A lesson in repositioning and relocating.

When research revealed that few people outside of its industry knew what the North American Society for Pacing and Electrophysiology (NASPE) was or what it did, the association's leadership took action to reposition and raise the awareness of the organization. This involved several major steps:

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1. Reviewing the name and logo. NASPE was founded in Natick, Massachusetts, in 1979. Its members are electrophysiologists or heart-rhythm specialists (cardiologists who have additional training in diagnosing and treating abnormal heart rhythms).

The organization's goal was to reposition the society to appeal to patients and the public as well as professionals. First on the list was a name change and new graphic look. Effective May 2004, NASPE became the Heart Rhythm Society (HRS). Concurrent with the name change was the launch of the Heart Rhythm Foundation, which is the society's patient education, outreach, and fundraising arm.

2. Analyzing potential locations. During its quest to reposition the association, the board and staff also considered appropriate locations for the group. A first step was to collect detailed data, including cost-comparison data, for various locations under consideration. The board then paired the data with an objective, synchronized decision-making process--Kepner-Tregoe Decision Analysis (www.kepner-tregoe.com)--to make a final decision. This step-by-step approach helped maximize critical thinking skills, systematically organize and prioritize information, set objectives, evaluate alternatives, and analyze impact.

The pros and cons of the final site--Washington, D.C.--were weighed carefully. For example, the security concerns of working in the nation's capital were evaluated against the advantages of being among the largest gathering of associations and governing agencies. In the end, the association decided that Washington, D.C., provided a visibility that could not be gained elsewhere.

3. Cultivating leadership support. Securing early buy-in from the association's leadership allowed for a smooth transition. HRS staff engaged two members of the executive committee as strategic partners and then methodically worked with the rest of the board members individually to convince them that the move was the right decision. A relocation task force representing a wide range of stakeholders, including those who might resist a move, was carefully selected.

4. Getting the word out. A news release distributed to local press announcing the name change led to articles in The Washington Post and the Washington Business Journal, which subsequently resulted in "welcome calls" from many area association executives.

--James Youngblood, CEO, Heart Rhythm Society, Washington, D.C.; [e-mail]

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