Before and after.

Flashbacks of first responses

Association executives were all over the map on September 11. ASAE President and CEO Michael S. Olson, CAE, noted that in response to the e-mail message that he sent to the ASAE membership shortly after the attacks, more than 300 triggered an "out of the office" auto-reply. Typically, many were on the road doing association business.

Whether leading at headquarters or from afar, association executives were faced with some unprecedented circumstances that required immediate action. Here are some of the things they've learned.

1. Whatever the cause of the disaster, a well-crafted and implemented crisis management plan is imperative. "In terms of associations' preparation for crisis management, it's abysmal," says Bruce Butterfield, CAE, president and CEO, The Forbes Group, Fairfax, Virginia. "If associations have crisis management plans, most are gathering dust on a shelf," he adds. While the idea of having such a plan hasn't really been top of mind, Butterfield recommends that every organization should have one, commit to review it at least semi-annually with staff, and make it a permanent part of the association's agenda. "It's like training for CPR," says Butterfield. "You periodically have to repeat the course." (See sidebar, "CEO Support Group," for information on obtaining a basic crisis management plan.)

Robert F. Rowell, CAE, executive director, National Art Materials Trade Association, Huntersville, North Carolina, thought his organization had a well-conceived plan in place. NAMTA's disaster recovery plan, in part based on Rowell's experience as director of the Institute for Space Technology, Cape Canaveral, Florida, includes setting up a communication center to monitor the membership, partnering with regional associations to provide communication redundance to back up each other's database systems, and collaborating with other national and international art associations for relief efforts. While Rowell did not experience any significant difficulties during the recent crisis, he says, "The events of September 11 emphatically underscored the requirements and need for a solid program that can be activated expediently and efficiently." He intends to place more emphasis on training and briefing of staff on crisis and disaster planning, with updates quarterly.

J.P. O'Connor, principal, O'Connor Management Training and Consulting, Burbank, California, adds this: "One striking lesson for leaders is that support and momentum for crisis preparedness must come from the top. Time for planning and funds for preparing must be allocated in annual budgets, and leaders need to ask if they are doing enough."

2. The care and feeding of staff and volunteers becomes top priority. The American Heart Association headquarters is in the heart of mid-town Manhattan. On September 11, Michael L. Weamer, CAE, AHA's executive vice president, planned to fly to New Orleans for an association meeting. Just as he was leaving for the airport, he heard the news of the first crash into the World Trade Center. Weamer experienced sporadic communication ability, but managed to reach the New York office by phone. "We made the decision within the first half hour," he recalls, "to let everyone leave who wanted to. People needed to collect their kids and be with their families."

While AHA decided to reopen its headquarters and regional offices on Wednesday, the mid-town office was evacuated twice on Thursday (due to bomb scares in the adjacent Grand Central Station terminal) and finally closed for the week later that day. Despite the sporadic operations, within 24 hours of the events, Weamer made sure that AHA had put up a listserver capability, the Peace Chain, on its Web site, allowing all staff members to communicate with one another. "That initiative," says Weamer, "was probably the most important thing that we did." In addition, AHA made its employee assistance plan, including psychological counseling, available to all staff members. Since AHA's staff is large (220 employees in three states), Weamer also began leaving a series of all-staff voice mail messages, starting with reassurances and eventually detailing how AHA and its employees could help the organization and all of its counterparts cope. Weamer received many calls back and says, "I was truly amazed to find out how impo rtant it was for employees to hear the voice of their executive director."

Robin Kriegel, CAE, executive director, American Society for Parenteral and Enteral Nutrition, Silver Spring, Maryland, was in Munich attending a sister European society annual meeting. While Kriegel admits that she was obsessed about getting home, she also was able to recognize when her staff needed guidance. "They told me about some turf battles they were having during budget planning, and that is very unlike the way the staff usually works together," she says. "I decided to conduct a couple of staff meetings via conference call, and it turned out that they simply were looking for guidance in an unpredictable situation--and were missing my input in their decision making." Kriegel's staff also set up a special place on the Web where staff, members, and volunteers could share their feelings and experiences. "Our members are part of the health care community and already know where to go to help," says Kriegel. "They seemed to be looking to us much more for a sense of community than for anything else."

3. Member needs stay on the front burner. With a membership that lives on travel and tourism, the International Association of Convention and Visitor Bureaus, Washington, D.C., has been in the eye of the storm from day one. After an initial focus on providing resources and technical assistance to IACVB members in New York, Washington, D.C., Boston, and Pennsylvania affected directly by the terrorist attacks, Michael Gehrisch, president and CEO of IACVB, has concentrated his organization's efforts on working with the Travel Industry Association of America and Travel Business Roundtable, both in Washington, D.C., and the World Travel and Tourism Council based in London, to help with the educational effort to restore consumer confidence in traveling, to work with the meetings industry to make sure that meetings continue, and to work with the administration on travel safety. "We're trying to work with travel-related associations," says Gehrisch, "to support not only our segment of the business, but that of the en tire industry as a whole."

Paul Pomerantz, CAE, executive director, Society of Cardiovascular and Interventional Radiology, Fairfax, Virginia, found himself torn between dual roles on September 11. In San Francisco attending the annual meeting of SCVIR's umbrella organization, the American College of Radiology (ACR), Reston, Virginia, Pomerantz was charged with getting an important agenda item passed. As it turned out, the vote (to recognize cardiovascular and interventional radiology as a subspecialty profession) was scheduled for later in the day of the attacks. When it became clear that meeting participants were going to be unable to return home, ACR decided to proceed as planned. Pomerantz says, "I give the leadership of the meeting a lot of credit. They made a decision to complete their work in a dignified--albeit abbreviated--manner, since no one could leave anyway. They calmed and focused the group, explaining that the best way to honor the spirit of America was to continue to achieve the goals set for the meeting." Since the SC VIR resolution was passed, Pomerantz felt that he was able to work on behalf of the membership, although he was somewhat helpless in supporting his own staff and family.

In the interest of its membership, the Produce Marketing Association, Newark, Delaware, had to respond immediately to a flood of questions regarding PMA's Fresh Summit conference planned for Philadelphia October 26-30. PMA President Bryan E. Silbermann, CAE, explains, "With the event expected to attract 15,000 people from 70 countries--and to include nearly 3 million pounds of freight moving into the convention center--there were many issues to address. We needed to contact buyers, exhibitors, speakers, trade press, vendors, and so on. And once we made the decision to move ahead with the event, it was understood that everything could still change before October 26." (As we go to press, the event is still on.)

4. Humor has a role. Pomerantz provided in absentia support to staff by calling in humorous reports from the road. "We're not exactly folks with an affinity for camping," jokes Pomerantz. He, along with SCVIR's board chair, chair elect, a staff member, and the head of a sister society, made a trip to Eddie Bauer to pick up supplies before heading out into the "great void" in a minivan to return to Virginia from San Francisco. "Telling the staff about the rundown motel we found in Wyoming, where there were so many things flying around in my room that I slept with the light on, allowed them to lighten up." AHA's Weamer agrees that returning to his customary use of humor was important in reestablishing some sense of normalcy for the staff.

What now?

Association executives have been thinking long and hard about what their new priorities might be. ASAE's Olson points out some of the challenges: "Association executives are realizing the fragile nature of many streams of revenue that historically have underwritten programs and services. Advertising budgets are being dramatically altered, sponsorship revenues are showing some decline, and even memberships are impacted as companies seek ways to curtail their operational expenses." While association leaders identify necessary responses that range from the nuts-and-bolts to the philosophical, most agree on their top priorities.

Foster the humanization of relationships and be a role model. Michael Weamer says, "While I know all of our staff members and spend time with them socially, these events have further heightened the need for a sense of family around the organization. We need to communicate more effectively and frequently, while taking advantage of humanistic touch points."

PMA's Silbermann agrees: "Leaders need to communicate their vision and direction now more than ever. We cannot take things for granted; we cannot assume that people know what we are thinking. Being up front and personal as a leader is more important than ever before."

As a working mother, Kimberly Svevo, CAE, executive director, International Society for the Prevention of Child Abuse and Neglect, Chicago, has an additional agenda when it comes to human relationships. Since Svevo was in California on the day of the attacks, she didn't get to rush home and hold her children, which psychologists were recommending that parents do. Instead, when she did get back, she had to figure out when and how to make her two young daughters feel comfortable about an upcoming meeting she'd be flying to in Argentina. "Since it wasn't for three more weeks," says Svevo, "the girls seemed to be able to deal with that. And I intend to go. I feel a responsibility to attend but I also want my kids to know that they will have the opportunity to travel internationally and to run an organization or do anything else they aspire to."

Develop or strengthen your personal support system. "During times of crisis," reminds Butterfield, "the CEO must be the pillar of strength, while he or she is going through the same traumatic events as everyone else. What kind of supportive environment have you created for yourself?"

AHA's Weamer says it's his professional societies that he'll rely on even more heavily. "If you look at the New York Society of Association Executives," says Weamer, "its role in the overall health of this community is huge. Its board represents the likes of the American Red Cross, United Way, and NYC & Company. It's incredible what resources one association has brought to bear. So, when I think NYSAE and ASAE, I think about training, camaraderie, and partnership--in good and bad times."

Make increased efforts to foster mutual cultural understanding. SCVIR's Pomerantz has come to realize that "we have to make more of an effort to understand the cultures that we're doing business in. We've obviously been unaware of the undercurrents that flow within cultures. We need to understand those forces that threaten our world, what the passion and anger is all about, and what we might do about it." Pomerantz attended a meeting in India last year and realizes now that he might have gone with an additional agenda, one perhaps that included meeting with his counterpart to establish an enduring relationship that both would view as an opportunity for intercultural understanding.

Svevo has already experienced the advantages of international bridge building because ISPCAN's members include people in 120 countries. After receiving a flood of calls and e-mails from international members expressing concern, Svevo's staff posted the messages to ISPCAN's Web site (www.ispcan.org) along with a message extending appreciation for all of the support. "This was proof of how united our membership is and the sense of international community they've developed," says Svevo. "I'm even more committed to understanding the social issues that have caused anger of such an intensity--and what role our community can play in improving the situation globally."

Return to delivering the greatest value. "It's ironic," says Pomerantz, "that we are being called upon to do what we always should have been doing: leading an organization to do great things with extremely limited resources.

Butterfield suggests virtualization as a natural solution to the dilemma over meetings. "If people who had meetings scheduled when the tragedy occurred had offered portions of the meeting online or duplicated the exposition with a virtual trade show, these virtual components would have mitigated some of the impact." Butterfield also sees the possibility of the increased importance of state associations as venues for regional meetings.

Kriegel understands, too, that organizations are going to be moving forward with fewer resources. She says, "Our biggest collaboration--our annual meeting done in partnership with four organizations--may well be strengthened by the current rethinking about travel and meetings. Many of the joint members of the collaborating organizations had already indicated that they only wanted to go to one major meeting a year. I believe it's important to leverage other activities in this way, such as online education--which will probably finally take off as people are less willing to travel."

IACVB's Gehrisch agrees that the risk factor for meetings and conferences will definitely be affected. "The price tag alone for increased hotel and conference security will be significant," he says. "Additional costs for shipping exhibits may also come into play, as airlines put new security steps in place." On the positive side, a recent survey by IACVB of its members showed that while the cancellation rate for meetings scheduled between September 12 and December 31, 2001, is about 25 percent, the rate for 2002 is only 2 percent at this point.

Develop a clear sense of mission; establish shared cultural values. Management consultant J. P. O'Connor recommends that every organization take the YMCA's Mission Challenge. "YMCAs across the country have been challenging staff and volunteer leaders to audit their organizations and assess how they are incorporating their key values--honesty, respect, caring, and responsibilty--into every program and service. They look at everything from sportsmanship on teams to intergenerational conversations between seniors and kids to how people are greeted at the door--to make sure that reality matches with mission."

In his consulting practice, Butterfield intends to encourage association leaders to be deliberate in establishing a clear set of organizational values "that everyone embraces. Then when things happen, everyone knows what they are to do and how they are to treat each other."

Weamer experienced that cultural cohesion during the first meeting of AHA's board following the September events. "I sensed a quiet resolve as to the importance of our mission, our relationships that exist within the board, and the partnership with the staff. With that in place, there was a solid commitment to go forward."

As they typically do, association executives are picking up the pieces and moving on. Gehrisch knows that "as leaders we must be motivated and inspired to move our organizations, staff, and membership forward. Whether related decisions are based on wisdom, on past experience, or something else," he says, "the ability to keep making decisions--sometimes without having all the facts--is key."

Some, like Robin Kriegel, with a huge meeting on the tracks for February, are making supreme efforts to ensure close-to-normal attendance by maintaining steady communication with members. At the same time, she says, "My board chair asked recently, 'What if something else happens between now and February?' That's the big question that none of us can answer: What if?"

Carole Schweitzer is executive editor of ASSOCIATION MANAGEMENT.

RELATED ARTICLE: CEO SUPPORT GROUP

ASAE staff and members have offered a number of recommendations for association leaders to support them in carrying out their new priorities.

PLANNING FOR CRISIS MANAGEMENT AND DISASTER RECOVERY. The Federal Emergency Management Agency provides a detailed guide to help organizations prepare for emergencies. It is available at the FEMA Web site at www.fema.gov/library/bizindex.htm. The Forbes Group, Fairfax, Virginia, is making available to ASAE members its "Seven Step Crisis Management Formula." Contact Bruce Butterfield, CAE, president and CEO, by e-mail: [e-mail] for a copy.

To discuss collaborative programs for disaster planning and recovery, contact Robert F. Rowell, CAE, president and executive director, National Art Materials Trade Association, Huntersville, North Carolina, by e-mail: [e-mail].

REDUCING LEGAL AND INSURANCE RISKS. The report from ASAE's September 21, 2001, audioconference "Must the Show Go On?" offers guidance for association leaders for facing the growing challenges to associations, including the future implications for meetings. Read the report on ASAE's Web site by going to asaent.org and clicking on "newsroom."

PLANNING FOR THE FUTURE. The ASAE Foundation's latest research postulates the questions that will start the right conversations imperative for associations to thrive in the future. Consider this tool, "Exploring the Future: Seven Strategic Conversations That Could Transform Your Association." The executive summary, along with order information for the expanded report, is available by going to www.asaenet.org/foundation/seven/.

DISCUSSING LEADERSHIP IMPLICATIONS WITH COLLEAGUES. ASAE has initiated a new listserver for members to discuss implications of the national crisis, particularly those affecting associations. To participate in the list, go to www.asaenet.org/networkinglistservers and choose "go to lists." Click on "Open Lists," scroll down to and click on "Crisis Management," and you will arrive at a page that provides options for joining the list or simply searching the archives. If you choose to join the list, complete the e-mail address and name fields as noted, select "Save" at the bottom of the request form, and you'll receive an e-mail confirmation notice along with further instructions.

BENEFITING FROM UPDATED EDUCATIONAL PROGRAMS. The ASAE Management and Technology Conferences and Exposition, December 2-4, 2001, at the Baltimore Convention Center, have been repositioned to reflect today's business climate, including the challenges of the economy and the immediate needs of today's association executive. For information or to register, visit: www.asaenet.org/mt.