Professional Development Forums FAST.

WITH INFORMATION AND EMERGING TRENDS TRAVELING AT lightning speed, associations are feeling the heat to gear up their professional development activities to keep members apace with the business environment. One way is to create highly focused forums geared to small, targeted audiences. The challenge? To identify the content, develop the programming, gather the expert presenters, select a venue, and market the meeting--all within a tight time frame.

In the case of the 2000associations:digitalNow conference, which Fusion Productions, Webster, New York, put together with the Disney Institute, Lake Buena Vista, Florida, for ASAE, conference strategists pulled it together in a mere three months. With programming anchored by three nationally recognized technology leaders and attendance focused on a high-profile cadre of association leaders, this first-of-a-kind forum is considered by planners and participants as having surpassed expectations. A hands-on technology lab, real-time meeting evaluations, and immediate access online to documents and visuals greatly enhanced the agenda.

Addressing conference participants, ASAE President and CEO Michael S. Olson, CAE, explained the origin of the conference: "The ASAE Fellows pushed us to quickly develop a focused meeting on advanced technology tools and how they could be used to assist members. We went to the people that we could count on as partners to put it together in just three months--Hugh Lee's team at Fusion Productions and George Aguel's group at the Disney Institute."

In interviews with ASSOCIATION MANAGEMENT, Hugh Lee, president and co-founder of Fusion Productions, and George Aguel, vice president and general manager of sales and services, Disney Institute, explained how they made it happen.

ASSOCIATION MANAGEMENT: How does an organization monitor the trends that will affect its membership in a big way--and that might serve as a basis for conference content?

Lee: We scan both macro- and micro-environments for trends that will change the future for our clients and that will have implications for the future services and solutions that we will provide them. At the macro-level, we attend technology conferences, track major publications in a variety of professions and industries, and review independent research. On the micro-level, we attend functions such as ASAE's strategic leadership events and think tanks, and we sponsor programs on our own Web site in which association leaders can talk about technology trends. By reviewing all these activities and aggregating the information, we try to identify the trends and the drivers--and consequently, the actions that must be taken. Associations should be doing the same for their members. For this conference, the ASAE Fellows had already identified the larger issue--advanced technology tools--so we focused on technology trends that we had been identifying through our scanning.

Aguel: When our leadership team steps back to consider the future, we try to open our minds to the relevant topics and trends that are resonating for us. While we consider concrete facts and developments, there's a certain amount of emotion and intuition involved in the nature of the process.

We consider most topics in the context of how they connect with the core competencies of Disney. For example, we think about quality service, leadership, operations, and of course, creativity--those things that we are known for. Within those competencies, we look for evolutions in industries that might affect a particular competency. For example, we do significant work with the health care industry, which we all know continues to go through significant change. Health care organizations need to be more entrepreneurial, but at the same time they need to be treating patients like guests, not patients. When we see such an emerging trend, we know we can insert our expertise there. We consider how we can approach the issue as a strategic leader with an appropriate venue--and whom we might partner with to bring some of the other necessary expertise into the project. For this conference, Fusion Productions was able to assemble high-tech experts and bring many of the particular technical elements of the digital age t ogether. That's why the marriage of the two companies worked so well with this conference.

ASSOCIATION MANAGEMENT: After identifying the appropriate professional development experience, how do you quickly pull together the resources to accomplish the project?

Lee: The dynamics of putting such a production together are exciting and sometimes scary. That's why the meeting design team is so important. To accomplish an effective meeting requires expertise in content, adult learning, art, production, technology, and logistics. We've assembled a team of seasoned professionals that we can trust.

The challenge of the time limitation, coupled with busy schedules, travel time, and the need to interact with Disney and ASAE on the project called for a new way of working. Along with face-to-face meetings, we expedited the planning process by using online tools such as distributive document management, virtual meeting tools, and project management tools. The most significant change in planning this kind of meeting is that everyone needs to be a content champion. You can't just be a logistics or PowerPoint expert anymore.

Also, to achieve speed, you can't stand on protocol. Decision makers must be at the table with everyone else. And from the contractor's point of view, we need to ensure that our people understand their critical role in accomplishing the objectives and goals. We also can anticipate that at some point, the process for speed--designed around content objectives and solutions, high interactivity, and takeaway--is reproducible in nearly a template solution. The specific set of takeaways and design, of course, changes with each event.

Aguel: One of the factors that positioned us to accomplish the short turnaround time was the history of our relationship with Fusion Productions and with ASAE. We knew from working together in the past that Fusion was ahead of the curve in terms of recognizing the content needs and in having the contacts to quickly bring the programming together. ASAE, of course, had already identified the central content focus and provided the high-level audience. For our part, we knew we could deliver the appropriate facilities and environment while facilitating the execution of a conference at this level. Recognizing the need to put it all together so quickly, we combined our resources and made it happen in record time.

Of course, the issue of limited lead time in which to notify people of the event was a particular challenge. And while we used some traditional marketing tactics--such as direct mail and material distributed at ASAE's annual meeting in Orlando--the more effective method was to get a link up on the Web right away and broadcast the event to the target market. I think this is an interesting and effective model that the attendees are already picking up on. And if you brand the event properly, you can get people to react on short notice.

ASSOCIATION MANAGEMENT: What kind of organization might consider putting together its own single-purpose conference--and is it advisable to consider dropping or altering other types of meetings given this new environment?

Lee: Single-purpose conferences are ideal for the association dealing with an environment that is changing quickly, is requiring fast actions, and is realizing that solutions are either unknown or evolving. That applies to most organizations today. With new demands on their time, the imperative for constant change, and the incredible amount of information available to them, members are looking more and more for solutions as well as networking. In addition, they don't always have time to attend traditional conferences. As life and information get more complex, I contend that we will see more meetings, but they will be smaller and focused around the specific issues that need to be solved. It's the high-tech, high-touch argument with a spin.

The more focused meeting can also help associations attract and retain members by creating highly energized issue/solution communities. Following up meetings with community online tools sparks new loyalty and new knowledge while extending your brand.

I also believe that associations need to look at conferences that have outlived their day. I would suggest, in fact, that they need to look at all products and services to evaluate relevancy.

Aguel: I would agree that when it comes to a focused meeting, virtually any organization might find it appropriate. The question is not so much about the types of organizations that can benefit from a single-purpose conference, but rather about the issues that are currently facing the organization. There will always be the need for organizational meetings of scope that cross disciplines and divisions. At the same time, it's no secret that there is an industry trend toward smaller events that are more focused on specific content.

This trend toward a focused exchange of ideas was a key component in the design of the Disney Institute. The intimacy of our learning studios, theater, and cinema provides a setting that is ideal for groups looking to focus intently on specific topics and ideas. Add to that our own programming and a cadre of facilitators and you have a venue that helps groups creatively explore relevant topics.

For us, focusing the meeting content on the most relevant issues comes down to knowing our clients. Our research team helps identify opportunities that are developing from industry trends, but we also have to work closely with our clients to know where they are migrating. When we are in discussions with one of our clients at the institute, for example, we set up an interactive dialogue about their industry, bringing in senior executives with whom to exchange information. We know that we must have a thorough understanding of all of the issues before we consider suggesting a modified business model or a new training intervention. To save time, we sometimes seek partners to support areas of expertise that we may not have--or may not have the time to acquire. In the case of the digitalNow conference, we didn't claim that we were acutely aware of the impact of the digital revolution on the association industry. But since Fusion Productions knowledge is in this area--and we knew the quality of their work--it made sense to partner with them. At Disney, we bring to the conference the institute environment, which has facilities to accommodate these kinds of programs and meetings, a brand that is identified with learning, and qualified facilitators who can make the most of the sessions themselves.

ASSOCIATION MANAGEMENT: What interaction between partners needs to take place when it comes to putting the program together fast?

Lee: A number of things must take place before, during, and after the meeting to keep things on the fast track. In preparation for the meeting, you must be sure to facilitate joint participation in defining objectives, designing elements, specifying roles and responsibilities of each partner, and setting timelines that will get the job done. We like to support this part of the process with a face-to-face meeting with key team players to kick off the project. If time and logistics permit, we schedule other face-to-face interactions at key predetermined points in the developmental process. We then back this up with online development capabilities that ensure speed. We use, for example, private, secured online planning boards that allow specific groups to see where we are on our timeline, suggest content and speakers, and review slides and scripts. Secured areas for budget spreadsheets also keep the financial side on track. For this meeting, we networked online registration directly to the Disney Institute. Conf erence calls with keynote speakers--who could simultaneously view details on the Web site--allowed us all to confirm that their presentations supported what preceded and followed them.

Another process we recommend is to tie in the entire supply chain of participants in the project--in this case the Disney facilitators, food and beverage staff, and Disney's top leadership. In general, we coordinate a project's remote producers, instructional designers, creative people, speakers, panelists, sponsors, and various equipment and technology folks.

During the meeting, we plan an onsite kickoff event to review content, design, and logistics. As the conference progresses, we have evening reviews of the feedback received from participants so that we can adjust the following days' design. At the digitalNow conference, for example, attendees told us that they wanted more breakout sessions during which they could discuss ideas and solutions with other association leaders. Consequently, we revised the schedules for the days to follow--allowing time for those sessions--and delivered the revised programs to participants' rooms during dinner.

Finally, we closely review post-meeting feedback. By paying attention to what meeting goers say that they want, we can redesign content and format to meet their future expectations. We can also determine if there was the perception of logistical problems and make sure those are corrected for the next time.

Aguel: For us, the preparation for an interactive, effective partnership begins with the assurance that our potential partner has the same sense of mission and vision that our organization has. This chemistry goes a long way in creating a powerful project--at lightning speed. Of course, it helps if you've already enjoyed a prior relationship with the particular partner, rather than to have to establish a brand new one with a group you've never worked with. When the players have good chemistry--and great mutual respect for one another's competencies in pulling the project together--then it is easier to move forward quickly. Then you can establish the details of your work plan with confidence that each party will fulfill the articulated goals on time and at a high-quality level.

Carole Schweitzer is senior editor of ASSOCIATION MANAGEMENT.

TALENT TEMPLATE

To further underscore the value of partnerships in developing power-packed meetings at a healthy pace, Hugh Lee, president and co-founder of Fusion Productions, Webster, New York, provides a template for ensuring that partners are made of the right stuff. "New issues require new participants and partners," notes Lee. "When considering a new partner, we create a list of the qualities and experiences that we think will he required for the particular project, and then match it to potential partners." Here are the key characteristics Lee looks for in an effective partner.

1. Knowledge and experience.

2. Commitment to the profession in general and the project in particular.

3. Business reputation for quality, ethics, and flawless execution.

4. An organizational culture that fits with yours.

5. Trustworthiness.

6. A mutual understanding that joint decisions will be made on the basis of data and experience. (Research, member input, and testing will be used in lieu of gut feelings, assumptions, or input from a select group of volunteers.)

7. Up-front agreement as to objectives, goals, and process.

8. A team mentality rather than stand-alone managers.

9. Early agreement on timelines and points at which monitoring will he done.

10. A history of using established measures for results.

11. Depth of talent.

12. Experience in our industry or profession.

13. A match with our brand image.

14. Reputation for high creativity.