EXCELLENCE BY ASSOCIATIONFall 2019 (vol. 13 issue 4) | www.csae.org
06 Evaluating Employees and Contractors
08 Managing a Team: A Lesson from Bees
ColoradoSociety ofAssociationExecutives
LISTENING INTELLIGENCE HARNESSES COGNITIVE DIVERSITY 12
www.csae.org | fall 2019 | 3
Contents
!"'GO Digital:An e-version of Executive Memo becomes available on www.csae.org once the issue is published. It’s a fun, interactive way to experience and share the magazine. Between editions, keep up on all things CSAE via Facebook, Twitter and LinkedIn.
5 News from the President
17 Tech Tip, Adobe Spark
18 Resource Review, Talent Generation
20 Member Spotlight, Nathan Cooper
21 Member Benefit, HR Worries? Let CSAE Help
22 Infographic, The Changing Workforce
The Mission: CSAE is the community where association professionals within Colorado connect, learn, and support one another.
The Promise: CSAE is committed to delivering high-value programs and services. If a CSAE member is not completely satisfied with any CSAE offering, CSAE will make it right or refund the member’s money.
CSAE is: All about leadership Committed to association excellence Future-focused Unique learning opportunities An effective advocate
fall 2019 vol. 13 issue 4
Executive Memo is the quarterly publication of Colorado Society of Association Executives (CSAE) and is provided as a benefit to members. Submit your article to [email protected]. Deadline for all material is six weeks prior to issue date. Submissions are edited and published as space allows. Letters to the editor, suggestions, comments and encouragement are welcome. Expressed opinions and statements in this publication do not necessarily represent the opinions of the CSAE board of directors or its membership.
Cover image, ©ingimage.com
About: Who We Are, What We Offer, Leadership, CSAE News, Committees and Volunteers
Learn: CSAE Events, Online Learning, Engagement Groups
Association Resources: Articles, Publications, Books, Legislative Updates, Research and Reports
Career Center: Job Postings, Certification Information
Join CSAE: Membership Information
Don’t forget to check out csae.org for more resources, stories and inspiration.
On the Web www.csae.org
6 Tips for Evaluating Your Employees and Your Contractors
8 Everything Bees Taught Me About Managing a Team
12 Listening Intelligence Harnesses Cognitive Diversity
Features Departments
ColoradoSociety ofAssociationExecutives
4 | fall 2019 | www.csae.org
FALL 2019
Executive Memo is the official magazine of CSAE, Colorado Society of Association Executives. CSAE brings together association leaders to foster professional and personal excellence through unique learning opportunities that inspire members to achieve more and guide associations into the future. Copyright 2019 Colorado Society of Association Executives
CSAE EDITORIAL COMMITTEE:MARILEE YORCHAK, CAE, CO-CHAIR
Digital Analytics [email protected]
303.728.4395
LESLIE SHIVERS, CAE, CO-CHAIR, CO-EDITORAssociation Pro to Go
LANCE RITCHLIN, CO-EDITOR R-Star Productions, Inc.
FRANCINE BUTLER, PHD, CMP, CAEEmpressa Consulting
[email protected], ext.105
MELANIE [email protected]
303.948.4266
BECKY ROLAND, CAE Phoenix AMC
MOLLY SAUSAMAN American Beekeeping Federation
LAURIE SHIELDSLaurie Shields Design
CSAE EXECUTIVE DIRECTORJOAN TEZAK, CAE, CMP
CSAE PRESIDENTRHONDA SCUREK
Housing and Building Association of Colorado Springs4585 Hilton Parkway, Suite 100Colorado Springs, CO 80907
[email protected], ext. 119
PUBLISHED BY:Colorado Society of Association Executives (CSAE)
8690 Wolff Court, Suite 200Westminster, CO 80031
303.650.0301 office303.650.1450 fax
www.csae.org
SALES CONTACT:KATIE WHITE
The Wyman Company 352.388.7031
ColoradoSociety ofAssociationExecutives
www.csae.org
Agile Technical Solutions for Today’sMembership and Certification Needs
Proudly Serving the Association Community since 2005
ColoradoSociety ofAssociationExecutives
PROUDMEMBER
agilutions.com
WESTERN
Authenticity. Hospitality. Experience.
CHEYENNE.ORG800-426-5009
Rhonda Scurek
www.csae.org | fall 2019 | 5
NEWS from the president
What’s Your CSAE Story?
Where has the year gone? It seems like only yesterday we convened in Pueblo for our 2019 Annual Conference. Although the year has been moving forward at what seems like rapid speed, I hope you have been able to join CSAE for one or two of our many programs this fall. My goal is to make CSAE the place to be—excellence by association—and I hope you are seeing that in the wide variety of programs that we packed into the first quarter this year. Whether you are a CEO, Executive Director, Sales Manager, or in charge of business development, our goal is to bring you education that you can use the next day in your professional life.
The board has already met twice and will be meeting one more time before we close the chapter on 2019. In our first two meetings, we focused on the strategic priorities for the next three years for the association. From our discussion, we identified three key focus areas:
• Connect • Learn • Lead
Great buzz words, but how will this translate to CSAE?We plan to connect by continuing to tell our story, but, more importantly, we want to know—what is your CSAE story? You joined CSAE for a reason, and we want to know why, and how we can surpass your expectations. CSAE is about collaborative dialogue through our association members. How can we help? What are you looking for? The board wants to know. By asking these questions and working together, we will make a stronger CSAE community.
Lunch with Leaders is the foundation, but we are so much more. CSAE offers resources to learn at your pace. Twice a month, members can join live webinars for a minimal cost. These webinars are CE accredited and cover a wide variety of topics ranging from cybersecurity to member engagement to marketing. If live webinars do not fit your schedule, CSAE has more than 100 self-paced, online seminars. To find out what is available, visit www.csae.org/csae-events/. The CSAE website also offers a multitude of articles from governance to membership to personal development. Take a minute to explore the Association Resources tab, and I guarantee you will walk away with a least one new idea you can use in your association or business.
Our last strategic priority is Lead. We realize that change is happening throughout the association and that change has a name: The Millennial and Gen Z Workforce. Millennials and Gen Z now represent approximately 38 percent of our workforce. These tech savvy and out-of-the-box thinking generations have resources to offer and the older generations need to foster those resources through mentoring and taking the time to truly listen. Millennial and Gen Z workers want a mentor, and CSAE needs to take advantage of that need and reach out instead of complaining that these generations are too focused on tech and the C-suite.
I invite you to become part of our strategic priorities. Tell your story, ask that question or reach out to someone who may not be struggling but just looking for that person to mentor them. You never know whose life you may change.
By S. Lorrie Ray, Esq., SPHR, SHRM-SCP
FOR EVALUATING YOUR EMPLOYEES AND YOUR CONTRACTORS
TIPS
6 | fall 2019 | www.csae.org
4. One skill that can be difficult to acquire is determining priorities. If an employee is not prioritizing well, meeting more often for a period of time might help the employee develop this skill.
5. At some point, employees need to demonstrate that they can perform the functions of the job. Some employees learn more quickly than others. Expecting all employees to learn quickly will lead to disappointment. Determine a reasonable time for employees to start exhibiting satisfactory performance. If the skills are not acquired in that time frame, allow the employee to move on to a position where they can be successful.
IF THE ISSUE IS BEHAVIORAL:1. Be clear in explaining how employees are
expected to behave in the workplace.
2. Offer plenty of praise to employees who treat others well, so that it becomes the norm.
3. If an employee’s behavior is unpleasant, describe the behavior carefully, and give examples of the kind of problems it causes, and explain exactly which behavior will not be tolerated. This will help the employee determine if this is a workplace where they will be able to work successfully.
4. Provide suggestions on how an employee might approach an interpersonal situation differently, so they can learn good behavioral skills in the workplace.
5. Do not allow an employee who behaves badly to stay at your organization, just because they are highly skilled. Allowing them to do so encourages bad behavior from others.
TIPS FOR MANAGING A DIFFICULT EMPLOYEEEvery manager does well with highly skilled, pleasant employees. When managing a difficult employee, everything changes. To be successful when faced with such a challenge, an important first step is to determine what category the problem falls into: skills or behavior.
IF THE ISSUE IS A SKILLS DEFICIT:1. Be clear in explaining the specific
expectations for the position. 2. Ensure that training has taken place
and has been complete by talking to the employee and finding out what he or she has learned.
3. When mistakes occur, describe not only what the mistake was, but how it impacts the business, and why it’s important that it be done correctly.
W e asked S. Lorrie Ray, Esq., Member Engagement Director with Employers
Council, to provide advice for successfully evaluating your staff. Some “staff” are direct employees, and some are contractors. She offered advice on how to successfully address issues and maintain a positive relationship.
©ingimage.com
FOR EVALUATING YOUR EMPLOYEES AND YOUR CONTRACTORS
www.csae.org | fall 2019 | 7
An independent contractor is free to seek out other business opportunities, which can include using advertisements, maintaining a visible business location, or communicating about the business through word of mouth.
• Independent contractors are usually paid by a flat fee for a “job.” Sometimes the nature of the services provided dictates an hourly payment, but this should be avoided if possible.
• An independent contractor realizes a profit or suffers a loss because of the services performed because the independent contractor operates as his or her own business.
RELATIONSHIP BETWEEN THE WORKER AND THE BUSINESS:• A written agreement between the
company and the worker shows the parties’ intent to form an independent contractor relationship, and is vital. The agreement will be relevant only if it reflects the actual relationship at the time the services are performed.
• When the business provides the worker with employee-type benefits, such as insurance, a pension plan, vacation pay, or sick pay, it is difficult to maintain an independent contractor relationship. The payment of company benefits to a worker is strong evidence of an employment relationship.
• While independent contractors can have long-lasting relationships with a company, a continuous day-to-day work relationship between a worker and an organization is an indicator of an employment relationship.
• If a worker provides services that are a key aspect of the company’s regular business activity, it is more likely that the company will have the right to direct and control the worker’s activities. Integrated services indicate an employment relationship.
TIPS FOR WORKING WITH AN INDEPENDENT CONTRACTOREach federal and state taxing agency has its own set of laws and definitions explaining which factors are important in determining whether a worker is an employee or an independent contractor. The intent of the parties is not the determining factor. Even if the worker requested to be classified as an independent contractor, the various agencies will make the determination using their own criteria.
The general rule is that a company may not direct or control an independent contractor. The relationship between the parties must be examined to determine if an individual is an employee or an independent contractor.
In 2006, the IRS announced a revised test that consolidates the IRS’s earlier, “20-factor” test into 11 factors, organized into three subgroups. The subgroups are behavioral control, financial control, and the relationship between the parties. Reviewing these subgroups is helpful in determining how to work with independent contractors so that they do not appear to be employees.
BEHAVIORAL CONTROL:• While it is okay to review the work
performed by an independent contractor, instructions about when, where, and how to work may not be discussed. This instruction includes setting working hours, the number and frequency of breaks, how the work is performed, and the type of equipment to use.
• Conversations about what needs to be done are expected, but training that the business gives to the worker, especially if that training concerns performing services in a particular manner, is not part of the relationship. Independent contractors typically use their own methods.
FINANCIAL CONTROL:• Business expenses are not reimbursed to
an independent contractor.• An independent contractor often has a
significant investment in the equipment and facilities used to perform the services. An independent contractor should have his or her own tools and materials.
• Independent contractors make their services available to the relevant market.
CSAE MEMBER BENEFIT – HR SUPPORT
As a member of CSAE, you have access to resources and information on employment/HR issues through the Employers Council. Employers Council is more than 200 legal and HR professionals with experience and expertise in every facet of human resources and employment law. They are easily accessible and well equipped to address your issues. They serve employers of all sizes by responding to requests for assistance with timely, considered advice and providing all the tools necessary to attract, hire, train, and retain the best possible workforce.
CSAE MEMBERS RECEIVE THE FOLLOWING BENEFITS WITH EMPLOYERS COUNCIL:
• Access to the Employers Council website for resources including the handbook template and handbook planning guide, and a staff representative (Deborah Dale Brackney) who will answer questions for members on a 15 minute consult
• Access to Employers Council public training classes (registration fee not included)
• Access to Bulletin and Hot Topics articles: https://www.employerscouncil.org/about-membership/news
By Becky Roland, CAE, Phoenix AHC
S. Lorrie Ray, Esq., SPHR, SHRM-SCP, is Director of the Member Engagement Department for the Employers
Council. She has experience in the variety of problems facing employers, and is a frequent lecturer on employment law. Previously, Lorrie prosecuted wage and hour cases for the U.S. Department of Labor Office of the Solicitor.
Becky Roland, CAE, is the CEO of Phoenix AMC, an association management company that has been serving
the Denver area for 13 years.
8 | fall 2019 | www.csae.org
more pertinent question is: Do you put conscientious effort into managing?
Instinctively, my highest priority is the personal and professional well-being of my team. I’ve heard from employees, time and time again, that they feel greater quality of life when they enjoy and take pride in their work. Because the individual contributions of all the team members are what bring success to our organization, I see it as my duty as a manager to cultivate an environment that supports my team’s professional interests and aspirations and, in turn, their happiness.
My management style fits into the “servant leadership” bucket—a phrase coined by Robert K. Greenleaf in an essay titled
“The Servant as Leader.” This style is also called coaching, training or mentoring. The focus of servant leadership is to help employees improve their own performance. It’s effective for helping them develop and advance professionally and reach new levels of performance and productivity. The key to success with this management style is being trustworthy.
Nevertheless, a servant leader will have troubles with negative employees who are unmotivated. In my case, I do my best to hire positive and motivated people. For the most part, I’ve been very fortunate to have good people working beside me, but on occasion I have been known to cut my losses rather than waste time trying to support and coach someone who has no interest in flourishing.
While my management style works for me and has afforded me great professional gratification, I find it fascinating that another manager using a completely different style
Long before I became the executive director of the American Beekeeping Federation, I used the expression “you catch more bees with honey” to describe my interpersonal style. From my experience, people respond positively to kindness, and while I’ve built my management style around this principle, I often daydream about why no single management style reigns supreme.
Leadership experts agree that the best managers bring their talent, natural qualities and hard work together to find the best style for their specific situation, and they often employ different styles at different times depending on the circumstances. Are you one of these managers? Perhaps a
Interpersonal dynamics are fascinating. I read more about human nature and the complexities of relationships than any other topic, and I have made a conscious decision to be a positive influence on
those around me. So far, this decision has served me well.
EVERYTHING BEES TAUGHT ME ABOUT MANAGING A TEAMBy Molly Sausaman, Executive Director, American Beekeeping Federation (ABF)
www.csae.org | fall 2019 | 9
may have these same feelings. I find it even more fascinating to hear other managers complain about poor staff performance while neglecting to identify themselves as a possible problem. Hopefully, you are already in the habit of reflecting upon, revaluating and refining your management style. If not, I hope this article gives you the information you need to start.
Let’s take a closer look at some common management styles and how to use them. There is no limit to how many styles can be employed by one manager, if they’re done right.
AUTOCRATICAlso known as: Coercive, Directive
The autocratic management style is all about having full control, and micromanaging is very common. The manager makes decisions and takes on a “do as I say” approach. If employees fail to fall in line, they face consequences. Employees are motivated mostly through fear of discipline. The main benefit is speed and efficiency, as the manager’s orders are carried out.
This management style was common for the baby boomer generation, but it’s becoming less common today. It promotes very little learning, and new and innovative ideas are unlikely to emerge. Employee dissatisfaction is likely to be very high. This will ultimately result in low productivity and poor performance. In the long term, this top-down approach isn’t going to work. It should be used rarely.
AUTHORITATIVEAlso known as: Visionary, Transformational
The authoritative management style focuses on providing a long-term vision and keeping everyone on the team moving in the same direction. They entrust their employees to handle the details about how to get there. They don’t involve themselves in the day-to-day details. This management style gives employees a sense of freedom. Authoritative managers must have a lot of credibility to command great respect and cooperation from employees in following their vision.
Authoritative management helps motivate employees to work toward common goals and solutions. They are free to perform in a way that is most comfortable to them. This
allows them to strategize and innovate. Nevertheless, lack of focus on details can lead to problems, particularly if team members are inexperienced or new. Authoritative management is typically better for experienced professionals who are knowledgeable and capable of working with little or no supervision.
AFFILIATIVEAlso known as: People Come First
People are more important than their functions in the affiliative management style. It emphasizes conflict management and promotes harmony in the workplace. Team chemistry is a high priority. Affiliative managers motivate by seeing to it that everyone is happy and satisfied. This style doesn’t leave much room for a stern approach when poor performance needs to be corrected.
Affiliative management is great for keeping up morale, and feelings of self-worth and self-esteem will be high among team members. Since the emphasis is not on performance, employees are not subjected to a lot of pressure and may become complacent about their productivity. When a manager uses this style as a long-term management strategy, it is likely that performance of employees will be mediocre.
PARTICIPATIVEAlso known as: Democratic, Collaborative
The participative management style offers employees an opportunity to engage in decision-making. Employees are encouraged to voice ideas and take responsibility for results. Because there is a collaborative process involved, the participative management style encourages cooperation among employees, and they are willing to work hard to implement their collective vision. Employees will feel valued and morale will be high.
The participative manager is willing to listen to everyone and motivates by recognizing team effort and rewarding employees for it. This leads to better manager-employee relationships, meaning less turnover and greater employee loyalty. It also encourages employees to solve problems and develop innovative ideas. However, democratic decision-making takes time and
is best left to employees who are experienced and qualified to carry out their tasks.
SERVANT LEADERSHIPAlso known as: Coaching, Mentoring
Supporting employees is central to the servant leadership management style. Managers who embrace this style spend their time coaching and mentoring their team. It is effective for helping team members develop and advance professionally but requires strong interpersonal skills, high levels of credibility and expertise and a strong commitment to professional vision.
The learning experience that comes with this management style encourages a thirst for achievement among employees, improving their motivation and performance. It also promotes greater manager-employee trust, bonding and collaboration. Managers who oversee large groups of employees may not have the time to work this way, and a downside of the servant leadership style is the temptation for the manager to take on more work and mentoring than is practical.
LAISSEZ-FAIREAlso known as: Delegative
The laissez-faire management style emphasizes employee freedom. A laissez-faire manager will only appear present at the beginning of the work process to provide guidelines and the end to review the outcome and provide recommendations for improvement. This management style is popular in organizations where employees need space to be creative, and can result in a high level of job satisfaction and productivity for teams who enjoy autonomy.
A team of highly skilled professionals will thrive under the laissez-faire approach, but the lack of oversight is not appropriate for teams who cannot self-manage or solve problems on their own. If not careful, laissez-faire management may result in missed deadlines and poor work quality.
WHAT’S YOUR STYLE?Remember, there is no right or wrong management style. Do any of these management styles describe your approach, or do you think your team could benefit from switching things up?
10 | fall 2019 | www.csae.org
The nature of the organization and the work, personalities, capabilities, experience and values involved all affect the effectiveness of any manager’s style. Being aware of your management style and tailoring it based on these factors can improve your team’s productivity and employee morale, and reduce turnover.
I find it gratifying to see my team consistently churning out great work not because they feel the need to live up to my expectations but because they’ve developed high expectations for themselves. In my world, a happy team is a productive team and a productive team is a happy team. In keeping with my natural instincts, I methodically cultivate an environment in which my team can thrive. In turn, my team members are proud of what we’ve built together and go home feeling positive and fulfilled.
INSPIRATION FROM OUR PEERSAllison Gault, MBA, CAE, Executive Director, Colorado Nursery & Greenhouse Association (CNGA)
In a few words, how would you describe your management style? My management style is very flexible, transparent and collaborative.
How did you develop and refine your management style? After many years of managing people and having managers, I learned that not everyone likes to be
managed in the same way, so I need to be flexible to accommodate their style. Some employees want more direction and guidance, while others want to take a project and run with it. I also believe in transparency. Being transparent allows employees to understand the direction of the association and how their position fits into achieving our goals and serving our members. In addition, I’ve learned that a collaborative approach where employees are asked to provide input and feedback makes them feel like part of the bigger picture and purpose of the association. I also learn a lot from their ideas. It helps us to think outside of the box and provide great service to our members and industry.
How do you inspire your team to give 100 percent? I believe in leading by example and tying our work to the greater outcomes for the association and the industry. If my employees know that I’m giving 100 percent to my role and I’m clear about how our work benefits our members in tangible ways, it inspires them to want to do the same. In addition, understanding what motivates your employees on an individual basis is important. Providing recognition in a variety of ways (public, time off, bonuses, hand-written notes, etc.) is an excellent opportunity to show your employees that you care about them and recognize their hard work and achievements.
Has an employee ever told you something memorable that gave you reassurance about the effectiveness of your management style? I had an employee who suddenly had to take care of a family member due to a bad accident. This employee was a single mom who worked part-time and attended school part-time. We were able to provide her with a flexible work schedule so she could help her family member, be there for her kids, still go to school and get her work done. In her words, the flexibility was “invaluable and very much appreciated.”
Tyrone Adams, CEO, Colorado Association of REALTORS
In a few words, how would you describe your management style? My management style is based on collaboration, empowering and fun.
How did you develop and refine your management style? I developed my style through DELP and coaching for over 15 years.
How do you inspire your team to give 100 percent? By having them being involved in the process and decisions. Believing and trusting them to take calculated risks and decisions. If something doesn’t work, it’s not about punishment, it is more about learning from our mistakes.
Has an employee ever told you something memorable that gave you reassurance about the effectiveness of your management style? I hear it more from my peers and others who interact with my team. They like that I have their back and trust and empower them to be the professionals they are hired to be.
Molly Sausaman has served local, state, regional, national and international organizations over the past two decades and
relishes the dynamic nature of the association management profession. She can be reached at [email protected].
www.csae.org | fall 2019 | 11
To find out how your association can achieve more, visit us at naylor.com.
The feeling you get when you help associations {Achieve More}
for the last 50 years.
Naylor 2019 Happy Feeling - Dog - Colorado SAE 3.5x4.75.indd 1 2019-05-21 2:01 PM
Member FDIC
800.999.2190
[email protected] www.amgnational.com
We see solutions where others simply see challenges.TREASURY MANAGEMENT | COMMERCIAL LENDINGRETIREMENT & BENEFITS | WEALTH MANAGEMENT
We believe in speakers that would rather spark an idea than follow an agenda...
We believe in visionaries.
VisitCOS.com/meet
The Broadmoor
By Dave Momper, founder of Thrival Concepts
Listening IntelligenceHarnesses Cognitive Diversity
12 | fall 2019 | www.csae.org
Listening Intelligence
www.csae.org | fall 2019 | 13
©ingimage.com
14 | fall 2019 | www.csae.org
which we each habitually listen, the dynamic changes drastically. Listening intelligence heightens your own awareness of yourself and of how others listen—and of how others might think and what they care about. This allows your team and your organization to leverage that awareness to optimize the true impact and value of diversity in our organizations, because it affords an entirely new set of questions that can reveal and transform how well we communicate.
To further explore cognitive diversity, and to understand the impact of communication and diversity on performance, two key questions were posed to Patricia Elias, EVP, Global Head of HR and General Counsel for Service Source, a Denver-based global organization.
What are some of the key diversity factors and nuances that all executives should be considering?
Patricia Elias:In recent years, various studies have brought awareness to the benefits of a diverse workforce from top to bottom. Companies in the top quartile for gender diversity on executive teams were 21 percent more likely to outperform on profitability and 27 percent more likely to have superior value creation, according to a McKinsey & Company study published in early 2018.6 The strength of diverse teams is acknowledged to stem from diversity of background, experiences, and thought processes.7
Organizational design professionals have a litany of tools at their disposal for assessing teams and thereby attempting to develop and coach more effective group cohesion and collaboration. Blues have learned how to communicate and empathize with reds (DiSC); INFPs can see where ENTJs are coming
1 https://blog.hubspot.com/service/state-of-service-2019-customer-first2 https://www.achievers.com/blog/how-to-show-your-workforce-that-youre-really-listening/3 https://www.td.org/insights/listening-is-the-secret-weapon-of-good-leaders4 https://www.td.org/insights/mutual-respect-is-the-foundation-for-your-teams-extreme-performance5 https://www.tlnt.com/the-secret-to-innovation-diversity-and-listening/6 https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx7 https://hbr.org/2016/11/why-diverse-teams-are-smarter
Forty-two percent of businesses acknowledge they don’t formally listen to their customers.1 Simultaneously, employee engagement,2 leadership,3
performance,4 and innovation5 are directly impacted by poor listening. What are we all missing?
As much as the importance of listening is discussed in our organizations, the act of listening is misunderstood, and developing this skill is often misaddressed. This is where the concept of listening intelligence unlocks a new paradigm in how we think about communication and the impact that listening has on performance across the organization.
Listening intelligence is the awareness of the different cognitive habits we each apply as we process the information around us. As we problem-solve, set expectations, innovate, make decisions and take action, we are all listening to, and for, a certain subset of the available information.
We each have different priorities, values, backgrounds, expertise, experience, and responsibilities that affect our listening style. Those different styles comprise our cognitive diversity. Yet, often those differences lead to tension, conflict, disengagement, or delays in action, simply because people don’t understand or value each other's perspectives. Listening intelligence lets us actually (and finally) see the act
of listening, and it allows a team or an entire organization to objectively recognize and harness the power of that cognitive diversity in order to be stronger and smarter together, thus making more prudent, thorough, competitive, and meaningful decisions together.
We are each seeking out or filtering information in four key capacities: as connective listeners, as reflective listeners, as analytical listeners, or as conceptual listeners.
Connective listeners are seeking out and filtering for the information that relates to and impacts others. Reflective listeners are seeking the information that relates to their own knowledge and experience. Analytical listeners are seeking the details and objective facts that are available, and conceptual listeners are filtering for the big-picture possibilities and the new ideas that are available.
As we process information, we each apply all four filters to our interactions, but we prioritize, resulting in a hierarchy with various preferential weights to each filter. In short, we each filter for certain facets of information, before we tend to shift our attention towards other facets of information.
Historically, we approach listening in a binary and rhetorical way—are we listening, or are we not?—but when we can actually see the way in
How can leaders foster the skillset of listening in a way that drives productivity, innovation, and profits? How does the discipline of listening
first and on purpose make your entire endeavor more impactful, more human, and more fulfilling for all stakeholders?
www.csae.org | fall 2019 | 15
“ Harness the power of cognitive diversity.”
from (Myers-Briggs), and we’ve learned the dark and the bright side of our personalities (the Hogan Development Survey). And there’s plenty more where those came from. Most of these tools are heavily weighted on how we communicate with others, and how we prefer to be communicated with. Importantly, however, we all have distinct and equally important variations in how we listen.
In order to filter out the billions of bits of information flooding our brains every second, we’ve learned some tricks to help.8 As anyone who has attended an unconscious bias training session knows, those tricks can sometimes help (jumping out of the way of a rattlesnake) and sometimes hurt (making a hiring decision based on confirmation bias instead of facts and data). A trans-Pacific Islander woman will have different ways of filtering information as well as communicating than, say, a straight American woman. And an introvert will have different ways of filtering information than an extrovert. How we listen is a big part of how we filter this information, and raising awareness within our teams about these listening differences is an important step to celebrating the diversity within our organizations.
Verbal communication and the uptake of that communication (listening) has its challenges even when all parties involved are native speakers of the same language. Ever try to put a new CEO in front of the media on a sensitive topic? Think of Satya Nadella, CEO of Microsoft, speaking at a 2014 conference celebrating women in computing and implying that
How to combat the false-consensus effect and improve your organization’s communication? Think of your communications plan as your marketing department would. Advertising tutorials are filled with differing views on effective frequency—the number of times someone must hear your message before getting that buying feeling and then acting on it.11 If you must craft your message in multiple different ways, using not only different words but different communication channels, more individuals in your organization will hear your message. Second, as in marketing, employ a focus
women should avoid asking for a pay raise.9 Throw in a global organization, with different time zones (sleepy employees and those in the middle of their day who might be under greater stress), different native languages, and different idioms in the lingua franca (ever tried to explain a first down to someone living in Bulgaria?)—even the best communicators can be stymied.
How do you see communication and diversity intersecting in the organization?
Patricia EliasDiversity of background, thought, and experience brings an additional layer of required mindfulness in the organization when devising a communication strategy. In a global organization, diversity of native language speakers and cultures requires obvious shifts in strategy: plain language, absence of idioms, and sometimes more explanation of unique cultural concepts. However, intraregional diversity (of gender, race, ethnicity, age, etc.) is often less obvious.
The importance of diversity is underscored by the false-consensus effect: an unconscious (or “cognitive”) bias where individuals tend to overestimate the extent to which their opinions, beliefs, preferences, values, habits, and, yes, listening and communication, are normal and typical of others.10 If we think everyone hears the same thing we do when we communicate, we will be less likely to make the effort to be inclusive in our words and speech.
8 https://www.forbes.com/sites/daviddisalvo/2013/06/22/your-brain-sees-even-when-you-dont/#28bdd214116a9 https://www.theguardian.com/technology/2014/oct/10/microsoft-ceo-satya-nadella-women-dont-ask-for-a-raise10 https://dictionary.apa.org/false-consensus-effect11 For example, https://www.krusecontrolinc.com/rule-of-7-how-social-media-crushes-old-school-marketing/; https://www.catamountmarketing.
com/content/newsm/news?show=VIEW&a=39; https://www.ballantine.com/understanding-the-marketing-rule-of-7/12 https://www.nytimes.com/2017/10/08/business/dove-ad-racist.html grandlakecenter.com
• Scenic outdoor space for casual events and break times
• A 22,000-square-foot facility with a 3,000 sq.ft.auditorium, plus several smaller meeting spaces
• Tables/chairs, AV equipment, ceiling drapes, podium included with rental
• 20% multi-day discount for events lasting 3+ days
Continued on p. 16
group to vet your message. This focus group should, importantly, not only be comprised of individuals from different levels within your organization (from line workers and receptionists to managers to executives) but be comprised of individuals of different races, ethnicities, genders, sexual orientations, and ages. Skipping this important step has consequences: just ask Dove, who in an effort to celebrate women of different racial backgrounds, “missed the mark.”12
Improving your effective frequency, ensuring your message is vetted by your constituents, and simplifying your message are a great start—but these steps are not a panacea. Organizations large and small continually struggle with ensuring an important message is communicated from the leadership all the way to the entry-level employee. It’s a classic game of telephone: leaders believe their message is clear and concise, and have given the mandate that the same clear and concise message be cascaded throughout the organization. Come to find out (sometimes months or even years later), the message never made it. Why? It’s probably because your more junior managers didn’t deliver the message as directed. Don’t assume this failure to communicate is because of stubbornness or lack of understanding of the message. As with all initiatives, a communication strategy works best if the people being asked to deliver it understand what’s in it for them—and the impact to others and to the organization of their role in the process.
Inspire your managers to be a part of the overall communications strategy. Give them the information they need to appear knowledgeable about the initiative, including awareness of the entire communication plan, talking points for message delivery and objection handling, and the opportunity to ask questions of leadership. This method does the most to eliminate hurdles to clear communication and engagement by your teams. First, because the message is personal—it’s tailored to the audience more specifically than any corporate-produced email or video ever can be. Second, because it’s live—employees have the ability to ask clarifying questions. Third, it’s local—thereby eliminating many of the communication challenges that multinational companies face when crafting communication plans. And finally, it’s in-your-face: managers will hopefully be able to gauge their audience’s level of attention, listening, and understanding during a meeting when fewer distractions are present.
Empowering managers to deliver messages isn’t the end of the road for organizations. The same cognitive biases that stymie diversity in business will rear their ugly heads when a message is delivered—whether it’s an organizational directive or a performance coaching conversation. In addition to unconscious bias training to raise awareness of our own limitations, organizations must still embark on a multifaceted communications plan to ensure that the same message is delivered in multiple ways, on multiple platforms, and that the message is reinforced early and often.
ConclusionAs Patricia highlights, a multifaceted communication plan that raises individual and organizational awareness is essential to harnessing the cognitive diversity afforded by
all of our differences. In conjunction with the many valuable organizational development tools available, the concept of listening intelligence enhances and empowers the people of your organization to see listening and communication in an entirely new light. It allows individuals to understand themselves and others on a deeper level, and it prompts both empathy and appreciation for the diverse ways we are all cognitively processing the world around us.
Building your organizational communication strategy on the foundation of the awareness afforded through listening intelligence puts our fellow humans at the epi-center of all of our business endeavors, which is precisely where humans belong.
Ultimately, you can become stronger and smarter together by aligning everyone in the organization towards a common goal and purpose, and ensuring all people are concerted and clear about a communication strategy that describes and defines the tools, technology, systems, protocols, practices and disciplines that drive business performance and fosters happy, productive people.
Thank you to Patricia Elias, Executive Vice President, General Counsel, Head of Global HR of Service Source, for her contribution to the Q&A section.
Dave Momper is the founder of Thrival Concepts—a leadership communication training firm that empowers companies
how to approach the act of listening as a strategic business discipline. Dave is also the Executive Producer and Host of CreativeMornings/Denver—a monthly breakfast lecture series on creativity and design. Email Dave at [email protected].
12 https://www.nytimes.com/2017/10/08/business/dove-ad-racist.html
“ Millenials value talent and innovation as the greatest company asset.”
www.csae.org | fall 2019 | 17
EASILY ADD CREATIVITY TO YOUR SOCIAL MEDIA WITH ADOBE SPARK
TECH tip
As someone who has been using Adobe creative products since the early 2000s, I reluctantly gave Adobe Spark a whirl upon the recommendation of a trusted colleague who is a serious graphic designer (unlike myself who enjoys making pretty pictures just for fun). Adobe specializes in visual design and marketing software, but most of the products are geared toward professionals and have steep learning curves. This is not the case with Adobe Spark!
Adobe Spark is an integrated suite of three easy-to-use media creation applications that allow non-designers to develop impactful social graphics, web pages, and video stories in minutes, whenever and wherever inspiration
By Molly Sausaman, Executive Director, American Beekeeping Federation (ABF)
strikes. It’s a web-based platform that can be used on a desktop or tablet, or you can download the following three mobile apps from the App Store and Google Play.
• Spark Page: Create one-page websites where all the content is accessible via scrolling.
• Spark Post: Create social graphics such as feature texts and photos with overlaid design filters.
• Spark Video: Create animated videos. Edit your videos, add images and icons, record user voiceovers, add music background tracks, and more.
I love Adobe Spark because it alleviates the worry of keeping up with the Joneses in a world where multimillion-dollar advertising campaigns reign supreme. You can harness the talent of Adobe’s creatives and feel confident that your association’s look stacks up. The predesigned themes are set up to give you plenty of room for customization without the hassle of piecing together options ad hoc (and it won’t let you destroy your look by piecing together options that do not work well together).
If you’re juggling multiple roles and struggling to find time to make creative social media work for your association, give Adobe Spark a try. You might just like it!
©ingimage.com
18 | fall 2019 | www.csae.org
compared baby boomers, Gen X, Gen Y and Gen Z on a number of characteristics, such as what they want at work, work styles, flaws turn-offs, problems they face. It was illuminating, and any manager might want a desk copy just to be reminded.
There is also an excellent chapter on myths behind the millennial stereotypes such as: They’re lazy, they’re entitled, and they’re quitters (including 10 interesting reasons why they quit).
This is not exactly bedside reading, especially if you are over 50, but for anyone in the position of hiring and managing staff, the messaging is important. To quote the back cover: “She proves that it’s possible to create an organization designed to engage talent, and she provides guidance to do it.”
RESOURCE review
Sarah Sladek became as association household word upon publication of her earlier book, The End of Membership as We Know It. It is not known how many organizations changed their membership goals and/or operations based on her ideas…but it was significant. This book should have no less of an effect. The subtitle captures it all: How visionary organizations are redefining work and achieving greater success.
“We are in a workforce crisis.” These words are in the opening paragraph and address the core of the text. It is currently believed there are not enough young people in the workforce to replace retiring workers. Sladek challenges this premise. She maintains there are enough but they don’t want to work the same jobs in the same organizational cultures as their predecessors.
Enter the millennials! At the end of 2015, millennials, then aged 24–37, constituted the workforce majority. Sladek notes: “This is a generation that was born into and only knows a world powered by the trademarks of a ’Talent Economy’: innovation,
TALENT GENERATION
interconnectedness, globalization and opportunity. She points out that millennials have changed jobs three times more frequently than older generations because they don’t support the values of the business they work for and/or “their leadership skills are not being fully developed by their current employer.” They are the best educated, most protected and supervised workers. They are likely to change jobs to seek meaning and value. They value talent and innovation as the greatest company asset. Hence, the “Talent Generation.” The book highlights several examples of organizations that have abandoned traditional methods of workforce management.
The concepts of management and leadership are laid out in a table; following are some examples.
Management says “administer”; leadership prefers “innovate.” Tell becomes inspire; maintain becomes develop. Systems are people...etc. It is not difficult to see why leaders who grew up in the old school system might have a hard time with this!
The book is full of examples and tables. One I found most interesting
By Francine Butler, PhD, CAE, CMP, President, Empressa Consulting
Talent Generation: How Visionary Organizations Are Redefining Work and Achieving Greater SuccessBy Sarah Sladek(2017), ASAE: The Center for Association Leadership, 242 pps. Paperback
“ The trademarks of a ‘Talent Economy’ are innovation, interconnectedness, globalization and opportunity.”
www.csae.org | fall 2019 | 19
970.480.4012 | 101 South Saint Vrain Ave.RidgelineHotel.com
CONFERENCES, RETREATS & MEETINGSIdeal For:
Over 20,000 sq ft of Indoor/Outdoor Meeting & Event SpaceCustomized Catering Options
147 Newly Remodeled Guest Rooms
C
M
Y
CM
MY
CY
CMY
K
ridgeline_CSAE_ad_2019_3.5x4.75_print.pdf 1 12/20/18 1:29 PM
Ph. 303.799.9767 • Fax 303.799.9715Toll Free: 1.800.658.8005
www.selectprintingservices.com1501 West Tufts Avenue, Suite 101
Englewood, Colorado 80110
•Forms
•Labels
•Posters
•Postcards
•Brochures
•Business Cards
•Envelopes
•Letterhead
•Magazines
•Newsletters
•Pocket Folders
•Mailing Services
Established in 1989Price•Quality•Service
Save money with NPPMembership is free.Join today at mynpp.com
Let’s Build a Better Organization Together
COLORADO SPRINGS / DENVER / GRAND JUNCTIONLOVELAND / SALT LAKE CITY / SCOTTSDALE
EmployersCouncil.org
20 | fall 2019 | www.csae.org
NATHAN COOPER
Nathan has had a broad range of experience, including serving as a Legislative Clerk at the Iowa State Capitol, where he learned valuable insights for legislative relationships that he now applies in his current position. One of the biggest keys is to keep the lines of communication open with legislators, he says, even when there is not an issue at hand. It is important to attend the legislative coffees and check in with staff and legislators from time to time.
In addition to the Sheet Metal and Air Conditioning Contractors, he also served for a time as the Executive Director of the Iowa Wholesale Beer Distributors Association. When asked how he made the switch from beer to sheet metal, he credited the mentors in his life that have identified the opportunities available for professional growth and how to leverage the experiences and education he has to take the next steps in his career.
Nathan’s passion is pretty simple—it’s accomplishment. He loves that he
represents an industry that can show such obvious progress in the buildings that we construct. He appreciates the day-to-day changes that can be seen on high-rise building construction in the Denver area. Progress in building an association through advocacy, education and improving relationships is not always visible, but it is always a wonderful way to support members in accomplishing industry goals.
Like many Coloradans, Nathan likes staying active—traveling internationally when he can—Canada, Scandinavia and Ireland are some of his favorites. Locally it’s Broadway shows, jogging, yoga, Nordic skiing and traveling back to the cornfields on a regular basis that keeps him busy.
He got engaged in Copenhagen, Denmark. He says it is the most beautiful city he has seen and it holds a special place in his heart for good reason. He still considers his greatest accomplishment convincing his wife Laura to marry him.
Nathan was a reporter at the 2008 Beijing Olympics and was in the Bird’s Nest as a spectator when Usain Bolt broke the world record in the 100M. When asked what that energy was like to experience, he said that he didn’t fully appreciate what he was about to witness. It was very ambient, just like any regular track and field meet with races around the track and field events at the same time. When events stopped for the 100M Men’s Final, he saw Usain (who was not well known at the time) running away from his viewing point, clearing ahead, and then pulling up about a quarter way to the end of the race. It wasn’t until they flashed “World Record” and he saw the celebration that it slowly sank in what he had just witnessed.
Compiled by Becky Roland, CAE, Phoenix AHC
MEMBER spotlight
Executive Director, Sheet Metal and Air Conditioning Contractors’ National Association
Nathan Cooper is the Executive Director for the Sheet Metal and Air Conditioning Contractors’ Association. He says he joined CSAE because: “We expect members of associations we lead to volunteer their time to advancing their industry, so it’s important that we recognize that our own industry needs collaboration, education and volunteers to improve our own craft.”
“ It is important to attend the legislative coffees and check in with staff and legislators from time to time.”
www.csae.org | fall 2019 | 21
This member benefit through Employers Council provides you with:
• Access to website resources including the employee handbook template and handbook planning guide
• A qualified staff representative to answer your occasional questions in a 15 minute consultation interval
• Weekly and monthly email publications on employment law (hot topics) sent to you on request
• Public training classes offered by the Employers Council at affordable registration fees that address timely HR topics
HR WORRIES?–LET CSAE HELP
To find out more on how you can tap into any and all of these CSAE member benefits through Employers Council, contact the association office at (303) 650-0301 or send an email to [email protected].
Next time you have an HR issue and need someone to talk to, call CSAE and we will make an introduction for you so you can privately discuss your concern with a trusted, trained HR professional. Or, if your bylaws needs a review or if your handbook needs a refresh, let CSAE help by providing you a link to trusted templates designed for not-for-profits working in today’s environment.
Remember, CSAE and Employers Council are working together to make your life a little easier.
The human resource component in any association operation can be tricky. CSAE recognizes this complexity and has established a relationship with the Employers Council—one of the top HR associations in the country—to help you find solutions when you need help.
MEMBER benefit
By Joan “JT” Tezak, CAE, CMP, Executive Director, Colorado Society of Association Executives
22 | fall 2019 | www.csae.org
Marilee Yorchak, CAE, Digital Analytics Association, and Laurie Shields, Laurie Shields Design.
1 Make the work traceable2 Keep the employee engaged3 Create an atmosphere of trustSource: Keela.co blog: Why Nonprofits Should Embrace Remote Workers
The number of U.S. workers who telecommute has risen 115 percent since 2005,
1.8 million to 3.9 million workers.
Source: 2017 State of Telecommuting in the U.S. Employee Workforce report
Decisions made & executed by diverse teams delivered 60% better results.
36+64Diversity + Inclusion = Better Decision Making at Work
Inclusive teams make better business decisions up to 87% of the time.
40+60
87+13
87%
60%
Teams that follow an inclusive process make decisions
2x faster with 1/2 the meetings.
Source: https://www.forbes.com/sites/eriklarson/2017/09/21
More Americans now telecommute than take public transportation to work.
By 2043, the population of the United States will be “majority-minority,” i.e., the majority will be people of color. For the working age population (those between 18–64), the transition takes place in 2039.
8 million workers primarily work from home.
50+5050% of the U.S. workforce holds a job that is compatible with telecommting.
90+10
90% of workers say they would like to telecommute at least part time.
Source: National Council of Nonprofits
HOME
WORK
43%Source: Gallup Survey
of employees spend at least some time working remotely.
3 Rules for Success with Remote Workers:
p
Source: U.S. Census Bureau
64% percent of nonprofits have experienced at least one job candidate turn down the organization’s best offer and go somewhere else. Source: AssociationsNow, 2018
115%
“Diversity is being invited to the party; inclusion is being asked to dance!”
Source: D+I expert Verna Meyers
THE CHANGING WORKFORCE & IMPACT ON ASSOCIATIONS
CSAE
Str
ateg
ic P
riorit
ies &
Obj
ectiv
es
Mem
ber
Enga
gem
ent
Conn
ect
Lear
nLe
ad
•Of
fer fu
n, en
gagin
g ne
twor
king o
ppor
tunitie
s•
Foste
r par
tnersh
ips w
ithin
the as
socia
tion c
ommu
nity
•Ca
pture
the l
egac
y fro
m ou
r mem
bers
throu
gh
vario
us m
edia
aven
ues a
nd
shar
e with
the g
reate
r co
mmun
ity•
Enha
nce c
ommu
nicati
ons
•De
velop
profe
ssion
al sk
ills
that a
ddre
ss ch
angin
g de
mogr
aphic
s•
Prov
ide an
App
that
offer
s ins
ight in
to CS
AE•
Foste
r Eng
agem
ent
Grou
ps th
at ca
n exc
hang
e ide
as am
ong t
heir p
eers
•Of
fer re
levan
t ong
oing
rese
arch
, tren
d ana
lysis
and b
ench
marki
ng to
our
memb
ers
•Fo
ster b
usine
ss
conn
ectio
ns th
at pr
opel
finan
cial o
bjecti
ves a
nd
enha
nce m
embe
r ROI
•Of
fer a
leade
rship
prog
ram
that fo
sters
curre
nt me
mber
s and
attra
cts ne
w me
mber
s
Save the Dates!CSAE Annual ConferenceJune 3-5 2020Grand Hyatt Vail, Vail CO
