeem, Inc. — Privacy Policy **Effective Date:** 2001/01/01 **Last Updated:** 2026/06/06 Zzeem, Inc. (“Zzeem”, “we”, “our”, “us”) is committed to protecting the privacy, confidentiality, and security of the personal information we collect from clients, association members, website visitors, and partners. This Privacy Policy explains how we collect, use, disclose, and safeguard your information when you visit **[zzeem.com](https://www.zzeem.com/)**, engage with our services, or participate in our programs. By using our website or services, you consent to the practices described in this Privacy Policy. ## 1. Scope of This Policy This Privacy Policy applies to: - Visitors to **[zzeem.com](https://www.zzeem.com/)** - Clients and prospective clients - Association members whose data we manage on behalf of clients - Participants in our diagnostics, assessments, surveys, and events - Individuals who subscribe to our newsletters or download resources This policy does **not** apply to third‑party websites linked from our site. ## 2. Information We Collect We collect personal information in the following categories: ### A. Information You Provide Directly - Name - Email address - Phone number - Job title and role - Organization name - Membership information (if applicable) - Diagnostic or assessment responses - Survey responses - Payment information (processed securely by third‑party providers) ### B. Information Collected Automatically When you visit our website, we may collect: - IP address - Browser type and version - Device information - Pages visited - Time spent on pages - Referring URLs - Cookies and tracking technologies ### C. Information Collected Through Client Engagements For associations using our AMaaS or consulting services, we may collect: - Member lists - Contact information - Engagement data - Governance documents - Operational data - Financial or transactional data (as required for service delivery) We collect only what is necessary to provide our services. ## 3. How We Use Your Information We use personal information to: - Provide and improve our services - Deliver diagnostics, assessments, and reports - Communicate with you about services, events, and updates - Respond to inquiries and support requests - Process payments and manage accounts - Conduct research and benchmarking (in aggregated, anonymized form) - Improve website performance and user experience - Comply with legal and regulatory requirements We do **not** sell personal information. ## 4. Legal Basis for Processing (PIPEDA & Applicable Laws) We process personal information based on: - **Your consent** - **Contractual necessity** (to deliver services you request) - **Legitimate business interests** (e.g., improving services) - **Legal obligations** You may withdraw consent at any time, subject to legal or contractual restrictions. ## 5. How We Share Information We may share information with: ### A. Service Providers Trusted third parties who support our operations, such as: - Cloud hosting providers - CRM and email platforms - Payment processors - Analytics tools - Event platforms These providers are contractually required to protect your information. ### **B. Association Clients** If you are a member of an association that engages Zzeem, we may share relevant information with that association as part of service delivery. ### C. Legal Requirements We may disclose information if required by law, regulation, or court order. We do **not** sell or rent personal information to third parties. ## 6. Data Retention We retain personal information only as long as necessary to: - Provide services - Meet legal obligations - Resolve disputes - Maintain business records When information is no longer required, we securely delete or anonymize it. ## 7. Data Security We use administrative, technical, and physical safeguards to protect personal information, including: - Encrypted data storage - Secure access controls - Regular security reviews - Staff confidentiality agreements - Secure data transfer protocols No system is 100% secure, but we take all reasonable steps to protect your information. ## 8. Your Rights Depending on your jurisdiction, you may have the right to: - Access your personal information - Correct inaccurate information - Withdraw consent - Request deletion (subject to legal requirements) - Request information about how your data is used - Opt out of marketing communications To exercise these rights, contact us at: **info@zzeem.com** ## 9. Cookies & Tracking Technologies We use cookies to: - Improve website functionality - Analyze traffic and usage - Personalize content - Support marketing campaigns You can adjust your browser settings to refuse cookies, though some features may not function properly. ## 10. International Data Transfers If data is transferred outside Canada, we ensure: - Appropriate safeguards - Contractual protections - Compliance with applicable privacy laws ## 11. Children’s Privacy Our website and services are not intended for individuals under 16. We do not knowingly collect personal information from children. ## 12. Changes to This Privacy Policy We may update this Privacy Policy periodically. The “Last Updated” date at the top indicates when changes were made. ## 13. Contact Us If you have questions about this Privacy Policy or our privacy practices, contact: **Zzeem, Inc.** Email: [**info@zzeem.com**](mailto:info@zzeem.com) Website: **[www.zzeem.com](https://www.zzeem.com/)** Address: 200-5200 Yonge Street, Toronto, ON, M2N 5P6 --- ### [Nonprofit Strategic Planning: A How-to Guide for Membership Organizations Old](https://www.zzeem.com/nonprofit-strategic-planning-a-how-to-guide-for-membership-organizations-old/) **Published:** June 18, 2026 **Author:** jonathanzzeem **Content:** # Nonprofit Strategic Planning: A How-to Guide for Membership Organizations ## Introduction Strategic planning is one of the most powerful things a nonprofit or membership organization can do — and one of the most misunderstood. Done well, it aligns your board, energizes your members, and creates a clear path to long-term sustainability. Done poorly, it produces a beautiful binder that collects dust on a shelf. This guide cuts through the confusion and gives you a practical, honest look at what strategic planning really involves — and how to make it work for your organization. ![Overhead View of Large Presentation Boards Laid on a Concrete Floor, Displaying a Business Process Infographic with Gears, Flow Ribbons, and Mvp/value Proposition Panels.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_wd2jvtwd2jvtwd2j-Photoroom.png "Gemini Generated Image Wd2jvtwd2jvtwd2j Photoroom Zzeem Zzeem") ## What Is Nonprofit Strategic Planning (Really)? Strategic planning is the process of defining where your organization is going, why it matters, and how you’re going to get there. It’s not a to-do list. It’s not a budget exercise. And it’s definitely not a one-time event. For membership organizations specifically, strategic planning must also address a fourth question: **What do our members need from us?** Without that lens, even the most polished plan will miss the mark. #### Where are we now? A clear and honest look at your opportunities, threats, and operating reality. #### Where do we want to go? Specific tactics and initiatives that will move you from your current state to your desired future state. An implementation plan with milestones, dates, accountability, and required resources. #### How do we get there? Metrics, accountability, and a clear process to monitor progress. Membership organizations serve a community, not just an organization. Zzeem’s High Performance Membership Organization (HPO™) framework helps associations create practical, actionable strategies built for high performance. ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Treating It as a One-Time Event A plan created every three to five years and then filed away isn’t a strategy — it’s a snapshot. Effective strategic planning is an ongoing cycle of setting direction, executing, measuring, and adjusting. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Excluding Key Voices Boards that plan in isolation consistently produce strategies that don’t resonate with staff, members, or stakeholders. Inclusive planning creates buy-in and surfaces insights that leadership alone can’t see. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Confusing Goals with Tactics “Launch a new website” is a tactic. “Increase member engagement by 30% over two years” is a goal. Many organizations build lists of activities without first defining the outcomes they’re working toward. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Ignoring Governance Alignment Strategic planning and governance go hand in hand. If your board doesn’t have clarity on its own roles and responsibilities, it’s nearly impossible to build a plan that gets executed effectively. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### No Accountability Structure A plan without owners and timelines is a wish list. Every strategic priority needs a champion, a timeline, and a way to measure progress. An implementation plan is essential; otherwise, the strategy will sit around without any forward momentum. ### Why Strategic Planning Fails (And How to Avoid It) Most nonprofit strategic plans don’t fail because of bad ideas. They fail because of how the process is run. Here are the most common pitfalls: ![Five Reasons Strategic Planning Fails: One-time Event, Missing Key Voices, Confusing Goals with Tactics, Weak Governance, No Accountability Structure.](https://www.zzeem.com/wp-content/uploads/2026/08/Gemini_Generated_Image_1zrex51zrex51zre-1024x616.png "Gemini Generated Image 1zrex51zrex51zre Zzeem Zzeem") Leadership Support Program ## The Strategic Planning Process: Step by Step ![Calendar Icon with a Checkmark.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666088.svg "Group 2085666088 Zzeem Zzeem")### Set the Foundation Before you plan, get clear on your **vision**, **mission**, and **values**. These aren’t just words on a website — they’re the filter through which every strategic decision should pass. If your current statements feel vague or outdated, this is the moment to revisit them. ![Target Icon with a Computer Mouse Cursor.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666090.svg "Group 2085666090 Zzeem Zzeem")### Assess Where You Are Conduct an honest environmental scan. This includes: - Internal strengths and operational gaps - Member needs and satisfaction levels - Financial health and revenue diversification - Governance effectiveness - Competitive and sector landscape Tools like a SWOT analysis or a structured organizational assessment can surface issues that are easy to overlook when you’re close to the work. ![Calculator and Document Financial Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666096.svg "Group 2085666096 Zzeem Zzeem")### Engage Stakeholders Involve board members, staff, association members, and key partners in the process. This can include surveys, focus groups, or facilitated conversations. The goal isn’t consensus on everything — it’s ensuring the right perspectives inform the plan. Use a facilitator who can act as an independent third party. ![Abstract Geometric Letter N Corporate Logo Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666092.svg "Group 2085666092 Zzeem Zzeem")### Set Strategic Priorities Based on your assessment, identify three to five strategic priorities for the planning horizon (typically three years). These should represent the most important areas of focus — not everything you want to do, but what matters most. ![Sparkling Clean Abstract Brush Stroke Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666094.svg "Group 2085666094 Zzeem Zzeem")### Build the Action Plan For each priority, define: - Specific goals and success metrics - Key initiatives and activities - Responsible parties - Timeline and milestones - Resource requirements ![Confident Man](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666080.svg "Group 2085666080 Zzeem Zzeem")### Communicate and Activate A plan that lives in a document isn’t a plan — it’s an intention. Share it with your full membership, build it into board meeting agendas, and connect staff work plans to strategic priorities. We have had clients build the strategic plan into their monthly or quarterly management report. State the strategic objective; state the tasks undertaken to deliver on this; state the outcomes of the tasks; state what the next step is. ![Business Person with a Puzzle Piece Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666086.svg "Group 2085666086 Zzeem Zzeem")### Review and Adapt Build in regular check-ins — quarterly at minimum. The environment changes, resources shift, and priorities evolve. A living strategic plan is one that gets updated, not just reviewed. ## Strategic Planning for Volunteer Boards Volunteer boards bring enormous value — lived experience, sector credibility, community connection. But they also face real constraints: limited time, varying levels of organizational knowledge, and frequent turnover. Effective strategic planning with volunteer boards means: ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Keeping the process focused and time-efficient Keeping the process focused and time-efficient — respect volunteers’ time by running a structured, well-facilitated process ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Providing context before asking for input Providing context before asking for input — board members can’t make good strategic decisions without good information ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Separating governance from operations Separating governance from operations — the board sets direction; staff and management execute ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Building continuity Building continuity — document decisions and rationale so that new board members can step in without losing momentum ## The Role of Organizational Assessment One of the most valuable things you can do before a strategic planning process is conduct a structured organizational assessment. This gives you an evidence-based picture of where your organization stands across key dimensions — governance, financial health, member value, revenue diversification, and more. An assessment removes the guesswork and helps boards have honest, productive conversations about priorities. It also creates a baseline against which you can measure progress over time. It doesn’t need to be a formal SWOT document, but it does need to be done. Without knowing where you are, it doesn’t matter where you are going. As Alice learns from the Cheshire Cat: ***“Would you tell me, please, which way I ought to go from here?”*** ***“That depends a good deal on where you want to get to,” said the Cat.*** ***“I don’t much care where–” said Alice.*** ***“Then it doesn’t matter which way you go,” said the Cat.*** ***“-so long as I get SOMEWHERE,” Alice added as an explanation.*** ***“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”*** ## What a High-Performing Nonprofit Looks Like Strategic planning isn’t just about solving problems — it’s about building toward something. High-performing membership organizations share several characteristics: - **Clear governance structures** with engaged, accountable boards - **Diversified revenue streams** that reduce dependency on any single source - **Strong member value propositions** that drive retention and recruitment - **Proactive stakeholder relations** that build trust and influence - **Operational efficiency** that frees up leadership to focus on strategy These don’t happen by accident. They’re the result of intentional planning, consistent execution, and a willingness to honestly assess and improve. ## Getting Started If your organization hasn’t done a strategic planning process recently — or if your last plan never quite got off the ground — now is a good time to start. You don’t need a perfect process. You need an honest one. Start with the right questions, involve the right people, and commit to turning the plan into action. The organizations that do this consistently are the ones that grow, adapt, and create lasting impact for their members and communities. *Zzeem works with membership organizations across Canada to facilitate strategic planning, conduct organizational assessments, and build the governance and operational foundations that high-performing associations need. Learn more at* [*zzeem.com*](https://www.zzeem.com/)*.* --- ### [Not-For-Profit Consulting Services](https://www.zzeem.com/not-for-profit-consulting-services/) **Published:** February 7, 2023 **Author:** jonathanzzeem **Content:** # Not-For-Profit Consulting Services ## Who We Are Zzeem is a Toronto-based firm offering association management and not-for-profit consulting services for member-based organizations and other nonprofits. We pride ourselves on solutions that are precise, thorough, and tailored to our clients’ specific realities. When you hire Zzeem, you’re not just purchasing a service; you’re getting an ally and a resource with extensive knowledge of what makes an association successful. Our team of experienced professionals is dedicated to helping non-profit organizations achieve their goals and make a positive impact in their communities. We understand the unique challenges that non-profits face and are here to provide customized consulting services to support your organization’s growth and success. For over 20 years, Zzeem has developed the High Performance Association model. The High Performance Association model is a best practice for many non-profit organizations, and it is often used by organizations that are looking to improve their performance and impact. ![Team of Six in a Modern Conference Room Listening to a Woman Presenting a Workflow Diagram on a Whiteboard by the Window with a City Skyline. She Points to the Diagram While Colleagues Take Notes and Type on Laptops.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_b20ecsb20ecsb20e-1-Photoroom.png "Gemini Generated Image B20ecsb20ecsb20e 1 Photoroom Zzeem Zzeem") ## Consulting Our consulting services help associations remove friction and regain focus, engagement, and the capacity to make progress on what matters most. [ Leadership Support ](/leadership-support-program/) [ Governance Training ](/governance-training/) [ Facilitation Training ](/not-for-profit-consulting-services/facilitation-training/) [ Member Engagement Consulting ](/member-value-proposition/) [ Member Value Proposition ](/member-value-proposition/) [ Sponsorship Attraction and Retention ](/sponsorship/) [ Strategic Plan Consulting ](/strategic-plan-consulting/) ## Reasons why an association might use consultants: Consultants typically have a high level of expertise and experience in their field, and they are hired by organizations to help solve problems, improve performance, or provide guidance on a specific project or issue. ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Expertise Consultants are typically hired because they have specific expertise or experience in a particular area. This can be particularly helpful if you do not have the necessary in-house expertise or resources to tackle a specific problem or project. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Objectivity Consultants can bring a fresh perspective and unbiased view to your organization. They are not bound by the same constraints and biases as your in-house team, which can allow them to offer more objective recommendations and solutions. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Flexibility Consultants can be hired on a short-term or project-by-project basis, which allows organizations to bring in specialized expertise as needed, rather than having to commit to hiring a full-time employee. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Cost-effectiveness In some cases, hiring a consultant can be more cost-effective than hiring a full-time employee, especially if the project or problem is short-term or does not require a high level of ongoing support. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### Focus By bringing in a consultant, organizations can offload certain tasks and responsibilities to someone who is specifically focused on that project or problem, which can allow internal staff to focus on their core responsibilities. ### Learn More If you’re ready to take the first step towards a more effective, focused, and responsive organization [ 416.410.5867 ](tel:+14164105867) [ Erin.Roberts@Zzeem.com ](mailto:Erin.Roberts@Zzeem.com) --- ### [Leadership Support Program](https://www.zzeem.com/leadership-support-program/) **Published:** February 7, 2023 **Author:** jonathanzzeem **Content:** # Leadership Support Program Leadership Support Program ## Zzeem helps organizations do more, in a better way, for the people that they serve. ![Thumb Document](https://www.zzeem.com/wp-content/uploads/2026/07/facebook-like-logo-svgrepo-com.svg "Facebook Like Logo Svgrepo Com Zzeem Zzeem")### BUILDS CONFIDENCE Discover proven strategies for attracting passionate volunteers and keeping them engaged long-term — the lifeblood of every thriving membership organization. ![Certificate Document](https://www.zzeem.com/wp-content/uploads/2026/07/diploma-contract-svgrepo-com.svg "Diploma Contract Svgrepo Com Zzeem Zzeem")### SHORTENS THE LEARNING CURVE Often officers take on their leadership roles with little experience. It takes time for them to get up to speed. This is particularly challenging when the Chair has a short term of service. Just as they are hitting their stride, they hand over the role to a new Chair who must go through the same learning curve. The Leadership Support Program helps directors and officers get up to speed quickly with a custom training program. ![Group of People with Leader](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666077.svg "Group 2085666077 Zzeem Zzeem")### ACCELERATES LEADERSHIP GROWTH The Leadership Support Program builds confidence and accelerates leadership growth in a confidential, supportive environment. ![Work Setting Progress](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666073.svg "Group 2085666073 Zzeem Zzeem")### SUPPORTS STRATEGIC PLAN Often the strategic plan sits on the shelf. Progress on the big picture gets lost in the day-to-day. The Leadership Support Program keeps the board focused on the Plan – ensuring you see results. ## Hear what people think: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “It has been a very positive experience working with Zzeem both for myself and my board. I have noticed a real difference in terms of the board’s professionalism and understanding of their roles. I highly recommend Zzeem’s Leadership Support program to everyone. We got our ROI. It’s absolutely worth spending the money. It was very helpful to have Erin as a resource to speak to on a 1:1 basis. She was always there as a trusted advisor.” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Nancy Allan Independent Financial Brokers of Canada (IFBC) ## Hear what people think: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “It has been a very positive experience working with Zzeem both for myself and my board. I have noticed a real difference in terms of the board’s professionalism and understanding of their roles. I highly recommend Zzeem’s Leadership Support program to everyone. We got our ROI. It’s absolutely worth spending the money. It was very helpful to have Erin as a resource to speak to on a 1:1 basis. She was always there as a trusted advisor.” ### Nancy Allan Independent Financial Brokers of Canada (IFBC) --- ### [Governance Training](https://www.zzeem.com/governance-training/) **Published:** January 19, 2023 **Author:** jonathanzzeem **Content:** # Governance Training ## Enhance Board Performance with Expert-Led, Customized Governance Our custom not-for-profit governance training helps your directors and officers get up to speed quickly and enhance their skills each year. The training is not out of a box, it’s customized exclusively for your organization.Zzeem focuses exclusively on not-for-profit associations in our consulting work, and we have been serving this sector for over two decades. The deliverable for the training is a highly interactive workshop that provides both basic governance training for new directors and more advanced content for seasoned directors. We use a combination of knowledge sharing, breakout groups, and real life case studies focused on the areas that matter most to you right now.Our workshops are facilitated by Erin Roberts, a not-for-profit governance expert. She is an award-winning facilitator, public speaker, and management consultant to not-for-profit organizations. ![Error Image](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666078.svg "Group 2085666078 Zzeem Zzeem")### MITIGATES RISK AND FOSTERS GOVERNANCE EXCELLENCE Sometimes the biggest challenges for boards result from a lack of knowledge. Directors are trying to do their best, but they have no governance training. “Common sense” is not that common when it comes to governance principles. ![Confident Man](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666080.svg "Group 2085666080 Zzeem Zzeem")### BUILDS CONFIDENCE Boards perform much more effectively when their leaders have the support and resources that give them a high level of confidence in executing their roles. ![Multiple Path from One](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666082.svg "Group 2085666082 Zzeem Zzeem")### SHORTENS THE LEARNING CURVE Often, officers take on their leadership roles with little experience. It takes time for them to get up to speed. This is particularly challenging when the Chair has a short term of service. Just as they are hitting their stride, they hand over the role to a new Chair who must go through the same learning curve. ![Person Holding a Digital Network or System Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666084.svg "Group 2085666084 Zzeem Zzeem")### ACCELERATES LEADERSHIP GROWTH The Leadership Support Program builds confidence and accelerates leadership growth in a confidential, supportive environment. ![Business Person with a Puzzle Piece Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666086.svg "Group 2085666086 Zzeem Zzeem")### SUPPORTS STRATEGIC PLAN Often, the strategic plan sits on the shelf. Progress on the big picture gets lost in the day-to-day. The Leadership Support Program keeps the board focused on the Plan – ensuring you see results. [ Check out our podcast series on Governance ](https://youtube.com/playlist?list=PLBIsadz22sof0LcEUNYnJYWcKpPq5abm_&si=V7Oui35IPyuUX4DN) ## Hear what people think: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “The governance training offered by Zzeem provided our directors with a solid foundation to take with them, not only into their work with us, but also into other boards they may be part of. Erin’s ability to manage tough discussions helped us destigmatize some of the more sensitive topics, like conflict and confidentiality. We also learned more about our bylaws and how to best serve them with new policies. I would highly recommend this training.” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Julie Ford Digital Advertising Alliance of Canada (DAAC) --- ### [Webinars & Podcasts](https://www.zzeem.com/podcasts/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # Upcoming Webinars & Podcasts ## Webinars & Podcasts are a good way to stay up to date on current issues in association management. Board members, volunteers and members of associations will benefit. 2026 2025 2024 ### Upcoming Webinars & Podcasts [ ![an Illustration of a Man Funnelling Visual Symbols of Various Association Survey Metrics into a Tapered Cauldron. Two Pieces of Paper, One with Three Stars Across the Top of the Page, Float in the Background](https://www.zzeem.com/wp-content/uploads/2026/07/2026-association-trends-survey-results.png "2026 Association Trends Survey Results Zzeem Zzeem") ](https://www.zzeem.com/2026-association-benchmarking-survey-results-interview-with-bramm-research/) - 2026 Webinars - jonathanzzeem - September 23, 2026 #### [The CSAE 2026 Association Benchmarking Survey Report ](https://www.zzeem.com/2026-association-benchmarking-survey-results-interview-with-bramm-research/) [ Read More ](https://www.zzeem.com/2026-association-benchmarking-survey-results-interview-with-bramm-research/) ### Past Webinars & Podcasts [ ![Agenda to Action Meeting Facilitation](https://www.zzeem.com/wp-content/uploads/2026/09/agenda-to-action-meeting-facilitation-926x463-1.webp "Agenda to Action Meeting Facilitation 926x463 Zzeem Zzeem") ](https://www.zzeem.com/from-agenda-to-action-how-to-run-productive-board-and-committee-meetings/) - 2026 Past Webinars - jonathanzzeem - September 23, 2026 #### [From Agenda to Action: How to Run Productive Board and Committee Meetings](https://www.zzeem.com/from-agenda-to-action-how-to-run-productive-board-and-committee-meetings/) [ Read More ](https://www.zzeem.com/from-agenda-to-action-how-to-run-productive-board-and-committee-meetings/) [ ![Diverse Group of People with Hands Together Around a Large Glowing Lightbulb, Symbolizing Teamwork and Shared Ideas.](https://www.zzeem.com/wp-content/uploads/2026/06/recruiting-engaging-difference-making-volunteers.png "Recruiting Engaging Difference Making Volunteers Zzeem Zzeem") ](https://www.zzeem.com/the-volunteer-advantage-secrets-to-recruiting-and-engaging-difference-makers/) - 2026 Past Webinars - Kevin Lee - June 24, 2026 #### [The Volunteer Advantage: Secrets to Recruiting and Engaging Difference-Makers](https://www.zzeem.com/the-volunteer-advantage-secrets-to-recruiting-and-engaging-difference-makers/) Friday, August 28th, 2026, 12:00PM EST [ Read More ](https://www.zzeem.com/the-volunteer-advantage-secrets-to-recruiting-and-engaging-difference-makers/) [ ![Two Hands Around a Blue Megaphone with Yellow Stars, Symbolizing Support and Promotion](https://www.zzeem.com/wp-content/uploads/2026/05/sponsorship-advantage.png "Sponsorship Advantage Zzeem Zzeem") ](https://www.zzeem.com/build-maintain-sponsorship-advantage/) - 2026 Past Webinars - Kevin Lee - May 19, 2026 #### [How High-Performing Organizations Win More Sponsors—and Keep Them](https://www.zzeem.com/build-maintain-sponsorship-advantage/) Wednesday, June 24th, 12:00PM EST [ Read More ](https://www.zzeem.com/build-maintain-sponsorship-advantage/) [ ![People Work Together to Fill a Giant Gold Trophy with Blue and Green Diamonds, Symbolizing Teamwork and Achievement.](https://www.zzeem.com/wp-content/uploads/2026/04/defining-using-selling-member-value-proposition.png "Defining Using Selling Member Value Proposition Zzeem Zzeem") ](https://www.zzeem.com/defining-using-selling-member-value-proposition/) - 2026 Past Webinars - Kevin Lee - April 30, 2026 #### [Defining, Using, and Selling Your Member Value Proposition](https://www.zzeem.com/defining-using-selling-member-value-proposition/) Tuesday, May 19th, 2026, 12:00PM EST [ Read More ](https://www.zzeem.com/defining-using-selling-member-value-proposition/) [ ![Board-governance-separating-strategy-from-operations](https://www.zzeem.com/wp-content/uploads/2026/03/board-governance-separating-strategy-from-operations.png "Board Governance Separating Strategy from Operations Zzeem Zzeem") ](https://www.zzeem.com/board-governance-separating-strategy-from-operations/) - 2026 Past Webinars - Kevin Lee - March 17, 2026 #### [Board Governance: Separating Strategy from Operations](https://www.zzeem.com/board-governance-separating-strategy-from-operations/) Thursday, April 30th, 2026, 12:00PM EST [ Read More ](https://www.zzeem.com/board-governance-separating-strategy-from-operations/) [ ![Moving Up with Mission and Vision](https://www.zzeem.com/wp-content/uploads/2026/02/association-mission-vision-decision.png "Association Mission Vision Decision Zzeem Zzeem") ](https://www.zzeem.com/mission-and-vision/) - 2026 Past Webinars, Leadership, Strategic Planning - Kevin Lee - February 18, 2026 #### [Mission and Vision: Why They Matter and How to Make Them Real](https://www.zzeem.com/mission-and-vision/) Tuesday, March 17th, 12:00PM ET [ Read More ](https://www.zzeem.com/mission-and-vision/) [ ![Reinvention After Crisis Climbing out of Your Shell](https://www.zzeem.com/wp-content/uploads/2026/01/association-revival.png "Association Revival Zzeem Zzeem") ](https://www.zzeem.com/reinventing-an-association-after-crisis/) - 2026 Past Webinars - Kevin Lee - January 23, 2026 #### [Now What? Reinventing an Association after a crisis](https://www.zzeem.com/reinventing-an-association-after-crisis/) Wednesday, February 18th, 12:00PM ET [ Read More ](https://www.zzeem.com/reinventing-an-association-after-crisis/) [ ![Checking the Envirnoment for Opportunities and Threats](https://www.zzeem.com/wp-content/uploads/2025/12/looking-ahead-2026.png "Looking Ahead 2026 Zzeem Zzeem") ](https://www.zzeem.com/whats-in-store-for-associations-2026/) - 2026 Past Webinars, Strategic Planning - Kevin Lee - December 23, 2025 #### [What’s in Store for Associations in 2026?](https://www.zzeem.com/whats-in-store-for-associations-2026/) Thursday, January 22nd, 12:00PM ET [ Read More ](https://www.zzeem.com/whats-in-store-for-associations-2026/) ### Past Webinars & Podcasts [ ![Strong Governance Works Together to Build the Framework](https://www.zzeem.com/wp-content/uploads/2025/10/board-governance-from-floundering-to-focused.png "Board Governance from Floundering to Focused Zzeem Zzeem") ](https://www.zzeem.com/board-governance-that-works/) - 2025 Past Webinars, Governance, Leadership - jonathanzzeem - October 17, 2025 #### [Governance Master Class – Part 1: Leveraging the Ability, Talent and Influence of your Directors](https://www.zzeem.com/board-governance-that-works/) Thursday, November 13th, 12:00PM ET [ Read More ](https://www.zzeem.com/board-governance-that-works/) [ ![Board Meeting and Sharing Ideas](https://www.zzeem.com/wp-content/uploads/2025/09/increasing-member-engagement.png "Increasing Member Engagement Zzeem Zzeem") ](https://www.zzeem.com/member-engagement-invested-in-success/) - 2025 Past Webinars - jonathanzzeem - September 4, 2025 #### [Member Engagement: Are Your Members Invested in Your Success?](https://www.zzeem.com/member-engagement-invested-in-success/) Wednesday, October 15th, 12:00PM ET [ Read More ](https://www.zzeem.com/member-engagement-invested-in-success/) [ ![Engaged Members with Hands Up](https://www.zzeem.com/wp-content/uploads/2025/08/Boosting-Membership-Renewal-Rates.png "Boosting Membership Renewal Rates Zzeem Zzeem") ](https://www.zzeem.com/boosting-member-renewal-rates/) - 2025 Past Webinars, Member Value Proposition - jonathanzzeem - August 28, 2025 #### [Locking in Loyalty: 7 Proven Tactics to Boost Member Renewals](https://www.zzeem.com/boosting-member-renewal-rates/) Wednesday, December 17th, 2025, 12:00PM ET [ Read More ](https://www.zzeem.com/boosting-member-renewal-rates/) [ ![Ai is the Future](https://www.zzeem.com/wp-content/uploads/2025/06/generative-ai-future-of-associations-1.png "Generative Ai Future of Associations Zzeem Zzeem") ](https://www.zzeem.com/ai-future-of-associations/) - 2025 Past Webinars - jonathanzzeem - June 24, 2025 #### [AI and the Future of Associations: Key Insights with Gerald Bramm](https://www.zzeem.com/ai-future-of-associations/) Wednesday, August 27th, 12:00PM ET [ Read More ](https://www.zzeem.com/ai-future-of-associations/) [ ![Person Pushing a Giant Chess Pawn Piece](https://www.zzeem.com/wp-content/uploads/2025/05/art-of-sponsorship.png "Art of Sponsorship Zzeem Zzeem") ](https://www.zzeem.com/art-of-sponsorship-planning-pitching-partnership/) - 2025 Past Webinars - jonathanzzeem - May 28, 2025 #### [The Art of Sponsorship: Planning, Pitching, and Partnership](https://www.zzeem.com/art-of-sponsorship-planning-pitching-partnership/) Tuesday, June 24th, 12:00PM ET [ Read More ](https://www.zzeem.com/art-of-sponsorship-planning-pitching-partnership/) [ ![Identifying Risk](https://www.zzeem.com/wp-content/uploads/2025/03/financial-risk-management-for-ceos.png "Financial Risk Management for Ceos Zzeem Zzeem") ](https://www.zzeem.com/association-risk-management-for-ceos/) - 2025 Past Webinars, Governance, Leadership - jonathanzzeem - March 21, 2025 #### [Association Risk Management: Icebergs Ahead](https://www.zzeem.com/association-risk-management-for-ceos/) Tuesday, April 15th, 12:00PM ET [ Read More ](https://www.zzeem.com/association-risk-management-for-ceos/) [ ![People at a Meeting](https://www.zzeem.com/wp-content/uploads/2025/02/effective-meetings.png "Effective Meetings Zzeem Zzeem") ](https://www.zzeem.com/proven-strategies-for-effective-meetings/) - 2025 Past Webinars - jonathanzzeem - February 24, 2025 #### [On Time and On Track: Proven Strategies for Effective Meetings \| Zzeem](https://www.zzeem.com/proven-strategies-for-effective-meetings/) Tuesday, March 18th, 2025, 12:00PM EST [ Read More ](https://www.zzeem.com/proven-strategies-for-effective-meetings/) [ ![Membership Attraction](https://www.zzeem.com/wp-content/uploads/2025/01/member-engagement-and-retention.png "Member Engagement and Retention Zzeem Zzeem") ](https://www.zzeem.com/membership-growth-eight-proven-techniques-to-attract-and-retain-members/) - 2025 Past Webinars - jonathanzzeem - January 27, 2025 #### [Membership Growth: 9 Proven Techniques to Attract/Retain Members](https://www.zzeem.com/membership-growth-eight-proven-techniques-to-attract-and-retain-members/) Tuesday, February 18th, 2025, 12:00PM EST [ Read More ](https://www.zzeem.com/membership-growth-eight-proven-techniques-to-attract-and-retain-members/) ### Past Webinars & Podcasts [ ![Preparing for Rain](https://www.zzeem.com/wp-content/uploads/2024/05/insurance.png "Insurance Zzeem Zzeem") ](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel-2/) - 2024 Past Webinars - jonathanzzeem - August 8, 2026 #### [June 25 – Insurance for Associations (with Jodi Nobel)](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel-2/) Tuesday, June 25 12:00PM ET [ Read More ](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel-2/) [ ![Back View of a Woman Presenting to a Diverse Team Seated Around a Conference Table in a Bright Office.](https://www.zzeem.com/wp-content/uploads/2024/11/images-4.jpeg "Images 4 Zzeem Zzeem") ](https://www.zzeem.com/december-12-inform-your-board-in-five-minutes-or-less/) - 2024 Past Webinars - jonathanzzeem - November 13, 2024 #### [December 12 – A CEO’s Guide to Succinct and Meaningful Reporting](https://www.zzeem.com/december-12-inform-your-board-in-five-minutes-or-less/) Thursday, December 12th 12:00PM ET [ Read More ](https://www.zzeem.com/december-12-inform-your-board-in-five-minutes-or-less/) [ ![Strategic Planning](https://www.zzeem.com/wp-content/uploads/2024/10/Strategic-Planning.png "Strategic Planning Zzeem Zzeem") ](https://www.zzeem.com/strategic-planning-masterclass/) - 2024 Past Webinars, Strategic Planning - jonathanzzeem - October 15, 2024 #### [Strategic Planning Masterclass](https://www.zzeem.com/strategic-planning-masterclass/) Tuesday, November 12th 12:00PM ET [ Read More ](https://www.zzeem.com/strategic-planning-masterclass/) [ ![Planning a Campaign](https://www.zzeem.com/wp-content/uploads/2024/09/Member-Renewal-Campaign-Graphic.png "Member Renewal Campaign Graphic Zzeem Zzeem") ](https://www.zzeem.com/october-15-member-renewal-campaigns/) - 2024 Past Webinars - jonathanzzeem - September 19, 2024 #### [October 15 – Member Renewal Campaigns](https://www.zzeem.com/october-15-member-renewal-campaigns/) Tuesday, October 15th 12:00PM ET [ Read More ](https://www.zzeem.com/october-15-member-renewal-campaigns/) [ ![Volunteers](https://www.zzeem.com/wp-content/uploads/2025/02/Screenshot-2025-02-25-163702.png "Screenshot 2025 02 25 163702 Zzeem Zzeem") ](https://www.zzeem.com/volunteer-recruitment-and-engagement-for-associations/) - 2024 Past Webinars, Governance, Member Engagement, Volunteer Engagement - jonathanzzeem - July 18, 2024 #### [Volunteer Recruitment and Engagement for Associations](https://www.zzeem.com/volunteer-recruitment-and-engagement-for-associations/) Thursday, July 18, 2024, 12:00PM EST [ Read More ](https://www.zzeem.com/volunteer-recruitment-and-engagement-for-associations/) [ ![a Meeting with Lots of Ideas](https://www.zzeem.com/wp-content/uploads/2024/07/Governance.png "Governance Zzeem Zzeem") ](https://www.zzeem.com/september-19-which-governance-model-is-right-for-you/) - 2024 Past Webinars - jonathanzzeem - July 18, 2024 #### [September 19th: Which Governance Model is Right for You?](https://www.zzeem.com/september-19-which-governance-model-is-right-for-you/) Thursday, September 19th 12:00PM ET [ Read More ](https://www.zzeem.com/september-19-which-governance-model-is-right-for-you/) [ ![Hands Up to Volunteer](https://www.zzeem.com/wp-content/uploads/2024/06/Volunteer.webp "Volunteer Zzeem Zzeem") ](https://www.zzeem.com/july-18-volunteer-recruitment-and-engagement/) - 2024 Past Webinars - jonathanzzeem - June 25, 2024 #### [July 18 – Volunteer Recruitment and Engagement](https://www.zzeem.com/july-18-volunteer-recruitment-and-engagement/) Thursday, July 18 12:00PM ET [ Read More ](https://www.zzeem.com/july-18-volunteer-recruitment-and-engagement/) [ ![Preparing for Rain](https://www.zzeem.com/wp-content/uploads/2024/05/insurance.png "Insurance Zzeem Zzeem") ](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel/) - 2024 Past Webinars - jonathanzzeem - May 17, 2024 #### [June 25 – Insurance for Associations (with Jodi Nobel)](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel/) Tuesday, June 25 12:00PM ET [ Read More ](https://www.zzeem.com/june-25-insurance-for-associations-with-jodi-nobel/) [ ![Interview](https://www.zzeem.com/wp-content/uploads/2024/03/Interview.png "Interview Zzeem Zzeem") ](https://www.zzeem.com/2024-csae-membership-trends-report-interview-with-gerald-bramm-of-bramm-research/) - 2024 Past Webinars, blog, Member Engagement - jonathanzzeem - April 28, 2024 #### [2024 CSAE Membership Trends Report: Interview with Gerald Bramm of Bramm Research](https://www.zzeem.com/2024-csae-membership-trends-report-interview-with-gerald-bramm-of-bramm-research/) [ Read More ](https://www.zzeem.com/2024-csae-membership-trends-report-interview-with-gerald-bramm-of-bramm-research/) [ ![Telling Your Story Though Numbers](https://www.zzeem.com/wp-content/uploads/2024/04/association-finance.png "Association Finance Zzeem Zzeem") ](https://www.zzeem.com/may-16-finance-for-associations-masterclass-telling-your-story-through-numbers/) - 2024 Past Webinars - jonathanzzeem - April 12, 2024 #### [May 16 – Finance for Associations Masterclass: Telling Your Story Through Numbers](https://www.zzeem.com/may-16-finance-for-associations-masterclass-telling-your-story-through-numbers/) Thursday, May 16 12:00PM ET [ Read More ](https://www.zzeem.com/may-16-finance-for-associations-masterclass-telling-your-story-through-numbers/) [ ![Interview](https://www.zzeem.com/wp-content/uploads/2024/03/Interview.png "Interview Zzeem Zzeem") ](https://www.zzeem.com/2024-csae-membership-trends-report-interview/) - 2024 Past Webinars - jonathanzzeem - March 7, 2024 #### [April 11 – 2024 CSAE Membership Trends Report: Interview with Bramm Research](https://www.zzeem.com/2024-csae-membership-trends-report-interview/) Thursday, April 11 12:00PM ET [ Read More ](https://www.zzeem.com/2024-csae-membership-trends-report-interview/) [ ![Together We Can Be Successful](https://www.zzeem.com/wp-content/uploads/2024/02/Cooperation.png "Cooperation Zzeem Zzeem") ](https://www.zzeem.com/march-7-the-ceo-and-the-board-building-and-maintaining-a-thriving-relationship/) - 2024 Past Webinars - jonathanzzeem - February 8, 2024 #### [March 7 – The CEO and the Board: Building and Maintaining a Thriving Relationship](https://www.zzeem.com/march-7-the-ceo-and-the-board-building-and-maintaining-a-thriving-relationship/) Thursday, March 7th 12:00PM ET [ Read More ](https://www.zzeem.com/march-7-the-ceo-and-the-board-building-and-maintaining-a-thriving-relationship/) --- ### [Testimonials](https://www.zzeem.com/testimonials/) **Published:** July 16, 2026 **Author:** Shakaib Zafar **Content:** # What Our Clients Say Trusted by Canadian associations nationwide. ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“I recently attended a live webinar of Erin’s on building successful committees – what does it take? It was excellent with practical tips on how to deal with committees that are not performing, may be going off track from the intended goal and even those going rogue. I’ve spent 30+ years working for non-profit associations and she is spot on with her analysis and recommendations. Whether you’re a newcomer or seasoned association leader you can learn or refresh on ideas with Erin’s webinars to tackle various challenges in association management. Thanks for sharing Erin!”* ## Canadian Fire Alarm Association Zzeem Webinars and Podcasts ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem, especially Erin the founder, to conduct a Board of Directors training on governance. It was wonderfully insightful, clear to grasp and exactly what the Board needed! Highly recommend Erin and her team!”* ## Canadian Orthopaedic Association Leadership Support Program ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“My not for profit association has worked with Erin over the last five years – helping with Governance Excellence for the Board and most recently – a complete Governance Audit. Skilled in other areas like Member Value Proposition, Strategic Planning, KPIs etc – Erin is a thoughtful, dynamic thought leader, focusing on practical solutions. Zzeem also conducts a webinar series – not to be missed! Topics range from sponsorship, to declining membership, MVP, governance – you name it. I highly recommend Erin Roberts and her team!”* ## Canadian Society for Medical Laboratory Science ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem to support our revenue diversification efforts, and the review and workshop Erin delivered to our Board and team on sponsorship was exactly what we were looking for. We were particularly impressed by Erin’s ability to keep the conversation focused while drawing in diverse perspectives. I definitely recommend Zzeem to any association looking for similar consultant insights and support.”* ## N2 Canada ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Our Association (Ontario Municipal Social Services Association) worked with Erin and Asif at Zzeem on the development of our advertising and sponsorship program after attending a session Zzeem hosted on the same topic. We are impressed by their depth of knowledge and expertise in building this program for us and guiding our staff on its implementation. Zzeem is very easy to work with and willing to assist in any way they can. We are very fortunate to work with Erin and Asif. We would recommend Zzeem to potential clients.”* ## Ontario Municipal Social Services Association ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We had a Member Engagement Consultation Package with Zzeem and had a great experience with the process. Erin took the time to ask great questions and really get to know our organization and it’s challenges and was very responsive. The final report contains a number of great recommendations that we will be able to implement ourselves. At no time was there any upselling of their services, they simply worked with us to determine what we could do within our means. It was a real pleasure working with Erin at Zzeem, and I hope to do so again!”* ## Ontario Professional Foresters Association Member Engagement ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“It has been a very positive experience working with Zzeem both for myself and my board. I have noticed a real difference in terms of the board’s professionalism and understanding of their roles. I highly recommend Zzeem’s Leadership Support program to everyone. We got our ROI. It’s absolutely worth spending the money. It was very helpful to have Erin as a resource to speak to on a 1:1 basis. She was always there as a trusted advisor.”* ## Independent Financial Brokers of Canada ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“The governance training offered by Zzeem provided our directors with a solid foundation to take with them, not only into their work with us, but also into other boards they may be part of. Erin’s ability to manage tough discussions helped us destigmatize some of the more sensitive topics, like conflict and confidentiality. We also learned more about our bylaws and how to best serve them with new policies. I would highly recommend this training.”* ## Digital Advertising Alliance of Canada Governance Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Erin led a dynamic and informative Board Excellence workshop that truly resonated with our leadership at the Central Lakes Association of REALTORS®. She tailored the content to reflect the realities of our industry and the priorities of our Association, guiding meaningful discussions on how governance supports our mission to serve REALTORS® and the communities they work in. The Board stayed engaged from start to finish and came away with clear, actionable takeaways. We would gladly recommend her to any organization seeking relevant, well-curated governance training.”* ## Central Lakes Association of REALTORS®. ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“We hired Zzeem to put together a manual and workshop on strategic meeting management. They understood our objectives from the start, prepared thoroughly, and checked in frequently. Erin’s clear and responsive communication made planning straightforward and ensured the workshop ran smoothly. By focusing on what we valued most, the in-person session was productive and relevant. We gained real value from the process, the manual, and the workshop, and wouldn’t change a thing…”* ## CFA Society Toronto Facilitation Training ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem worked with us as a true partner, and it felt like they were an extension of the team. It was never “your members” it was “our members”. Our goal was to increase the value and range of our sponsorship and partner relationships. But first we needed a roadmap and strategy in terms of our resources and business processes to close the gap between current and future. In this regard, Zzeem delivered on all fronts.”* ## Consulting Engineers of Ontario Sponsorship ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem is the only consulting firm I will ever use for our association’s needs. Erin Roberts is extremely professional and so thoughtful in her approach. We’ve used Zzeem for strategic planning and member value proposition work. I highly recommend Zzeem and Erin Roberts!”* ## Digital Advertising Alliance of Canada Member Value Proposition ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “As the General Manager for a small Canadian Not-for-profit, who hired Erin Roberts from Zzeem to join our conference in Toronto and provide a workshop on Volunteerism to my members that I would highly recommend both her and Zzeem to help you through any challenges that you are having with your NFP. The presentation was exhilarating, kept my members fully engaged, and when the workshop was complete many thanked me for finding her as they were extremely impressed with the amount and quality of information that she delivered. Thank you Erin for making me look good to my members. My org will definitely be working with Zzeem in the future.” ## Canadian Quad Council Volunteer Recruitment and Engagement ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Erin R gave an amazing talk to our Members of a very large voluntary association. Erin had customized the content perfectly. Presentation was delivered with the perfect amount of enthusiasm and the whole room thought she was so informative. Recommend her highly!!!” ## Ontario Dental Association ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Zzeem is the only consulting firm I will ever use for our association’s needs. Erin Roberts is extremely professional and so thoughtful in her approach. We’ve used Zzeem for strategic planning and member value proposition work. I highly recommend Zzeem and Erin Roberts!”* ## Digital Advertising Alliance of Canada Strategic Planning ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Our industry association worked with Erin on a Strategic Planning session with our Board of Directors. We covered off on two principal topics that are relevant to our three-year strategic plan. Erin was very easy to work with and was thoroughly prepared. Moreover, she brought a high level of expertise to our session and really encouraged much discussion and participation. I would definitely recommend Erin and the team at Zzeem for similar types of Strategic Planning sessions that you may be considering.”* ## CFA Society Toronto ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") *“Our Board and staff worked with Erin to develop our Strategic Plan. Erin provided a structured framework of meetings and goals to keep us on track and she kept our Strategic Planning session focused as she guided the directors to define our goals with engaging and insightful questions. Erin was the picture of professionalism. She was calm, thoughtful and impartial in her guidance. She continues to support us through the implementation even months later. We would definitely recommend Erin to anyone going through a strategic planning process.”* ## Temiskaming Shores & Area Chamber of Commerce ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “The Canadian Association of Critical Care Nurses (CACCN), a not-for-profit corporation, has worked with Erin Roberts and the Zzeem team several times over the past five years. In late 2020, we approached Erin to provide an RFP to review our policies. Erin contacted us to advise that we should really undergo a risk management review, as our corporate structure with our chapters was putting the association at significant risk. Erin and Jonathan Roberts worked with our COO to understand our ‘business’ and put together a proposal that clearly outlined the risk we were facing and how we could mitigate the risk with a change in structure and policy.” ## Canadian Association of Critical Care Nurses Finance and Risk Management ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “The RVTTC (Registered Veterinary Technologists & Technicians of Canada) Finance committee recently spent 1 hour with Erin Roberts from Zzeem. Erin is an amazing wealth of knowledge sharing insight into our new roles, guidance for producing informative reports, plus adding clarity to our boards fiduciary responsibilities. This invaluable experience will help our association to move forward with stronger financial knowledge and renewed confidence as new committee members. We will strive to continue the momentum! Thank you Erin!” ## Registered Veterinary Technologists & Technicians of Canada ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “I have been very impressed by the whole team at Zzeem. Our annual conference is the flagship of our charity’s programming. Zzeem stepped in and took over the conference logistics on short notice and with great enthusiasm…. We have benefited from their expertise on a budgetary level and on a high-level strategic level.” ## Event Management --- ### [FAQ](https://www.zzeem.com/faq/) **Published:** July 16, 2026 **Author:** Shakaib Zafar **Content:** # Frequently asked questions. Everything you need to know about working with Canada’s association management company. Still have questions? We’re here to help. What is the High Performance Organization (HPO) framework? ## a) The High-Performance Membership Organization- 8 Elements of Performance A membership organization is typically a not-for-profit organization that collects fees from its members in return for services, and whose primary purpose is to serve its members. The High-Performance Model maps back to the Sustainability Model for Membership Organizations. The High-Performance Membership Organization is both sustainable and high performing. The Sustainability Model for Membership Organizations has five pillars: 1. Regional Networks. The organization has grass-roots chapters or networks that connectdirectly with members in their local area. 2. Stakeholder Relations and Issue Management. This is often referred to as advocacy or government relations. The organization has a program that builds and strengthens relationships and influence with stakeholders and proactively manages issues affecting its members. 3. Knowledge Products and Communications. The organization publishes and/ or provides meaningful reference materials that help its members pursue their business, trade, profession or special interest. 4. Events. The organization provides in-person events where members can network or learn, or both. 5. Professional Development and Certification. The organization provides recognized and relevant learning opportunities and/ or certification that helps its members to become more proficient at their business, trade, profession or special interest. We have observed that membership organizations that have all of these pillars in a healthy state are invariably sustainable. In practice however, many organization are not able to provide all five pillars. The appropriate focus for these organizations is to ensure that the available pillars are as strong as possible. Zzeem’s proprietary High Performance Organization (HPO) Model for Membership Organization was influenced by a model of the same name developed for large corporations in the 1990s. This model was based on Rensis Likert’s causal model, Marvin Weisbord’s six-box model and McKinsey Company’s Seven S model, amongst others. We’ve adapted the principles of the HPO Model and customized it specifically for membership organizations. We’ve taken the theories and rolled them out into comprehensive action steps and processes that allow membership organizations at any level to close the gap between their performance and that of the high-performing organization. There are 8 elements to the High-Performance Membership Organization: 1. Human Resource Management 2. Planning 3. Governance 4. Resource management 5. Revenue diversification 6. Member Value Propositiion 7. Sponsor Value Propositiion 8. Stakeholder relations and issues management These 8 elements consist of “frontstage” and “backstage” elements that tie back to the Sustainability Model for membership organizations. Each of the eight elements plays a key role in the success of the membership organization. These eight elements are described below, along with the symptoms that become evident when there is room for improvement in that area. **Back Stage** These are the internal systems and activities that support the outward-facing activities of the organization. The backstage of the High-Performance Organization (“HPO”) is invisible when it is working well and painfully visible when it is not. ![Infographic of a Hierarchical Network: Governance, Planning, Resource Management, Hr, and Revenue Diversification Feed into Management & Administration; Vertical Modules Include Stakeholder Relations, Knowledge Products & Information, Events, and Professional Development; Bottom Layers Show Regional Networks and Members with a Value Proposition on the Side.](https://www.zzeem.com/wp-content/uploads/2026/07/HPO-Backjpg-300x166.avif "Hpo backjpg Zzeem") **Frontstage** These are the elements of the HPO that stakeholders see and interact with. They are highly visible and they have a direct impact on the credibility and profile or the organization ![Infographic of an Organization’s Layers: Members at the Bottom, Regional Networks Middle, and Management & Administration at the Top, with Arrows Indicating Stakeholder Relations and Member/sponsor Value Propositions.](https://www.zzeem.com/wp-content/uploads/2026/07/HPO-Frontjpg-300x166.avif "Hpo frontjpg Zzeem") What types of organizations does Zzeem work with? Zzeem works with not-for-profit organizations of all types and sizes. What is an association management company (AMC)? An AMC is a full-service partner that provides not-for-profit organizations, trade associations, and professional membership groups with the expertise and back-office support they need — without the cost of building an in-house team. Zzeem has been Canada’s AMC since 2001. What is a not-for-profit corporation (NFP)? In Canada, a not-for-profit (non-profit) organization is organized and operated exclusively for social welfare, civic improvement, pleasure or recreation or for any other purpose except profit. Charities reside under the non-profit umbrella, but for the purposes of the CRA, not all non-profits are charities. Is there a difference between an NFP and a non-profit? They are the same, but the CRA uses the term “Non-Profit Organization What is the difference between a charity and other NFPs? A charity has unique status under the CRA and must be registered as such. A charity can provide tax receipts for donations whereas a non charity NFP cannot. It is an organization, whether or not incorporated, that is constituted and operated exclusively for charitable purposes. Charitable purposes include: relief of poverty; advancement of education or religion; and benefit of the community. Examples of entities that could fall under these purposes include food banks, research institutes, church missions, volunteer firefighters, animal shelters, etc. What is the best way to handle fee increases for membership? Annual cost of living increases are a good way to keep up with rising costs without having a larger fee increase every few years. Who is responsible for creating Board meeting agendas? Typically, association bylaws assign this task to the Secretary. In practice, however, this is usually done by the CEO and the Chair with input from other directors. What’s the difference between mission and vision? The mission is essentially the mandate of the association. The mission is what the organization does day to day . The vision is an aspirational statement defining where the association aspires to be in the future. The vision does not need to be attainable. It is intended to help the organization chart a course in that direction. What’s the difference between strategy and tactics? They are different, but they are often used interchangeably. Strategy is high-level and goal oriented. Tactics are specific actions used to implement strategy. What is a member value proposition and how is it different from the mission? The mission is what the organization does on a day-to-day basis. The member value proposition answers the question from a member’s perspective: “What’s *in it for me?*” In other words, “*Your mission sounds fine, but why should I care enough to become a member. How will it help me?”* Still have questions? We’re here to help. [ Contact Us ](/contact-us/) --- ### [Subscribe](https://www.zzeem.com/subscribe/) **Published:** July 6, 2019 **Author:** jonathanzzeem **Content:** # Subscribe --- ### [Zzeem, Inc. — Terms of Service](https://www.zzeem.com/zzeem-inc-terms-of-service/) **Published:** June 6, 2026 **Author:** jonathanzzeem **Content:** # Zzeem, Inc. — Terms of Service **Last Updated:** 2026/06/06 These Terms of Service (“Terms”) govern your access to and use of the websites, digital products, consulting services, association management services, and related offerings provided by Zzeem, Inc. (“Zzeem”, “we”, “our”, or “us”). By accessing or using any Zzeem service, you agree to be bound by these Terms. If you do not agree, you must not use our services. ## 1. Definitions **“Services”** means all products, consulting, association management, digital tools, content, and resources provided by Zzeem. **“Client” or “you”** means the organisation or individual accessing or using the Services. **“Website”** means www.zzeem.com and any related domains or subdomains. **“Agreement”** means these Terms, along with any proposals, statements of work (SOWs), service agreements, or addenda executed between you and Zzeem. ## 2. Scope of Services Zzeem provides association management, governance support, strategic consulting, digital tools, training, and related professional services. Specific deliverables, timelines, and fees may be defined in a separate written agreement such as a Service Agreement, Proposal, or Statement of Work. If there is a conflict between these Terms and a signed agreement, the signed agreement prevails. ## 3. Eligibility You may use our Services only if you: - Are at least 18 years old - Have the authority to bind the organisation you represent - Agree to comply with these Terms and all applicable laws ## 4. Client Responsibilities Clients agree to: - Provide accurate, timely information required for Zzeem to perform the Services - Ensure access to necessary systems, documents, and personnel - Review and approve deliverables in a timely manner - Maintain the confidentiality of any login credentials or access provided Zzeem is not responsible for delays or performance issues caused by incomplete or inaccurate client information. ## 5. Fees and Payment Unless otherwise stated in a written agreement: - Fees are due within 30 days of invoice date - Late payments may incur interest at 1.5% per month (or the maximum allowed by law) - Fees are non-refundable unless explicitly stated - Zzeem may suspend Services for overdue accounts ## 6. Intellectual Property ### 6.1 Zzeem IP All materials created by Zzeem—including frameworks, templates, methodologies, training materials, reports, dashboards, and digital tools—remain the intellectual property of Zzeem, unless otherwise agreed in writing. Clients receive a non-exclusive, non-transferable licence to use deliverables for internal purposes only. ### 6.2 Client IP All documents, data, and materials provided by the Client remain the Client’s property. Zzeem may use such materials solely for the purpose of delivering the Services. ## 7. Confidentiality Both parties agree to maintain the confidentiality of all non-public information shared during the engagement, including: - Member data - Financial information - Governance documents - Strategic plans - Proprietary methodologies Confidentiality obligations survive termination of the Agreement. ## 8. Data Protection Zzeem will take reasonable administrative, technical, and physical measures to protect client data. However, no system is completely secure, and Zzeem cannot guarantee absolute security. Clients are responsible for ensuring they have the legal right to share member or organisational data with Zzeem. ## 9. Acceptable Use You agree not to: - Use the Website or Services for unlawful purposes - Attempt to access systems or data without authorisation - Copy, distribute, or reverse-engineer Zzeem’s proprietary materials - Upload malicious code or disrupt service operations Zzeem may suspend or terminate access for violations. ## 10. Third-Party Services Some Services may integrate with third-party platforms (e.g., AMS systems, payment processors, analytics tools). Zzeem is not responsible for: - Third-party availability - Data handling practices - Errors or outages caused by third-party systems Your use of third-party tools is governed by their respective terms. ## 11. Disclaimers Zzeem provides Services on an “as-is” and “as-available” basis. To the fullest extent permitted by law: - We disclaim all warranties, express or implied - We do not guarantee specific outcomes, financial results, or membership growth - Strategic recommendations are advisory and not guarantees of performance ## 12. Limitation of Liability To the maximum extent permitted by law: - Zzeem’s total liability is limited to the amount paid by the Client in the three months preceding the claim - Zzeem is not liable for indirect, incidental, consequential, or punitive damages - Zzeem is not responsible for decisions made by the Client based on our recommendations ## 13. Indemnification You agree to indemnify and hold harmless Zzeem from any claims, damages, or losses arising from: - Your misuse of the Services - Your violation of these Terms - Your breach of applicable laws - Your use of deliverables in ways not authorised by Zzeem ## 14. Term and Termination Either party may terminate the Agreement: - With notice as defined in the applicable Service Agreement - Immediately for material breach - Immediately if the other party becomes insolvent or ceases operations Upon termination: - All outstanding fees become due - Zzeem will deliver any completed work paid for - Licences to Zzeem IP terminate immediately ## 15. Changes to Terms Zzeem may update these Terms periodically. Continued use of the Services after changes are posted constitutes acceptance of the revised Terms. ## 16. Governing Law These Terms are governed by the laws of the Province of Ontario, without regard to conflict-of-law principles. Any disputes will be resolved in the courts of Toronto, Ontario. ## 17. Contact Information **Zzeem, Inc.** Email: <info@zzeem.com> Address: 200-5200 Yonge Street, Toronto, ON, M2N 5P6 Website: [www.zzeem.com](https://www.zzeem.com/) --- ### [Who We Are](https://www.zzeem.com/who-we-are/) **Published:** June 7, 2026 **Author:** jonathanzzeem **Content:** # Who We Are Zzeem is a Toronto-based firm offering consulting services and association management to membership organizations and other nonprofits. We pride ourselves on solutions that are precise, thorough, and built around the specific realities of our clients. When you hire Zzeem, you’re not just purchasing a service; you’re getting an ally and a resource with extensive knowledge of what makes an association successful. Management Consulting ## Consulting that removes friction. Our consulting services help associations remove friction and regain focus, engagement, and the capacity to make progress on what matters most. **We offer consulting services in these areas:** - [ Member Engagement ](/member-engagement/) - [ Leadership Support Program ](/leadership-support-program/) - [ Governance ](/governance-training/) - [ Sponsorship Attraction and Retention ](/sponsorship/) - [ Member Value Proposition ](/member-value-proposition/) - [ Strategic Plan Consulting ](/strategic-plan-consulting/) - [ Facilitation Training ](/not-for-profit-consulting-services/facilitation-training/) ![Group of Professionals in a Boardroom Watching a Presenter Explain a Governance Mind Map on a Large Screen.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_4kr4924kr4924kr4-Photoroom.png "Gemini Generated Image 4kr4924kr4924kr4 Photoroom Zzeem Zzeem") Association Management Services ## Your back office, handled. Zzeem serves as the back office for associations that need professional execution without the cost of building and maintaining extensive internal teams. We shoulder the day-to-day administrative load so your Board can focus on the big picture. ### Member Services Growth, onboarding, day-to-day engagement, renewals. ### Financial Management Accounting and bookkeeping, financial reporting, forecasting, and audit support. ### Communications Member communications, website management, email campaigns, stakeholder messaging. ### Event Delivery Webinars, conferences, AGMs. ### Board & Committee Support Meeting preparation, administration, facilitation, minute-taking, and task management. ### Executive Director Services A skilled and experienced professional who is the face of your organization. ## Ready for a more effective, focused, and responsive organization? If you’re ready to take the first step, contact us at [416.410.5867](tel:416.410.5867) or <info@zzeem.com> to get started. [ See How We Can Help ](/zzeem-services/) [ Email Us ](mailto:info@zzeem.com) --- ### [Tradeshow and Conference Management](https://www.zzeem.com/tradeshow-and-conference-management/) **Published:** July 6, 2019 **Author:** jonathanzzeem **Content:** # Tradeshow and Conference Management ## You could do it yourself. But why? We are so efficient and reasonably priced, you’re better off giving the tedious work to us and catching up on that strategic work that you’ve been meaning to do but never seem to have time for. ## What about costs? Whatever your size or budget, Zzeem has a custom, modular solution that is a perfect fit for your organization. *“Zzeem gets full marks from me. Thanks to Zzeem, our organization has taken a giant step forward.”* *– Client Testimonial* ### INCREASE YOUR EXHIBITOR AND SPONSOR SALES Our professional sales team has a proven track record in driving sales. ### INCREASE YOUR ATTENDANCE Our marketing team has a knack for generating higher attendance at signature events. ### INCREASE YOUR SURPLUS Our show management team has increased the net surplus of our clients’ events by as much as 300%. ### REDUCE COSTS We create a detailed budget and use our experience and supplier connections to reduce the cost of your event and deliver more value. ### TURNAROUND SITUATIONS Does your event need a boost? We specialize in revitalizing tradeshows and conferences. ## One team, five levers, one goal for your event. Boost attendance and revenue at your tradeshow or conference. Zzeem delivers end to end management and sales for your signature event. ![Central Hub Diagram for Tradeshow & Conference Management Connected to Surrounding Services Like Custom, Modular Solutions and Exhibitor Sales (hub-and-spoke Infographic).](https://www.zzeem.com/wp-content/uploads/2026/08/Screenshot-2026-08-03-at-123414-PM.png "Screenshot 2026 08 03 at 123414 Pm Zzeem Zzeem") --- ### [Resources](https://www.zzeem.com/resources/) **Published:** July 3, 2019 **Author:** jonathanzzeem **Content:** # Resources ## [Zzeem Upcoming Podcasts](/podcasts/) ## [Zzeem YouTube Channel](https://www.youtube.com/@zzeeminc/playlists) ## [Zzeem Blog](/blog/) --- ### [Facilitation Training](https://www.zzeem.com/not-for-profit-consulting-services/facilitation-training/) **Published:** January 24, 2026 **Author:** jonathanzzeem **Content:** # Facilitation Training ## Meeting Facilitation Training Do you find yourself sitting in meetings that go nowhere and get nothing accomplished? Leaders rarely receive training on how to manage and facilitate a meeting. Those that do, stand out. We provide strategic meeting management and facilitation training for current leaders and upcoming leaders. Participants will learn how to plan, facilitate and follow through on the most typical types of not-for-profit organization meetings; Internal Meetings, Stakeholder Meetings, Board meetings, AGMs, and Committee Meetings. Participants will learn how to structure agendas, how to facilitate through to a defined outcome, and how to ensure that the meeting is productive, efficient, and the deliverables are achieved. Participants will learn the role of the facilitator, best practices and tips for effective facilitation, how to develop top-notch facilitation skills, and how to manage difficult people and difficult situations. ## Here’s what people are saying: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “We hired Zzeem to put together a manual and workshop on strategic meeting management. They understood our objectives from the start, prepared thoroughly, and checked in frequently. Erin’s clear and responsive communication made planning straightforward and ensured the workshop ran smoothly. By focusing on what we valued most, the in-person session was productive and relevant. We gained real value from the process, the manual, and the workshop, and wouldn’t change a thing…” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Toronto CFA Society --- ### [Non Dues Revenue Toolbox](https://www.zzeem.com/non-dues-revenue-toolbox/) **Published:** September 13, 2019 **Author:** jonathanzzeem **Content:** # Non Dues Revenue Toolbox ## Zzeem helps organizations do more, in a better way, for the people that they serve. ![Circular Diagram of the Non Dues Revenue Toolbox with a Central Group Icon, Surrounding Steps: Roadmap & Action Plan, Partner Value Proposition, Partner Offering Prospectus, and Partnership Support Program.](https://www.zzeem.com/wp-content/uploads/2026/07/non-dues-revenue-toolboxjpg.avif "Non Dues Revenue Toolboxjpg Zzeem Zzeem") ## Non Dues Revenue Toolbox Expand your organization’s sources of revenue with new strategies and tools. Leverage your current partner/sponsor relationships. Attract and retain new partnerships. ![Red Location Pin on a Light Map Illustration, Indicating a Specific Place](https://www.zzeem.com/wp-content/uploads/2026/07/b4ded839-c153-4243-86e9-33408c96e33f.png "B4ded839 C153 4243 86e9 33408c96e33f Zzeem Zzeem")### ROADMAP & ACTION PLANC We’ll help you decide what you want to achieve with non dues revenue and prepare an action plan to get there. ![Two Stylized People Icons, One Red and One Blue, Standing Side by Side and Holding Hands.](https://www.zzeem.com/wp-content/uploads/2026/07/14ad36e0-3d04-4fd9-8a21-10b692983a77.png "14ad36e0 3d04 4fd9 8a21 10b692983a77 Zzeem Zzeem")### PARTNER VALUE PROPOSITION We’ll help you to uncover a compelling value proposition for your sponsors and affiliate providers. ![Open Scroll with Lines of Text](https://www.zzeem.com/wp-content/uploads/2026/07/fadac5a8-93e2-4345-b3e7-cfb7105780f7.png "Fadac5a8 93e2 4345 B3e7 Cfb7105780f7 Zzeem Zzeem")### PARTNER OFFERING PROSPECTUS We’ll help you to create a fully integrated partner program and highly professional marketing collateral that shows the value of partnering with your organization. ![Four Colorful Abstract People Forming a Circle, Symbolizing Teamwork and Collaboration.](https://www.zzeem.com/wp-content/uploads/2026/07/1df7de88-ad1d-4aa7-9993-4264b854122d.png "1df7de88 Ad1d 4aa7 9993 4264b854122d Zzeem Zzeem")### PARTNERSHIP SUPPORT PROGRAM We’ll work with you to create a policy to govern your partner program and a complete marketing system to attract and retain partners. --- ### [Member Value Toolbox](https://www.zzeem.com/member-value-toolbox/) **Published:** September 13, 2019 **Author:** jonathanzzeem **Content:** # Member Value Toolbox ## Zzeem helps organizations do more, in a better way, for the people that they serve. ![Circular Infographic Titled 'member Value Toolbox' Centered on a Blue Team Icon, with Seven Surrounding Steps: 360° Survey, Facilitated Strategy Session, Member Value Proposition, Mvp, Strategy, Roadmap & Action Plan, and Marketing System & Collateral.](https://www.zzeem.com/wp-content/uploads/2026/07/member-value-toolboxpng.avif "Member Value Toolboxpng Zzeem Zzeem") ## Member Value Toolbox Create an irresistible member value proposition and a complete marketing system to attract and retain members. ![Red Circular Success Checkmark Icon on a Light Gray Rounded Square, Indicating Completion or Success](https://www.zzeem.com/wp-content/uploads/2026/07/985ae650-3264-46f2-b176-3c4e71c7a545.png "985ae650 3264 46f2 B176 3c4e71c7a545 Zzeem Zzeem")### 360° SURVEY We’ll survey a focus group of your key members and document the results. ![Business Person with a Puzzle Piece Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666086.svg "Group 2085666086 Zzeem Zzeem")### FACILITATED STRATEGY SESSION We’ll facilitate a strategy session with your focus group to create your Value Proposition Scorecard™ and uncover the elements of your Member Value Proposition (MVP). ![Document with Clock Time](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666100.svg "Group 2085666100 Zzeem Zzeem")### MEMBER VALUE PROPOSITION We’ll help you to articulate an MVP that is compelling, appealing and highly credible. ![Loop Icon](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666102.svg "Group 2085666102 Zzeem Zzeem")### STRATEGY, ROADMAP & ACTION PLAN We’ll work with you to create your membership objectives, a strategy to achieve them and a roadmap and action plan to get there. ![Profile People Icon](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666104.svg "Group 2085666104 Zzeem Zzeem")### STRATEGY, ROADMAP & ACTION PLAN We’ll work with you to create your membership objectives, a strategy to achieve them and a roadmap and action plan to get there. ![Representation Icon.](https://www.zzeem.com/wp-content/uploads/2026/08/Group-2085666148.svg "Group 2085666148 Zzeem Zzeem")### MARKETING SYSTEM & COLLATERAL We’ll work with you to create a plug and play marketing system to attract and retain members, and the collateral to support each element of the system. --- ### [Member Value Proposition](https://www.zzeem.com/memberrecruitment/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # Member Value Proposition ## Increase Member Recruitment to Generate Revenue As a membership organization, you compete with other non-profit industry and professional associations to attract members. It’s a challenging environment that requires you to be responsive, inventive and quick to market. To achieve leadership, you need to demonstrate clear, substantive and sustainable value to your subscribers. Zzeem has worked with many organizations like yours to create the image, the programs, the systems and the culture that drive member recruitment. From the initial discovery exercise to the final action plan, we’ll work closely with you to expand your membership base. ![Overhead View of Large Presentation Boards Laid on a Concrete Floor, Displaying a Business Process Infographic with Gears, Flow Ribbons, and Mvp/value Proposition Panels.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_wd2jvtwd2jvtwd2j-Photoroom.png "Gemini Generated Image Wd2jvtwd2jvtwd2j Photoroom Zzeem Zzeem") ## Increase Member Recruitment to Generate Revenue Before advising you, we start by clarifying your existing challenges, as well as your immediate and future goals. We then work with you to articulate the clear value proposition you provide to your members. ## Zzeem Methodology Prior to your project, we will provide you with a fixed-price proposal that clearly specifies deliverables, roles and responsibilities, work plan and fees. If you wish to proceed with the project, we will provide a contract and non-disclosure agreement. During the project, we use a multi-phase approach, with each segment building on the previous one. In each phase, following interviews with informants, we create a draft of the deliverables for review, revisions and sign-off by you. We then produce the final version of the deliverable and move to the next phase once you are completely happy with the outcome of the current one. This provides a risk-free assurance that your needs for the project will be met. --- ### [Member Value Proposition](https://www.zzeem.com/member-value-proposition/) **Published:** January 19, 2023 **Author:** jonathanzzeem **Content:** # Member Value Proposition As a membership organization, you compete with other non-profit industry and professional associations to attract members. It’s a challenging environment that requires you to be responsive, inventive and quick to market. To achieve leadership, you need to demonstrate clear, substantive and sustainable value to your members. Zzeem has worked with many organizations like yours to create the image, the programs, the systems and the culture that drive member recruitment. From the initial discovery exercise to the final action plan, we’ll work closely with you to expand your membership base. [ Check out our podcast series on Membership ](https://www.youtube.com/playlist?list=PLBIsadz22soeRlU-zPhHMM8DKlzeuOVF3) ## Member Value Proposition Before advising you, we start by clarifying your existing challenges, as well as your immediate and future goals. We then work with you to articulate the clear value proposition you provide to your members and prospects. ![Circular Flow Diagram Labeled Member Value Toolbox, with a Central Blue Circle of People and Six Surrounding Steps Connected by Arrows.](https://www.zzeem.com/wp-content/uploads/2026/07/Member-Value-Toolboxpng.avif "Member Value Toolboxpng Zzeem Zzeem") ## Membership Offering You will use this concise description of your value proposition and pricing when marketing the benefits of membership to new prospects. ![Diverse Team Collaborates: Two People Shake Hands on Rising Blocks While Teammates Work at a Laptop and Chat Bubbles Float Around.](https://www.zzeem.com/wp-content/uploads/2026/07/11_-WHY-EMPATHY-IS-A-KEY-LEADERSHIP-SKILL-e1628509695141-2__1_-removebg-preview.png "11 Why Empathy is a Key Leadership Skill E1628509695141 2 1 Removebg Preview Zzeem Zzeem") ## Zzeem Methodology – Why Us? Prior to your project, we will provide you with a fixed-price proposal that clearly specifies deliverables, roles and responsibilities, work plan and fees. If you wish to proceed with the project, we will provide a contract and non-disclosure agreement. During the project, we use a multi-phase approach, with each segment building on the previous one. In each phase, following interviews with informants, we create a draft of the deliverables for review, revisions and sign-off by you. We then produce the final version of the deliverable and move to the next phase once you are completely happy with the outcome of the current one. This provides a risk-free assurance that your needs for the project will be met. ![Central Blue Emblem of Three People Labeled 'high Performance Assessment Program' with a Circular Workflow of Icons Around It: Validate Hpo Status, Find Rank, Close the Gaps, Accelerate Your Performance.](https://www.zzeem.com/wp-content/uploads/2026/07/high-performance-assessment-program.webp "High Performance Assessment Program Zzeem Zzeem") --- ### [Managed Services for Membership Organizations](https://www.zzeem.com/managed-services/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # Managed Services for Membership Organizations ## What Are Managed Services Leveraging Existing Resources with Managed ServiceS ## The Ceiling of Complexity 1 Managed services are a new breed of resource-leveraging strategy for organizations with $1 to 3 million in revenue and typically fewer than 10 employees. The chief executive works long hours for a modest salary and is the go-to person for everything from strategic planning to accounts payable to HR. These organizations are sufficiently well-established that their members have high expectations but the association can’t afford the infrastructure of a larger organization. They have hit the ceiling of complexity. More than ever, members are demanding more. The demands on staff far outweigh their available time, and it is hard to grow in size, because the team has very little time to market to new members – they’re too busy serving the current ones. The challenge is to provide better programming to current members and also market successfully to prospective members, all the while answering the phone and dealing with a jammed printer, and don’t forget, there is no budget for more staff. Whew! ## Nobody to Delegate To 2 Professional team members are spending a lot of time doing tasks that could and should be delegated – but there is no one to whom they can delegate. As a result, team members struggle to do what they were really hired to do – like attracting and retaining members, designing and developing new programs and services, and managing stakeholder relations – all the things that help the sustainability of your organization. The things that help you attain the vision. Organizations like this are at the stage where they don’t have the revenue to hire the talent that they need. Often, there’s not enough activity to justify a full-time position in each category. Consultants and volunteers are an option, but it’s not the same as having someone there on a day-to-day basis. ## A Cost-Effective Way Forward 3 A managed services contract is a highly cost-effective method to acquire a team of professionals and administrative staff for less than a single salary. Managed service companies fill in the staffing gaps and take care of the vacation coverage, the management and the grief. If you don’t have the budget for the resources that you need or you just want to do things more cost-effectively, managed services may be the secret to your future success. If you’re the chair or chief executive of a membership organization you’re doing too many things with too little time. You certainly do not have time to optimize the back office. In fact, your existing resources may not even provide the breadth and depth of skills needed to sustain and grow your organization. ## Filling the Gaps 4 Managed services fill in the gaps in your staffing – for less than the cost of a single staffer. If you need more resources but you don’t have the budget to hire all the staff that you really need, this is your solution. Managed services provide complete administrative and professional support – as much or as little as you need. Zzeem can also manage your existing service provider relationships. Just think of us as your on-call, affordable corporate team. Click here to find out more about managed services. Our affordable administrative support packages meet all of your needs. We can provide everything from reception and mail sorting to executive support and event management. And we support you with technology that might otherwise be unaffordable. Read more about administrative support. Where You Need It ## Three ways we fill the gaps ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Need administrative support? Our affordable administrative support packages meet all of your needs. We can provide everything from reception and mail sorting to executive support and event management. And we support you with technology that might otherwise be unaffordable. Read more about administrative support. ![Receptionist at the Front Desk Smiling While on a Call; Open-plan Office with Colleagues Working on Laptops in the Background, Including a Nameplate on the Desk Reading a Name.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_i5xlsdi5xlsdi5xl-Photoroom.png "Gemini Generated Image I5xlsdi5xlsdi5xl Photoroom Zzeem Zzeem") ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Need professional support? A team of professionals for less than the cost of a single employee. Our team is comprised of seasoned professionals with a wealth of industry experience. You have direct access to an entire professional team, all for a price that is lower than hiring a single additional staffer. - COO - Webmaster - CFO - Web developer - Chartered accountant - CFO - Bookkeeper - Membership manager - Facilitator - Management consultants ![Diverse Group of Six Professionals Around a Conference Table Reviewing Charts on Laptops and Tablets in a Bright Office with City Views.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_jnflwajnflwajnfl-Photoroom.png "Gemini Generated Image Jnflwajnflwajnfl Photoroom Zzeem Zzeem") ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Need to reduce costs? Outsource all or part of your back office for less than the cost of one employee. We work on a fixed monthly price so you have no surprises. ![Customer Support Agent Wearing a Headset Sits at a Desk with a Laptop, Smiling at the Camera in a Bright Office Setting with City Views.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_kxdjsikxdjsikxdj-Photoroom.png "Gemini Generated Image Kxdjsikxdjsikxdj Photoroom Zzeem Zzeem") What Are Managed Services ## What? You would rather do it yourself? Of course you can do it yourself… But why? We’ve got the system and you’ve got the specialized knowledge of your organization. We put your knowledge into our system and you get results – Quickly. ## What about costs? We are so efficient and reasonably priced, you’re better off giving the tedious work to us and catching up on that strategic work that you’ve been meaning to do but never seem to have time for. All of our work is done on a fixed price basis so you know what it will cost before you start. ## Get In Touch For more information or come to one of our workshops to get some ideas and network with other not-for-profit directors and executives. [ Contact Zzeem ](/contact-us/) --- ### [How Can Zzeem Help](https://www.zzeem.com/zzeem-services/) **Published:** September 13, 2019 **Author:** jonathanzzeem **Content:** # How Can Zzeem Help Zzeem helps organizations do more, in a better way, for the people that they serve. ## Zzeem helps organizations do more, in a better way, for the people that they serve. ![Smiling Man in a Dark Suit Speaks with a Colleague at a Business Meeting Fallow by Others in the Background.](https://www.zzeem.com/wp-content/uploads/2026/07/images-2.jpeg "Images 2 Zzeem Zzeem")### Leadership Training for Your Board Sometimes the biggest challenges for boards result from a lack of knowledge. Directors are trying to do their best, but they have no governance training. “Common sense” is not that common when it comes to governance principles. [ Read More ](/leadership-support-program/) ![Zzeem Services](https://www.zzeem.com/wp-content/uploads/2026/09/Zzeem-Services-Sponsorship.png "Zzeem Services Sponsorship Zzeem Zzeem")### Sponsor Value Toolbox to Attract New Revenue Boards perform much more effectively when their leaders have the support and resources that give them a high level of confidence in executing their roles. [ Read More ](/non-dues-revenue-toolbox/) ![a Diverse Group of Five Coworkers Gathered Around a Laptop, Collaborating and Looking at the Screen in a Bright Workspace.](https://www.zzeem.com/wp-content/uploads/2026/07/The-6-Best-Professional-Development-Resources-for-Association-Pros.jpg "the 6 Best Professional Development Resources for Association Pros Zzeem Zzeem")### Association Resources Supplement Your Team Often, officers take on their leadership roles with little experience. It takes time for them to get up to speed. This is particularly challenging when the Chair has a short term of service. Just as they are hitting their stride, they hand over the role to a new Chair who must go through the same learning curve. ![Zzeem Services](https://www.zzeem.com/wp-content/uploads/2026/09/Zzeem-Services-Member-Retention.png "Zzeem Services Zzeem Zzeem")### Attraction and Retention Member Value Toolbox The Leadership Support Program builds confidence and accelerates leadership growth in a confidential, supportive environment. [ Read More ](/member-value-toolbox/) ![Overhead View of a Diverse Team Around a Table Analyzing a Colorful Bar Chart on a White Sheet.](https://www.zzeem.com/wp-content/uploads/2026/07/team-assessment-team-building.jpg "Team Assessment Team Building Zzeem Zzeem")### High Performance Assessment Often, the strategic plan sits on the shelf. Progress on the big picture gets lost in the day-to-day. The Leadership Support Program keeps the board focused on the Plan – ensuring you see results. [ Read More ](/high-performance-support-program/) [ Check out our podcast series on Governance ](https://youtube.com/playlist?list=PLBIsadz22sof0LcEUNYnJYWcKpPq5abm_&si=V7Oui35IPyuUX4DN) **Management Consulting** ## Consulting that removes friction. Our consulting services help associations remove friction and regain focus, engagement, and the capacity to make progress on what matters most. **We offer consulting services in these areas:** - [ Member Engagement ](/member-engagement/) - [ Leadership Support Program ](/leadership-support-program/) - [ Governance ](/governance-training/) - [ Sponsorship Attraction and Retention ](/sponsorship/) - [ Member Value Proposition ](/member-value-proposition/) - [ Strategic Consulting ](/strategic-plan-consulting/) - [ Facilitation Training ](/not-for-profit-consulting-services/facilitation-training/) ![Group of Professionals in a Boardroom Watching a Presenter Explain a Governance Mind Map on a Large Screen.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_4kr4924kr4924kr4-Photoroom.png "Gemini Generated Image 4kr4924kr4924kr4 Photoroom Zzeem Zzeem") ## Enhance Board Performance with Expert-Led, Customized Governance Sign up to receive invitations to our webinars and workshops. Send --- ### [Hiring an Association Management Company](https://www.zzeem.com/choosinganamc/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # Hiring an Association Management Company ## What is an Association Management Company? Association management companies (AMCs) provide operational support for membership organisations—typically those run by an all-volunteer board, with no office and no full-time staff. These firms handle the day-to-day operations on behalf of the board. When hiring an AMC, organisations often make the mistake of assuming they are purchasing a commodity. This can be a costly misunderstanding. You’re not buying something simple or interchangeable—you are effectively hiring a key employee. When managed well, the service feels seamless. Members interact with the organisation without realising they are speaking to a third party. The AMC’s team understands the organisation and its members, builds relationships, manages events, collects revenue, and handles financial responsibilities. This allows the board to focus on governance while confidently delegating operational tasks. ![Open-plan Conference Room Split into Two Areas: Left Shows a 'volunteer Board' Sign with a Presenter at a Whiteboard; Right Shows an 'amc Team' Workspace with Staff at Computers, Connected by a Blue Arc of Collaboration Icons](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_grnb1ggrnb1ggrnb-Photoroom.png "Gemini Generated Image Grnb1ggrnb1ggrnb Photoroom Zzeem Zzeem") ## How to Approach Hiring the Right AMC When making a hiring decision, you should evaluate factors such as skills, experience, personality, industry knowledge, and budget expectations—just as you would when hiring an employee. If your budget allows only for administrative-level support, it would not make sense to seek the qualifications of a senior manager. A clear and detailed job description—including budget expectations—helps attract the right candidates. While reviewing credentials (like a CV or company profile) is important for shortlisting, it should not be the sole deciding factor. Conduct interviews with top candidates to assess their expertise, judgement, and cultural fit with your organisation. Understanding these fundamentals helps avoid common hiring mistakes and ensures you select the right AMC for long-term success. ![Four Professionals in a Conference Room Watch a Mounted Screen Displaying a Slide Labeled Zzeem. (informative)](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_v95511v95511v955-Photoroom.png "Gemini Generated Image V95511v95511v955 Photoroom Zzeem Zzeem") COMMON MISTAKES ## 6 Tips to save time and money ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Ask for a proposal from every AMC on the planet and don’t follow up. Many AMCs will not respond to an unsolicited request for proposal (“RFP”) from an organization they don’t know. Why? Proposal requests are often a “tire-kicking” exercise with no real intent to award an engagement. It’s time-consuming and expensive for an AMC to prepare a proposal so they want to know that you’re serious. SOLUTION: If you want a proposal from a reputable firm then make a personal connection. Phone them, introduce your organization and tell them why you would like them to respond. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Keep your budget a secret. Ask for your entire wish list into and see what comes back. What if you were hiring an employee? Would you keep the salary range a secret and ask for the attributes of an executive when you have the budget for an office manager? The result would be a host of applicants that you can’t afford. If you’re asking for proposals, be upfront about your budget and solicit ideas for the best package for that budget. SOLUTION: If you have a tight budget, some AMCs will opt out and that’s OK. It saves you time because you only have to focus on the firms who are genuinely interested in serving you at the price you can afford. Prioritize your needs so that respondents can give one price for your “must-haves” and a second price for your “nice-to-haves”. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Ask for separate pricing for every item. Some organizations do this because they want to compare each AMC’s pricing on an item by item basis. Trust me– even if an AMC gives you this information it’s worthless. Every job, including that of an AMC is a holistic undertaking. The greater the number of tasks an AMC does for you, the less expensive it is for them to take on an additional task because parts of that task are probably already included in another activity. Like an employee, every AMC does some tasks faster and more effectively than others. What you really need to know is how well each AMC’s areas of strength coincide with your “must-haves”. Line-by-line pricing doesn’t answer this question and it will reduce the willingness of many AMCs to provide a proposal. SOLUTION: If you’re not sure what you can afford, then prioritize your needs in the RFP so that respondents can give one price for your “must-haves”, a second price for your “must-haves” and a third price for your “nice-to-haves”. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Don’t be specific. Use ambiguous phrases like “assist with” and “support as required”. If your needs are ambiguous then the proposal pricing will be useless. SOLUTION: Make the effort to be specific. If you’re not sure, then include these needs in a separate section and leave them out of the pricing. Ask the AMC what services they suggest to meet these needs. This is a good way to assess the ability of the AMC to anticipate your needs and provide solutions. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### Create your own RFP from scratch. This is a waste of your valuable time. There are many things you can overlook that are critical to the hiring process and let’s face it – it’s really time–consuming to create an RFP from scratch. SOLUTION: [Start with a template](/wp-content/uploads/2026/08/RFPTemplate.doc) ![Large White Digits 0 and 6 with a Blue Outline, Displaying the Number 06](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-06.png "Zzeem Numeral 06 Zzeem Zzeem")### Take the lowest bid. Would you hire an employee simply because they have the lowest salary expectations? The relationship with your AMC is going to last at least 2 years and hopefully longer. They will be the first point of contact with your members and they will be a deciding factor in your sustainability. SOLUTION: Choose the best AMC you can afford. --- ### [High Performance Transformation Program](https://www.zzeem.com/high-performancet-ransformationprogram/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # High Performance Transformation Program ## High Performance Transformation Program (HPTP) If you run a member-based organization—or any organization for that matter—you likely have a pretty good idea of how things are going. However, you also have access to information that can tell you if your intuition is right or wrong. It is vital that you put this information to work and use it to identify problems before they get out of hand. ![Two Colleagues Discuss Data on a Large Monitor Showing Charts in a Modern Office, with Notebooks and Coffee Cups on the Table.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_wkz2apwkz2apwkz2-Photoroom.png "Gemini Generated Image Wkz2apwkz2apwkz2 Photoroom Zzeem Zzeem") ## Aligning for Success Aligning your management decisions with the [**High Performance Organization Model**](/highperformanceorganization/) will help you get the results you want—and need. It will allow you to: - Get to the root of problems faster. - Craft solutions that mean better value for your members. - Achieve a growing membership base. At Zzeem, we are proud of the results our clients have achieved. Now, we have a tool that will take them to the next level. We call it our **High Performance Transformation Program**, or **HPTP** for short. ![Two Business Professionals Discuss a Diagram on a Whiteboard in a Modern Office Setting.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_tbyxf7tbyxf7tbyx-Photoroom-1.png "Gemini Generated Image Tbyxf7tbyxf7tbyx Photoroom 1 Zzeem Zzeem") ## What is HPTP? HPTP is an assessment and transformation program designed to create a high-performance organization. The assessment is a series of **80 questions** which probe all of the vital corporate activities that must be done well for a member-based organization to perform at the highest level. We look at everything from: - Human resources practices - Strategic planning - Governance - Cost containment - Revenue management ![Group of Professionals in a Boardroom Watching a Presenter Explain a Governance Mind Map on a Large Screen.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_4kr4924kr4924kr4-Photoroom.png "Gemini Generated Image 4kr4924kr4924kr4 Photoroom Zzeem Zzeem") ## The HPTP Process: From Assessment to Roadmap From your answers, Zzeem compiles a qualitative and quantitative assessment of your organization. This custom report adds up to a detailed, objective analysis of your organization’s strengths and weaknesses. It provides a roadmap for your organization to follow as it moves to becoming a high-performance entity. Once the assessment is complete: 1. You can use this information on your own. 2. **OR**, Zzeem can work with you to develop a comprehensive **Transformation Plan** that identifies specific actions you and your team can take to build a truly high-performing organization. 3. We can even put a tracking system in place that will point out the results you are achieving on a monthly basis. ![Professional Woman in a Blue Blazer Touches a Glowing 3d Sculpture Labeled 'quantitative Analysis' in a Modern Gallery.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_ijvogwijvogwijvo-Photoroom.png "Gemini Generated Image Ijvogwijvogwijvo Photoroom Zzeem Zzeem") ## Our Philosophy: Progress Over Perfection Try though we might to achieve perfection, the struggle to improve performance has no end. So, let’s focus on **progress—not perfection**. In a changing world, there will always be ways of doing better. HPTP will tell you if you’re heading in the right direction and what you can do to move faster. *It’s sort of like putting your organization on steroids, except you’ll get to keep the gold medal.* Contact us for more information on how to become a High Performance Organization: ***<Erin.Roberts@Zzeem.com>*** --- ### [High Performance Support Program](https://www.zzeem.com/high-performance-support-program/) **Published:** September 13, 2019 **Author:** jonathanzzeem **Content:** # High Performance Support Program Zzeem helps organizations do more, in a better way, for the people that they serve. ![Infographic About a High Performance Assessment Program; Central Blue Group Icon Surrounded by Six Step Icons (clipboard, Crown, Chart, Bar Graph) with Captions: Validate Status, Find Rank, Close Gaps, Accelerate Performance.](https://www.zzeem.com/wp-content/uploads/2026/07/high-performance-assessment-programpng.avif "High Performance Assessment Programpng Zzeem Zzeem") High Performance Support Program Are you a high performing membership organization? Or would you like to get there? ![Infographic About a High Performance Assessment Program; Central Blue Group Icon Surrounded by Six Step Icons (clipboard, Crown, Chart, Bar Graph) with Captions: Validate Status, Find Rank, Close Gaps, Accelerate Performance.](https://www.zzeem.com/wp-content/uploads/2026/07/high-performance-assessment-programpng.avif "High Performance Assessment Programpng Zzeem Zzeem") ## Accelerates Performance In a changing world, there will always be ways of doing better. The High Performance Support Program will tell you if you’re heading in the right direction and give you the support to get there faster. It’s sort of like putting your organization on steroids, except you’ll get to keep the gold medal. ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### High performance review identifies the gaps This self assessment and analysis identifies where you are high performing and where you have the opportunity for further excellence. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### High performance support This package of tools and expert executive support helps you to accomplish your high performance goals. --- ### [Event Management](https://www.zzeem.com/event-management/) **Published:** July 6, 2019 **Author:** jonathanzzeem **Content:** # Event Management ## Introduction Zzeem provides top of the line event management services. Our team has in-depth knowledge and planning expertise for - large industry trade shows; - educational seminars, workshops and multi-day courses; - multi-day conferences and conventions; and - high profile galas and receptions. ![Four Professionals Gather Around a Table Reviewing Architectural Blueprints at a Bright Conference Venue.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_bz4vgcbz4vgcbz4v.png "Gemini Generated Image Bz4vgcbz4vgcbz4v Zzeem Zzeem") ## We are experts in event execution! We bring a strong complement of professional skills to support you, your exhibitors, sponsors, attendees and stakeholders ensuring every event is flawlessly executed. We are more than event managers – we understand your association’s business and how event are an essential part of member value, financial success and organizational sustainability. Zzeem provides creative, strategic, big picture advice and guidance, which it built into all deliverables. Our planning process is based on strong business practices and operations, year of experience and a vibrant industry network and focuses on ensuring a success for all. We are committed to help organizations to deliver more, in a better way, to the people that they serve. ![Professionals at a Formal Gala Toast and Chat, with Two Men in Suits Shaking Hands in the Foreground.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_5u3vko5u3vko5u3v-Photoroom.png "Gemini Generated Image 5u3vko5u3vko5u3v Photoroom Zzeem Zzeem") Event Management ## Subject matter expertise includes: ![Calendar Icon with a Checkmark.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666088.svg "Group 2085666088 Zzeem Zzeem")### Financial management Including budget development, expense management; revenue generation, and reporting; ![Target Icon with a Computer Mouse Cursor.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666090.svg "Group 2085666090 Zzeem Zzeem")### Venue and supplier relations Including expertise in selection, negotiations, engagement and ‘partnership’ management for all event service providers; ![Calculator and Document Financial Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666096.svg "Group 2085666096 Zzeem Zzeem")### Event and trade show management Including program development, marketing and sales, materials production, tracking and reporting systems, stewardship, show services; ![Abstract Geometric Letter N Corporate Logo Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666092.svg "Group 2085666092 Zzeem Zzeem")### Sponsorship management Including sponsor value propositions, architecture and collateral and positive relationship building; ![Delivery Service and Shipping Personnel Icon.](https://www.zzeem.com/wp-content/uploads/2026/08/Group-2085666154.svg "Group 2085666154 Zzeem Zzeem")### Logistics oversight Ensuring a seamless on-site experience through careful pre-planning and project management, thoughtful and documented controls, process and timelines, risk management, fulsome communications, and prioritizing the attendee and exhibitor experience; ![Healthcare, Caregiving, or Charitable Support Icon.](https://www.zzeem.com/wp-content/uploads/2026/08/Group-2085666152.svg "Group 2085666152 Zzeem Zzeem")### Positive volunteer Committee and stakeholder relations. With Zzeem, nothing falls through the cracks. --- ### [Copy of Member Value Proposition](https://www.zzeem.com/member-value-proposition-2/) **Published:** January 19, 2023 **Author:** jonathanzzeem **Content:** Increase Member Recruitment to Generate Revenue <https://www.zzeem.com/wp-content/uploads/2026/02/Zzeem-2025-Marketing-Short-Videos-MVP-for-Proposals-and-Website.mp4> ## ![](https://www.zzeem.com/wp-content/uploads/2023/01/Member-Value-Toolbox-300x240.png "Member Value Toolbox Zzeem") As a membership organization, you compete with other non-profit industry and professional associations to attract members. It’s a challenging environment that requires you to be responsive, inventive and quick to market. To achieve leadership, you need to demonstrate clear, substantive and sustainable value to your subscribers. Zzeem has worked with many organizations like yours to create the image, the programs, the systems and the culture that drive member recruitment. From the initial discovery exercise to the final action plan, we’ll work closely with you to expand your membership base. ## Member Value Proposition Before advising you, we start by clarifying your existing challenges, as well as your immediate and future goals. We then work with you to articulate the clear value proposition you provide to your members. ### Membership Offering You will use this concise description of your value proposition and pricing when marketing the benefits of membership to new prospects. You can also use it on your website and in print publications. ### Zzeem Methodology – Why Us? Prior to your project, we will provide you with a fixed-price proposal that clearly specifies deliverables, roles and responsibilities, work plan and fees. If you wish to proceed with the project, we will provide a contract and non-disclosure agreement. During the project, we use a multi-phase approach, with each segment building on the previous one. In each phase, following interviews with informants, we create a draft of the deliverables for review, revisions and sign-off by you. We then produce the final version of the deliverable and move to the next phase once you are completely happy with the outcome of the current one. This provides a risk-free assurance that your needs for the project will be met. [Check out our podcast series on Membership](https://youtube.com/playlist?list=PLBIsadz22soeRlU-zPhHMM8DKlzeuOVF3&si=Wq0jz47hWpUkx253) --- ### [Contact](https://www.zzeem.com/contact-us/) **Published:** July 3, 2019 **Author:** jonathanzzeem **Content:** # Contact Zzeem Ready when you are. Tell us about your association and we’ll show you what better looks like. Get in Touch ## We'd love to hear from you. ### [ Email ](mailto:info@zzeem.com) <info@zzeem.com> ### [ Phone ](tel:416.410.5867) [416.410.5867](tel:416.410.5867) [ · 1.866.596.2229 ](tel:1.866.596.2229)(toll-free) ### [ Office ](https://www.google.com/maps?cid=1455867604641290300&g_mp=CiVnb29nbGUubWFwcy5wbGFjZXMudjEuUGxhY2VzLkdldFBsYWNlEAMYASAF&hl=en-GB&source=embed) 5200 Yonge St, Suite 200, Toronto, ON, M2N 5P6 780 Tolmie Ave, Bldg #3, Suite 1011, Victoria, BC V8X 3W4 Ready When You Are ## How can we help? Full Name Organization Email Phone How can we help? Contact Us --- ### [Association Management for Membership Organizations](https://www.zzeem.com/associationmanagement/) **Published:** July 3, 2019 **Author:** jonathanzzeem **Content:** # Association Management for Membership Organizations ## Does your organization operate with a working board and limited or no permanent staff? As a [volunteer board governing](/governance-training/) a member driven association you may be wondering if your association is operating as effectively as it could be. You’re dealing with governance and this doesn’t allow you to spend time optimizing the back office. In fact, your existing resources may not even bring the breadth and depth of skills needed to challenge the status quo. The reality is that many boards don’t even know what is being overlooked. Zzeem offers complete operational management and back-office support for industry and professional associations like yours. We can also manage your existing service provider relationships. ![Colleagues in a Bright Office Review a Workflow Diagram on a Whiteboard, with a Laptop and Documents on the Table.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_d91iiqd91iiqd91i-Photoroom.png "Gemini Generated Image D91iiqd91iiqd91i Photoroom Zzeem Zzeem") ## What do you need? ![Calendar Icon with a Checkmark.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666088.svg "Group 2085666088 Zzeem Zzeem")### Planning in a Vacuum Our affordable support packages meet all of your needs. In addition to the services that you need and expect, all of our packages include: - Document management software - Your own telephone line and email addresses ![Financial Value or Dollar Currency Icon.](https://www.zzeem.com/wp-content/uploads/2026/08/SVGRepo_iconCarrier.png "Svgrepo Iconcarrier Zzeem Zzeem")### Need to reduce costs? - Outsource your back office for less than the cost of one employee - We work on a fixed monthly price so you have no surprises ![Team Leadership and Staff Representation Icon.](https://www.zzeem.com/wp-content/uploads/2026/08/Group-2085666150.svg "Group 2085666150 Zzeem Zzeem")### A team of professionals for less than the cost of a single employee Our team is comprised of seasoned professionals with a wealth of industry experience. You have direct access to an entire professional team, all for a price that is lower than hiring a single staffer. 1. Membership manager 2. Event manager 3. Webmaster 4. Chartered accountant, bookkeeper 5. [Management consultants](/strategic-plan-consulting/) Sounds good, so [how do I choose an Association Management Company?](/choosinganamc/) “Wondering how to hire an association management company? [Read our guide → ](/choosinganamc/)“ ## Hear what people think: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Zzeem’s quality of service is off the charts. Zzeem is a group of expert consultants dedicated to making not-for-profits thrive. The intellectual caliber of the partners enables them to give strategic advice usually not available to volunteer boards, at least not at a reasonable rate. I recommend Zzeem to any organization looking for sophisticated advice above and beyond routine service support…” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Association Management Services ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Unlike most other association management providers, Zzeem has an outstanding back office with a team that’s large enough to ensure nothing falls through the cracks when someone is busy or away from the office. They anticipate our needs and address them before we even have to ask…I’d…recommend Zzeem to any organization looking for utterly reliable back-office support” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Association Management Services ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Zzeem ensures that we’re running our business properly in every sense of the word. They play a vital role in our strategic efforts, going far beyond what we ask of them. Zzeem is the perfect association management firm for a not-for-profit with an all-volunteer board that needs a provider truly dedicated to their success.” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Association Management Services --- ### [Association leadership](https://www.zzeem.com/zzeem-provides-association-management-business-resources-consultation-and-leadership-for-membership-organizations/) **Published:** July 6, 2019 **Author:** jonathanzzeem **Content:** # Association leadership ## What does Zzeem Do? Zzeem provides association management, business resources, consultation, and leadership for membership organizations. Short on in-house resources? We can build you a virtual [back office](/associationmanagement/), and provide a full team to staff it. Searching for the professional edge that is known to drive winning service organizations? We can coach your Board members and Leadership Teams to success. For expert professional development, ask us about custom [training programs](/AssociationManagement/#T7), workshops and revenue-generating continuing education programs. Whatever your size or budget, Zzeem has a custom, modular solution that is a perfect fit for your organization. Increase your association leadership through the following programs: ![Antique Compass and Leather Journal on a Wooden Desk, with a Hand Placing Two Interlocking Wooden Puzzle Pieces Nearby.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_1tt5ks1tt5ks1tt5-Photoroom.png "Gemini Generated Image 1tt5ks1tt5ks1tt5 Photoroom Zzeem Zzeem") ![Calendar and Timer Scheduling Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666098-1.svg "Group 2085666098 1 Zzeem Zzeem")### Powerful Member Attraction & Retention - Create an Irresistible Member Value Proposition - Attract and Retain Members with a Turnkey System ![Business Person with a Puzzle Piece Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666086.svg "Group 2085666086 Zzeem Zzeem")### Higher Non-Dues Revenue - Expand Your Sources of Revenue with New Strategies and Programs - Create a Compelling Sponsor Value Proposition - Attract and Retain Sponsors with a Turnkey System ![Document with Clock Time](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666100.svg "Group 2085666100 Zzeem Zzeem")### Sustainability - Develop a Sustainability Strategy and Action Plan ![Loop Icon](https://www.zzeem.com/wp-content/uploads/2026/07/Group-2085666102.svg "Group 2085666102 Zzeem Zzeem")### Operational Support **[MANAGED SERVICES](/managed-services/)** – FOR ORGANIZATIONS WITH A SMALL STAFF AND $1-3 MILLION IN REVENUE - Customized administrative and professional monthly service packages that support your team and fill in the gaps in your staffing—delivered by a team of experts **[ASSOCIATION MANAGEMENT](/associationmanagement/)** — FOR SMALLER ORGANIZATIONS WITH NO STAFF - Highly professional and utterly reliable back office support that allows your volunteer board to focus on governance --- ### [Employment Opportunities](https://www.zzeem.com/employment-opportunities/) **Published:** December 1, 2021 **Author:** jonathanzzeem **Content:** # Employment Opportunities You are a focused, detail-oriented office administrator. You have a pleasant interpersonal manner and enjoy variety in your day. You understand the Microsoft 365 suite (Word, Excel, etc.). You are comfortable with using new software programs (Time reporting, member management). You can demonstrate strong social media skills. ## Who are we: We are an association management company, which means that we provide management services and event support to not-for profit associations. We love what we do, and we do it very well. We are a diverse group, and we offer a supportive work environment. If you are a good fit, we celebrate you with fair compensation, health benefits, your birthday off, mentoring and education credits. In our collaborative environment you will learn best practices from other team members. ![Diverse Team Collaborating at a Table with a Tablet and Laptop in a Bright, Open-plan Office.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_7bihkq7bihkq7bih.png "Gemini Generated Image 7bihkq7bihkq7bih Zzeem Zzeem") ## What your role will be: Reporting to the Executive Director, this position provides efficient and effective administrative support to a variety of clients. You will perform a wide range of administrative tasks that contribute to the smooth and efficient operations of the office and our clients. ![Two Colleagues in a Bright Open-office Discuss Documents at a Shared Desk, with Charts on Screens and a Laptop Open Between Them.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_8m9qar8m9qar8m9q-Photoroom.png "Gemini Generated Image 8m9qar8m9qar8m9q Photoroom Zzeem Zzeem") ## Duties and responsibilities: ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Membership Management – Tasks include but are not limited to: 1. Answer member emails/phones in a timely manner. 2. Accurate data processing and reporting. 3. Contribute to the continual improvement and upgrading of internal processes. 4. Proactive development of client member relationship to maintain and grow membership. 5. Assist with the development of membership directories. 6. Build relationships with client members. 7. Work with various member databases, updating profiles and preparing reports. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Event support– Tasks include but are not limited to: 1. Assist with the logistical management of events. 2. Support the team with all aspects of event planning, from conception to execution. 3. Provide operational and informational support for client events. These events may occur outside of normal business hours; occasional evening and weekend work is required. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Business Processes - Ensure effective business processes are documented and followed for all activities related to this position. - Follow and develop internal business processes and standards for clients and for Zzeem. - Identify business process issues and bring to the attention of Zzeem partners and management team. - Provide recommendations to the partners on improvements that could be made to service delivery. - Stay up to date with trends and issues within the Association Management sector. - Work with team members to ensure profitability, opportunity, and customer service quality. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### General duties - Able to create agendas, take minutes and follow-up on the deliverables. - Regularly update website content. Respond to web and phone inquiries. - Provide on-site assistance as assigned at client events. - Monitor and triage incoming mail, email and phone calls from other Zzeem clients and ensure that the request for action or assistance is responded to within 24 hours. - Provide operational and informational support to board directors under direction from management team. - Support client administration tasks as required. - Attend and take minutes at Board Meetings for other clients (back up as needed). - Complete all tasks resulting from inbound requests in a timely manner to predefined service standards; where delegation is required, follow up with team members to ensure a timely turnaround to predefined service standards. - Ensure the service delivery to the clients is on track. Identify and initiate opportunities to increase client satisfaction, including value-added affiliate programs. - Recommend solutions and implement appropriate actions for issues. - Other duties as assigned. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### What we expect: - Understand the association management business. - Represent client organizations at industry events, professionally. - Travel as required to fulfill job functions, arriving at or before assigned time. - Monitor, manage and take corrective action on all relevant client deliverables. - Actively support the development of client relationships and new business. - Effectively manage the deliverables of multiple projects. ![Large White Digits 0 and 6 with a Blue Outline, Displaying the Number 06](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-06.png "Zzeem Numeral 06 Zzeem Zzeem")### Qualifications: - University degree or equivalent. - 1-2 years of experience working in an office. - Polished interpersonal skills: can develop positive relationships with varying professionals, and the savvy to drive consensus to accomplish collective goals. - Excellent project management skills, able to assess priorities, establish appropriate timelines and follow through to achieve required outcomes. - Ability to work effectively with people as individuals and as part of a team. - Sense of responsibility, initiative, and productivity, which includes an understanding of professional business conduct in the workplace. - Sense of ownership, enthusiasm, and urgency to accomplish objectives and mission. - Able to develop strategies and implement an associated tactical plan. - Strong IT skills appropriate to an educational and remote working environment. - Superior time-management and multi-tasking skills - Sense of confidentiality, responsibility and loyalty to the position, and the organization. - Must have a can-do approach. - Bilingualism an asset (English and French) Job Types: **Full-time, Permanent** Salary: $42,000 – $50,000 per year Apply here: [Administrative Assistant, Toronto, ON – Job Details \| Indeed.com](http://employers.indeed.com/jobs/view?id=fd7d2d5f6696) --- ### [What is Association Management?](https://www.zzeem.com/what-is-association-management/) **Published:** July 4, 2019 **Author:** jonathanzzeem **Content:** # What is Association Management? ## Introduction Association management companies (“AMC”s) provide operational support for small membership organizations – typically with an all volunteer board with no full-time staff. AMCs manage the day-to-day operations of the organization under the oversight of the board. When it’s done well, it’s a seamless service. Members call or email the organization and they have no idea they’re speaking to a third party. The AMC’s staff know the organization and its members and build a personal bond with them. The events get organized, the revenue gets collected and the bills get paid. The board can focus on governing with the full confidence that the front stage and the back stage are running efficiently. ![Split-view Office: Left Side Volunteers at a Conference Table; Right Side Amc Team at Desks with Computers and Headsets.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_llzmzvllzmzvllzm-Photoroom.png "Gemini Generated Image Llzmzvllzmzvllzm Photoroom Zzeem Zzeem") ## Zzeem Services for Membership Organizations Operations Support Member Services Financial Services Event Management Technology Services Leadership Support Back Office Sponsorship Management Advisory Services ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Operations Support Short on in-house resources? We can build you a custom back office and staff it for you. You choose the services that you need, and we’ll provide them at an affordable, fixed monthly price. Our web-based ZIPrS Document Management System provides a secure method of accessing, storing and updating all your important documents. Whatever their location, everyone in your organization and ours can have immediate access, where authorized, to all the latest versions of your documents and resources. ![Six Professionals in a Modern Conference Room Work on Laptops and Tablets, with a Cloud Data Diagram on a Wall Screen.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_vc5cifvc5cifvc5c-Photoroom.png "Gemini Generated Image Vc5cifvc5cifvc5c Photoroom Zzeem Zzeem") ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Member Services We treat your members as if they’re our own. Our experienced team is both relationship and systems-oriented, which makes us professional, friendly and efficient. Our approach reflects your high standards, so that your members always feel valued and supported, however busy you are. Our services include: - Delivering Services to Members - Recording New Memberships, Renewals and Payments - Management of all Forms of Communication with Members - Managing Member Retention and Attraction and Executing Marketing Campaigns We support our team with strong web-based software, which we share with you. The Zzeem Membership Database (ZMDb) keeps your membership list up to date, and is accessible from anywhere with an internet connection. ![Team of Professionals in a Modern Office Collaborating: a Woman on a Video Call, Colleagues Using Laptops and Tablets, and a Large Screen Displaying Charts in the Background.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_61b81161b81161b8-Photoroom.png "Gemini Generated Image 61b81161b81161b8 Photoroom Zzeem Zzeem") ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Financial Services Our expert staff includes chartered accountants and bookkeepers. We understand the special needs of both not-for-profit entities and corporate entities that function as not-for-profit organizations. Here’s a list of the kind of financial services we can offer you: - Monthly Bookkeeping, Bank reconciliations, A/R, A/P - Monthly Cashflow Report and Budget Updates - Quarterly Financial Statements - Annual Tax Returns and HST Filings - Management of Banking Services - Set-up and management of online payment systems ![Four Professionals in a Boardroom Watch As a Man in a Suit Points to Data on a Large Screen with Charts and Graphs?]](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_6v735z6v735z6v73-Photoroom.png "Gemini Generated Image 6v735z6v735z6v73 Photoroom Zzeem Zzeem") ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Event Management Industry and professional events are an important way for membership organizations to keep in touch with their subscribers, support continued professional development and demonstrate thought leadership. But not everyone has the time to organize these events. Zzeem specializes in well-run conferences, workshops and seminars to showcase member organizations. Depending on your needs, we can: - Market, Communicate and Track Payment for Events - Plan and Produce Webinars - Design and Produce Event Materials - Manage and Support Speakers - Handle Event and Venue Logistics - Provide onsite registration and trouble-shooting ![Professional Conference Room with a Speaker Presenting to a Seated Audience and Screens Displaying Slides, City Skyline Visible Through Windows.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_dwn8hudwn8hudwn8-Photoroom.png "Gemini Generated Image Dwn8hudwn8hudwn8 Photoroom Zzeem Zzeem") ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### Technology Services Our knowledge of technology runs deep. If you don’t have the in-house expertise, Zzeem can build you a website or customize and configure software for you. Zzeem’s membership database, document management and accounting software is included with our operational support packages at no extra charge. We can also manage other technology service providers on your behalf. You can use our platform, or stay with the providers you already have and delegate the management to us. Here’s a list of the types of technology services we provide: - Domain Administration - Website Design, Development and Hosting - Webmaster Services - Email Administration - Online payment for Member Dues and Events - Unlimited Access to ZIPrS Online Document Management System - Unlimited Access to ZMDb Online Membership Management System - Accounting System Customization and Configuration ![Five Colleagues in a Modern Conference Room Watch a Large Wall-mounted Presentation While Using Laptops and Tablets on a Wood Table.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_enz63denz63denz6-Photoroom.png "Gemini Generated Image Enz63denz63denz6 Photoroom Zzeem Zzeem") ![Large White Digits 0 and 6 with a Blue Outline, Displaying the Number 06](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-06.png "Zzeem Numeral 06 Zzeem Zzeem")### Leadership Support An intelligent, dynamic and efficient board is critical to the success of your membership organization. But, given the scale of your executive responsibilities, it can’t always be the focus of your attention. Zzeem has considerable experience helping board members and executive teams discover the powerful ingredients that drive successful membership organizations. - Board Member Training & Transition - Leadership Training and Coaching - Strategic Planning- Planning & Facilitation - Governance Support ![a Diverse Group of Professionals Sits Around a Conference Table As a Woman in a Navy Blazer Places Labeled Cubes About Leadership, Board Transition, and Strategic Planning.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_48ruqb48ruqb48ru-Photoroom.png "Gemini Generated Image 48ruqb48ruqb48ru Photoroom Zzeem Zzeem") ![the Number 07 in Bold White with a Blue Outline on a Black Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-07.png "Zzeem Numeral 07 Zzeem Zzeem")### Back Office If you don’t have bricks and mortar Zzeem can provide everything from a mailing address to full service telephone system with live reception. - Telephone with live reception - Physical address - Storage ![a Businesswoman Stands at the Head of a Conference Table Presenting to Colleagues As a Translucent Infographic Shows Increased Sponsorship Value, Strengthened Partnership, and Seeking New Opportinity.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_rip7zqrip7zqrip7-Photoroom.png "Gemini Generated Image Rip7zqrip7zqrip7 Photoroom Zzeem Zzeem") ![Bold White Number 08 with a Blue Outline on a Transparent Background](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-08.png "Zzeem Numeral 08 Zzeem Zzeem")### Sponsorship Management Zzeem can help you find ways to leverage your sponsor partnerships. We can assess the image you project to potential sponsors, strengthen existing sponsor relationships and show you how to seek out valuable new sponsorship opportunities. Using our deep knowledge and experience of sponsor dynamics, we can help you navigate a clear path to increased sponsor value. ![Business Professionals at an Awards Display, a Woman in Blue Points to a Plaque Labeled Premier Partner While Two Colleagues Smile Nearby.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_digvptdigvptdigv-Photoroom.png "Gemini Generated Image Digvptdigvptdigv Photoroom Zzeem Zzeem") ![the Number 09 Displayed in Large White Digits with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-09.png "Zzeem Numeral 09 Zzeem Zzeem")### Advisory Services As part of the customized operational support packages we create for our clients, we also provide on-demand advice and support. We’re here to respond to the questions that are bound to arise as you build your successful service organization. Depending on the management or service package you’ve contracted, we can help with additional questions about finance and risk management, member and sponsor recruitment and retention, as well as board-related coaching. All you need to do is ask. If you need help with projects, our expert consultants can help you with a wide range of project-specific services. - On-demand Advice and Support - Member Attraction and Retention Strategy - Sponsor Attraction and Retention Strategy - Board Management & Productivity - Finance & Risk Management ![a Diverse Group of Six Professionals in a Modern Conference Room Discuss Strategy Around a Wooden Table, with Transparent Blocks Showing Labels Like Finance & Risk, Member Recruitment & Retention, Sponsor Recruitment & Retention, Board Management & Productivity, and Advisory Constellation, and a City Skyline Visible Through the Windows.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_pqal64pqal64pqal-Photoroom.png "Gemini Generated Image Pqal64pqal64pqal Photoroom Zzeem Zzeem") --- ### [Sponsorship Revenue](https://www.zzeem.com/sponsorship/) **Published:** January 19, 2023 **Author:** jonathanzzeem **Content:** # Sponsorship Revenue ## Work with Zzeem to Generate Revenue From Sponsorship Sponsorship is a great source of non-dues revenue. Whether you’re starting a sponsorship program for the first time, or have a long history of sponsor partnerships, Zzeem has the knowledge and experience to create a unique package of strategies to suit your goals and achieve your revenue targets. To give you an idea of our services, we’ve put together a list of the kind of Zzeem sponsorship tools we’ve created for other industry and professional associations. It’s just a guideline, because neither the intent nor the result of our services is ever the same twice. Every membership organization has a different set of needs. Come to us for a single service or a cost-effective package of complementary strategies. The choice is yours. ![3d Infographic of Stacked Blocks with a Glowing Upward Arrow and Coins, Labeled Sponsorship Engine, Sponsor Partnerships, Revenue Targets, and Association Goals.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_w3gne3w3gne3w3gn-Photoroom.png "Gemini Generated Image W3gne3w3gne3w3gn Photoroom Zzeem Zzeem") ## Sponsorship Roadmap and Action Plan Following a comprehensive discovery exercise, Zzeem will deliver a Roadmap, aimed at increasing the value of your sponsor relationships. It includes these elements: ![Thumb Document](https://www.zzeem.com/wp-content/uploads/2026/07/facebook-like-logo-svgrepo-com.svg "Facebook Like Logo Svgrepo Com Zzeem Zzeem")### Current Snapshot A description of how to run your sponsorship program now ![Certificate Document](https://www.zzeem.com/wp-content/uploads/2026/07/diploma-contract-svgrepo-com.svg "Diploma Contract Svgrepo Com Zzeem Zzeem")### Future Snapshot A description of where you want to take this program in the next 2-3 years ![Thumb Document](https://www.zzeem.com/wp-content/uploads/2026/07/facebook-like-logo-svgrepo-com.svg "Facebook Like Logo Svgrepo Com Zzeem Zzeem")### Roadmap The resource and business processes that are needed to close the gap ![Dual Gear Settings and Configuration Icon.](https://www.zzeem.com/wp-content/uploads/2026/07/advanced-options-svgrepo-com.svg "Advanced Options Svgrepo Com Zzeem Zzeem")### Action Plan A list of actions that need to be accomplished to implement the Roadmap ## Sponsorship Program Support System ### Sponsorship Offering Proposal This is a document that you can use to market your membership organization to sponsor candidates. This summary of your sponsorship offering includes details of the value of your offering, the cost to the sponsor and the terms of engagement. ![Illustration of a Sponsorship Proposal Workflow with a Central Crystal Hub Connected to Steps: Sponsorship Levels, Terms of Engagement, Contact Template, and Sponsor Outreach.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_irrdoeirrdoeirrd-Photoroom.png "Gemini Generated Image Irrdoeirrdoeirrd Photoroom Zzeem Zzeem") ### Marketing Executing System This is a structured, professional set of marketing and delivery procedures to attract and retain your sponsors. Zzeem has developed a strategic system that generates a chronological activity list for use by all team members involved in the sponsorship marketing process. This ensures that all staff can collaborate effectively, are motivated to deliver results and are accountable for their actions. ![Infographic of a Marketing Executing System Showing Steps (sponsor Outreach, Follow-up, Production, Retention) Feeding a Central Diamond, Connected to Roles Like Lead, Campaign Manager, and Delivery Specialist.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_cef44scef44scef4-Photoroom.png "Gemini Generated Image Cef44scef44scef4 Photoroom Zzeem Zzeem") ### Sponsorship Policies and Procedures - Sponsorship Policies and Procedures Zzeem will provide you with a Sponsorship Manual that includes a statement of the organizational policies governing your sponsorship offering, and the procedures that make up the sponsor partnership process. This will ensure adherence to existing organizational policies, the mission of the organization, consistency across the organizational spectrum and sufficient flexibility to provide for innovation and improvement. This comprehensive manual also contains a structured, professional set of marketing and delivery procedures. ![Open Sponsorship Manual Connected to Routes for Adherence, Consistency, and Improvement in a Futuristic Infographic.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_insp45insp45insp-Photoroom.png "Gemini Generated Image Insp45insp45insp Photoroom Zzeem Zzeem") ### Resources and Collateral Zzeem provides resources and collateral to support your sponsorship process, including full production of delivery-ready materials. Our services cover copywriting and creative design, ensuring a consistent and professional brand image. We offer a complete range of print, digital, and web production services, including: - Email templates and phone scripts for consistent outreach - PowerPoint presentations to showcase sponsorship value - Website redesigns and upgrades (design, development, hosting, or page improvements) If you don’t see what you need, [contact us](/contact-us/) to discuss how we can assist. ![Sponsorship Manual Guiding a Production Hub with Links to Email Templates, Powerpoint Decks, and Website Upgrades.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_9clld29clld29cll-Photoroom.png "Gemini Generated Image 9clld29clld29cll Photoroom Zzeem Zzeem") ## Zzeem Methodology Prior to your project, we will provide you with a fixed-price proposal that clearly specifies deliverables, roles and responsibilities, work plan and fees. If you wish to proceed with the project, we will provide a contract and non-disclosure agreement. During the project, we use a multi-phase approach, with each segment building on the previous one. In each phase, following interviews with informants, we create a draft of the deliverables for review, revisions and sign-off by you. We then produce the final version of the deliverable and move to the next phase once you are completely happy with the outcome of the current one. This provides a risk-free assurance that your needs for the project will be met. ## Here’s what people are saying: ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") “Zzeem worked with us a true partner and it felt like they were an extension of the team. It was never “your members” it was “our members”. Our goal was to increase the value and range of out sponsorship and partner relationships. But first we needed a roadmap and strategy in terms of our resources and business processes to close the gap between current and future. In this regard Zzeem delivered on all fronts.” ![Double Quote](https://www.zzeem.com/wp-content/uploads/2026/07/SVG-1.svg "Svg 1 Zzeem Zzeem") ### Cindy Gonsalves Consulting Engineers of Ontario --- ### [Increase Member Engagement](https://www.zzeem.com/member-engagement/) **Published:** February 7, 2023 **Author:** jonathanzzeem **Content:** # Increase Member Engagement ## Increase Member Engagement with the Resources You Already Have. Member engagement is the most important element of a successful, sustainable membership association. Often member engagement is confused with marketing but it’s really about the attitude and the strategy that your volunteers and staff take with every touch point with your members. Member engagement is about building relationships, and you can do this really well with little or no increase in the resources that you already have on hand. Your deliverables from this engagement include a full review of your current member engagement practices and opportunities and a toolbox of simple, effective recommendations that you can put to work right away. [ Check out our podcast series on Membership ](https://www.youtube.com/playlist?list=PLBIsadz22soeRlU-zPhHMM8DKlzeuOVF3) --- ### [Case Studies - going from here to there](https://www.zzeem.com/business-case-studies-that-involve-in-depth-examination-of-an-organization-within-its-real-life-context/) **Published:** July 6, 2019 **Author:** jonathanzzeem **Content:** # Case Studies – going from here to there A few business case studies to show how Zzeem has helped clients go from here to there: Case Study #1 ## Sponsorship ### The Challenge – Professional Association Case Studies Zzeem was engaged by a high-profile professional association seeking to double its sponsorship revenue over the next three years. Their existing sponsorship program was ad hoc and time-consuming to manage. The organization’s value proposition to sponsors was high, but it was not clearly articulated, and sponsor privileges were not well-defined. We also discovered that the sponsorship director was spending a lot of time responding to one-off requests because the organization had no policies or guidelines around sponsor relationships and privileges. ![Woman at a Cluttered Desk, Head in Hand, Surrounded by Paperwork and a Calendar Board with Sticky Notes, Looking Stressed.] ,"](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_a35rdya35rdya35r-Photoroom.png "Gemini Generated Image A35rdya35rdya35r Photoroom Zzeem Zzeem") ### The Deliverables –Turnkey for Sponsorship Attraction & Retention Zzeem worked with the management team to create a sponsorship strategy, a sponsor opportunity package, and a marketing execution system to sell their value proposition to a higher level of sponsor. ![Team in a Conference Room Reviewing a Whiteboard Titled 'sponsorship Strategy' with Diagrams and Icons.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_enee48enee48enee-1.jpeg "Gemini Generated Image Enee48enee48enee 1 Zzeem Zzeem") ### The Results – Double the Money in less than a year The sponsors’ response was remarkable. Despite a difficult economic environment, existing sponsors increased their commitment, and new sponsors were eager to sign up. - *In the first month, the organization sold a sponsorship package that was twice the value of their previously highest level.* - *In less than one year, they reached their 3-year target.* ![Two Businessmen Shake Hands Across a Desk in a Bright Office, with an Open Notebook and Charts Nearby to Seal a Deal.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_p0fldhp0fldhp0fl-Photoroom.png "Gemini Generated Image P0fldhp0fldhp0fl Photoroom Zzeem Zzeem") Case Study #2 ## Outsourced Resources ### The Challenge – Industry Association Zzeem was engaged by a small but influential industry association whose president wanted to take the organization to the next level. But their business operations were holding them back. Member services were inconsistently delivered, member dues payments were always in arrears, and membership was shrinking. But busy board members had no time to improve their administration. ![a Woman in a Dark Shirt Sits at a Cluttered Desk, Talking on a Landline Phone, Surrounded by Stacks of Papers and Vintage Computers.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_3ikw1q3ikw1q3ikw-Photoroom.png "Gemini Generated Image 3ikw1q3ikw1q3ikw Photoroom Zzeem Zzeem") ### The Deliverables – Outsourced Back Office Zzeem worked with the board to decide on their priorities. Then Zzeem built the business processes and the back-office to support them. ![Woman Sits at a Desk Using a Laptop Displaying a Colorful Dashboard, with Charts on a Corkboard Behind Her.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_ktud90ktud90ktud-Photoroom.png "Gemini Generated Image Ktud90ktud90ktud Photoroom Zzeem Zzeem") ### The Results – More and Better Member Services - Member services have increased dramatically and are delivered like clockwork in a highly professional manner. - Member information is complete, current, and easily accessible to all board members via an online management system. - The organization has a new, vibrant website that is updated at least monthly. The old website was rarely visited. The new one is an actively used resource for members. - E-commerce allows members to pay their dues online and register for events. ![Smiling Woman Uses a Tablet at a Desk; Wall Screen Shows a Corporate Website and a Card Payment Terminal Sits Nearby.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_j53k8gj53k8gj53k-Photoroom.png "Gemini Generated Image J53k8gj53k8gj53k Photoroom Zzeem Zzeem") Case Study #3 ## Professional Development Programs ### The Challenge – Trade Organization Zzeem was engaged by a trade organization that was facing declining attendance at its seminars and learning programs. A diverse membership made it difficult to organize events and programs that would attract a large enough audience. Members had differing interests and many were located well outside of the city. Often, event attendance was dominated by service providers seeking to sell their services to member firms. ![Diverse Group of Professionals Seated Around a Conference Table, Reviewing Documents.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_jkn3x2jkn3x2jkn3-Photoroom.png "Gemini Generated Image Jkn3x2jkn3x2jkn3 Photoroom Zzeem Zzeem") ### The Deliverables – Professional Development Event Scorecard Zzeem worked with the Executive Director and the Education Committee to evaluate the organization’s professional development program using Zzeem’s proprietary Professional Development Event Scorecard. Then we restructured the program to build on the most successful events. ![Team of Professionals in a Meeting Around a Table Reviewing Colorful Charts and a Whiteboard Diagram.—](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_3eoqnr3eoqnr3eoq-Photoroom.png "Gemini Generated Image 3eoqnr3eoqnr3eoq Photoroom Zzeem Zzeem") ### The Results – Higher Turnout, More Sponsors - The organization now has one large conference each year that covers a broad range of topics relevant to the membership. It includes an industry awards component which stimulates heated competition and focuses attention on the event. - Niche topics are delivered via webinars and self-directed online learning. Individual industry sectors are served better than ever before, without the expense of a live venue. - Quarterly luncheon events focus on hot topics that can be organized on short notice. This keeps interest high and attendance robust. - Sponsor-related revenue has doubled. This is due partly to the higher turnout and partly to the fact that events are now so well organized that sponsors are booked up to one year in advance. ![Team of Professionals Seated Around a Curved Conference Table, Two Presenters Point to a Large Screen with Charts As Colleagues Use Tablets.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_pjhfawpjhfawpjhf-Photoroom.png "Gemini Generated Image Pjhfawpjhfawpjhf Photoroom Zzeem Zzeem") --- ### [AMC Institute Code of Ethical Values](https://www.zzeem.com/amc-institute-code-of-ethical-values/) **Published:** February 1, 2025 **Author:** jonathanzzeem **Content:** # AMC Institute Code of Ethical Values Associations can trust that companies within the association management industry enjoy a unique position of ethical trust with the client organizations they serve due to the nature of their work and the resulting deep and enduring relationships they enjoy with their clients. ## Introduction Given their appreciation for these tremendously valuable relationships, the members of the AMC Institute embrace the operational, strategic, and fiduciary responsibilities client organizations entrust to them with a commitment to the highest standards of excellence in the association management industry. In fulfilling that commitment, members individually and collectively follow a set of shared values designed to align expectations for the manner in which they will (a) prioritize and protect the interests of their industry’s clients; and (b) grow their community so that an increasing number of client organizations can benefit from the value proposition of the association management company model. ![Six Professionals in Suits Sit Around a Conference Table in a Bright High-rise Office, Smiling During a Meeting with a City View Outside.](https://www.zzeem.com/wp-content/uploads/2026/07/Gemini_Generated_Image_11ig1c11ig1c11ig-Photoroom.png "Gemini Generated Image 11ig1c11ig1c11ig Photoroom Zzeem Zzeem") ## The values that AMC Institute Members agree to follow are: ![Bold White Digits '01' with a Blue Outline on a Transparent Background (step Indicator)](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-01.png "Zzeem Numeral 01 Zzeem Zzeem")### Care We will exercise all reasonable care and diligence when carrying out our responsibilities to our clients. We will be attentive and prudent in managing client affairs. This includes ensuring qualified staff is assigned to carry out contracted responsibilities. ![the Number 02 in Bold White with a Blue Outline or Stroke (digits 0 and 2).](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-02.png "Zzeem Numeral 02 Zzeem Zzeem")### Loyalty We will act in the best interests of our clients and will not take actions detrimental to those interests. In all transactions with clients, we will act fairly and in good faith. ![Step 3 Label Indicating the Third Step](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-03.png "Zzeem Numeral 03 Zzeem Zzeem")### Trustworthiness We will demonstrate our trustworthiness to clients, business partners, and our communities by acting with honesty and integrity in everything we do. ![Large Digits '04' in White with a Blue Outline.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-04.png "Zzeem Numeral 04 Zzeem Zzeem")### Respect We will respect the positions and beliefs of our clients, business partners, employees, and communities. We will respect the confidential nature of the knowledge we gain through our work and will act according to legal and ethical requirements. ![the Number 05 in Bold White with a Blue Outline on a Transparent Background.](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-05.png "Zzeem Numeral 05 Zzeem Zzeem")### Accountability We will honor all of our commitments to clients, even when doing so may at times be uncomfortable or difficult. We will strive for excellence in all of the services we provide. If problems arise with our work, we will assume responsibility to make things right. ![Large White Digits 0 and 6 with a Blue Outline, Displaying the Number 06](https://www.zzeem.com/wp-content/uploads/2026/07/zzeem-numeral-06.png "Zzeem Numeral 06 Zzeem Zzeem")### Industry Advancement & Growth We will channel our passion for both the association management company model and its ability to best enable purpose-driven outcomes for client organizations by contributing to the AMC Institute’s efforts to elevate the quality and reach of our model. ## Core Values & Commitments For ourselves, our AMC Institute peers, the talented professionals who work at our companies, and, most importantly, the client organizations that trust us to fulfill their missions and achieve success for their organizations, the members of the AMC Institute commit to these values as core foundational elements of their own operations. --- ## Episode ### [Lessons Learned from 5 Leaders](https://www.zzeem.com/podcast/lessons-learned-from-5-leaders/) **Published:** June 17, 2020 **Author:** jonathanzzeem **Excerpt:** Lessons Learned from HPO Leaders. Top Tips for Association Success from 5 High Performing CEOs. **Content:** Lessons Learned from HPO Leaders. Top Tips for Association Success from 5 High Performing CEOs. **Podcasts:** Zzeem --- ### [Moving from Operations to Governance](https://www.zzeem.com/podcast/moving-from-operations-to-governance/) **Published:** June 17, 2020 **Author:** jonathanzzeem **Content:** ![Zzeem Association Leadership Podcasts](https://www.zzeem.com/wp-content/uploads/2020/06/Zzeem-logo-square-150x150.png "Podcasts") Podcasts Moving from Operations to Governance Play Episode Pause Episode ![Loading](https://www.zzeem.com/wp-content/plugins/seriously-simple-podcasting/assets/css/images/player/images/icon-loader.svg) 1x 00:00 / 01:16:13 Subscribe Share RSS Feed Share [ ](https://www.facebook.com/sharer/sharer.php?u=https://www.zzeem.com/podcast/moving-from-operations-to-governance/&t=Moving%20from%20Operations%20to%20Governance "Share on Facebook") [ ](https://twitter.com/intent/tweet?text=https://www.zzeem.com/podcast/moving-from-operations-to-governance/&url=Moving%20from%20Operations%20to%20Governance "Share on Twitter") [ ](https://episodes.castos.com/5ee938655a7b69-97986638/2016-12-09-The-Evolution-of-Leadership-Changing-the-board-focus-from-operations-to-governance-Webinar-Panel-.mp3 "Download") Link Embed <blockquote class="wp-embedded-content" data-secret="yCXE8x0ls8"><a href="https://www.zzeem.com/podcast/moving-from-operations-to-governance/">Moving from Operations to Governance</a></blockquote><iframe sandbox="allow-scripts" security="restricted" src="https://www.zzeem.com/podcast/moving-from-operations-to-governance/embed/#?secret=yCXE8x0ls8" width="500" height="350" title="“Moving from Operations to Governance” — Zzeem" data-secret="yCXE8x0ls8" frameborder="0" marginwidth="0" marginheight="0" scrolling="no" class="wp-embedded-content"></iframe><script> /\*! 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