MAGAZINE VOL. 2, ISS. 1 2025 ASSOCIATION EXECUTIVE President & CEO, ISA
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32 Associations—Don’t Do That! ASSOCIATION MANAGEMENT 18 Volunteer Applicant to Association Champion Building a More Inclusive Association BUILDING INCLUSIVE COMMUNITIES 20 Ditch the Annual Plan A New Approach to Professional Development POWER MOVES 35 From Baby Boomers to Gen Z How WCAG Drives Association Success DIGITAL CROSSROADS 10 Leading With Learning Teaching the Art of Designing for Belonging 12 Where Heroes Go To Compete How One Federation Turns First Responder Wellness into World-Class Athletic Events EVENTS 16 Breaking the Revenue Mold APMP’s Rick Harris on Creative Growth Strategies LEADERSHIP VOL. 2, ISS. 1 2025 MAGAZINE Thank You to All of Association Chat’s Sponsors! 04 Letter from the Editor 28 Creative Intersections NEW! 38 Flock Around and Find Out 41 Word Search 43 Overheard in Associations COLUMNS ASSOCIATION EXECUTIVE PROFILE Lori Anderson, President & CEO, International Sign Association (ISA) p.22 Creative Intersections Original Fiction, Poetry, & Creative Non-Fiction P.28 Sister Rita How an Atheist Became Guardian Angel to a Nun
4 Letter from the Editor As I write this on a chilly January evening, my household is in delightful chaos. The Chiefs and Eagles are headed to the Super Bowl again, and as someone who grew up in Chiefs Kingdom but married into an Eagles family, I’m already bracing for another “house divided” Super Bowl. (At least Kendrick Lamar’s halftime show will give us a brief moment of unity!) But beyond my personal football drama, 2025 is already proving to be a year of profound challenges and opportunities for our association community. The devastating wildfires in Los Angeles have us watching closely, particularly as we think about ASAE Annual later this year. Meanwhile, seismic shifts in federal DEI policy and nonprofit taxation have many of us asking: How do we protect our organizations while staying true to our missions? This issue of Association Chat Magazine tackles these questions head-on. Rhonda Payne’s “Winners Keep Score” provides a masterful framework for navigating DEI initiatives in an increasingly complex landscape. Her PRESS framework offers practical guidance for association leaders wrestling with how to maintain momentum on inclusion efforts while adapting to changing circumstances. Lori Anderson’s journey, beautifully captured in our cover story, reminds us that transformational leadership often requires both vulnerability and vision. Her emphasis on human connection and storytelling as leadership tools feels particularly relevant as we navigate this year’s challenges. Speaking of transformation, Elizabeth Peuster’s “Ditch the Annual Plan” challenges us to rethink professional development in an AI-powered world. Her practical approach to “controlled curiosity” offers a fresh perspective on keeping our teams—and ourselves—ahead of the curve. We’re also proud to feature practical guidance on building more inclusive volunteer programs and a clear-eyed look at common association mistakes to avoid. These pieces reflect our commitment to providing both strategic insight and tactical solutions. As we move deeper into 2025, I’m reminded of something Lori Anderson says in our cover story: “Your to-do list will still be there when you die.” In times of rapid change and uncertainty, perhaps the most important thing we can do is pause, take those metaphorical “power naps,” and ensure we’re leading with both purpose and humanity. Whether you’re celebrating or commiserating with me about the Super Bowl outcome (by the time you read this, we’ll know!), I hope this issue provides both inspiration and practical tools for the journey ahead. Here’s to making 2025 a year of meaningful progress, together. KiKi L’Italien Editor-In-Chief, Association Chat Magazine associationchat.com EDITOR-IN-CHIEF KiKi L’Italien [email protected] PUBLISHING Big Red M 571-814-3443 [email protected] Design & Layout Juliette Miratsky Advertising & Sponsorships [email protected] ASSOCIATION CHAT PODCAST (available on) Apple Spotify Amazon Music LIKE/FOLLOW/SUBSCRIBE https://www.youtube.com/ @AssociationChat https://www.linkedin.com/ company/associationchat https://www.facebook.com/ groups/associationchat2 Copyright © 2025 Association Chat. All rights reserved. This material may be reprinted only with the expressed written permission of Association Chat.
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10 Events LEADING WITH LEARNING Teaching the Art of Designing for Belonging By Naomi Crellin As an educator teaching “Designing Events for Belonging,” I’ve structured the learning experience around three pillars: theory, tools, and technique. This semester, students had the unique opportunity to apply these elements to a real-world challenge: designing Marriott International’s Association Masters Event, scheduled for San Francisco in 2025. Three Essential Steps to Design for Belonging 1. U nderstanding Your Organization’s Definition of Belonging The first step in creating meaningful connections is understanding what belonging means within your specific context. The Wheel of Belonging serves as a valuable framework for this assessment, helping organizations identify their primary pathways to connection. Our most successful students demonstrated that focusing on one or two specific pathways yields more impactful results than trying to accommodate every possible avenue to belonging. Notably, these students recognized that belonging doesn’t begin at the event’s doorstep—it starts well before. They developed robust pre-event programs that laid the groundwork for meaningful connections, allowing them to understand and address participant needs months in advance. In an era where connection has never been more crucial, the events industry is witnessing a fundamental shift in how we think about gathering. At NYU’s Event Management MSc program, I used the fall semester course to reshape how future event professionals approach their craft, placing belonging at the core of the design intention. This article shares some of my reflections at the close of a semester where a group of students were exposed to a wide range of concepts on Belonging, including the Belonging Playbook. They were given wide latitude in how they chose to apply the concepts, with no prescriptive approach or ‘right and wrong.’ This provided insights into the aspects of belonging that felt most natural to grasp and apply. The Evolution of Belonging in Event Design The journey to understanding belonging in experiences began with a simple yet profound question from Google’s Experience Institute: what does it mean to belong, and how can we create it consistently? This query led to the development of the Wheel of Belonging, a comprehensive research project identifying eight distinct pathways to belonging. Through this work, one truth became crystal clear: while belonging means something different to everyone, there are universal themes that resonate across diverse audiences. Bosco & Leo used a Belonging Map to guide personalized approaches to preduring and postevent. Experience Journey map example from one of the student teams. Pathway Personas created by Nick and Qiyu, using the Belonging Playbook, incorporated statements from Valuegraphics Belonging Index.
11 Events 2. Strategic Integration of Belonging Belonging isn’t just a feel-good initiative—it’s a strategic imperative. Successful event designs marry business objectives with belonging goals, creating what I call a “virtuous cycle of events.” For membership organizations, this might mean focusing on member retention, recruitment, and value enhancement. Students were challenged to articulate how their approach to belonging served both the audience and the organizer. The most effective strategies began with the audience’s needs, and then identified authentic connections to the organizer’s values. This audience-first approach ensured that belonging initiatives felt genuine rather than forced. 3. The Power of Shared Stories Perhaps the most powerful tool in creating belonging is storytelling—specifically, story sharing. Stories about belonging naturally spark connection, but this principle extends to all forms of participatory engagement, whether in-person or virtual. This semester’s student projects showcased innovative approaches to narrative building. From creating community recipe books to organizing neighborhood exploration activities, they designed experiences that balanced independent discovery with collective sharing moments. These designs created natural opportunities for participants to share their stories and connect with others. Looking to the Future The results of this semester’s work extend beyond the classroom. Students reported a deeper sense of purpose when designing with belonging in mind, suggesting that this approach not only benefits event participants but also enriches the work of event professionals themselves. Through the Belonging Playbook and its companion website, experience creators now have access to a growing repository of tools and techniques for creating meaningful connections. While the complexity of belonging might seem overwhelming at first, success lies in starting in a focused and controlled area, and being intentional. As we prepare the next generation of experience designers, it’s clear that belonging isn’t just a trendy concept—it’s a fundamental shift in how we approach design. By understanding our audience, making belonging a strategic priority, and creating opportunities for story sharing, we can create experiences that don’t just gather people, but truly bring them together. The future of experience design looks promising as these emerging event professionals enter the field armed with tools and techniques for creating authentic connections. Their work this semester demonstrates that when we lead with belonging, we create experiences that resonate long after a single time-bound event ends, and that is community-building at its finest. A virtuous cycle indeed! Persona created by Helin & Huanzi drove their concept of creative expression and story. Hailey, Danica, and Joan used gamification and personalization of insights in the post-event phase to ensure meaningful community building beyond the event. 1 Understanding Your Org’s Definition of Belonging 2 Strategic Integration of Belonging 3 The Power of Shared Stories 3 Three Essential Steps to Design for Belonging
12 Events A Conversation with James King, President of the California Police Athletic Federation The morning I spoke with James King, firefighters were still battling the devastating Los Angeles wildfires. It was a stark reminder of why the organization he leads—the California Police Athletic Federation (CPAF)—plays such a vital role in supporting first responder wellness and resilience. “These folks don’t go away when the incident is done,” King told me, his voice carrying the weight of his 30 years as a firefighter. “They go back to work, and it never stops. That’s what it takes to be a true public servant—that constant show of grit, determination, and dedication to serving the public.” It’s this understanding that has shaped CPAF’s evolution from a small California-based organization to an international force in first responder athletics. Founded in 1967 by a competitive archer and Navy veteran turned police officer, CPAF now manages multiple large-scale athletic competitions, including the United States Police and Fire Championships (USPFC)—an Olympic-style event featuring 2,700 athletes across 28 venues and 35 sports. For association executives, CPAF’s story offers valuable insights into member engagement, event management, and mission-driven leadership. The organization has mastered the delicate balance of maintaining its grassroots authenticity while scaling to serve an international community. WHERE HEROES GO TO COMPETE How One Federation Turns First Responder Wellness into World-Class Athletic Events By KiKi L’Italien
13 Events From Competitor to Leader: Building Authentic Connection King’s journey from powerlifting firefighter to CPAF president exemplifies the organization’s approach to leadership development. “I literally started out sweeping floors and changing light bulbs,” he recalls of his early volunteer days. This ground-up understanding of both the athletic and professional aspects of their community has proven invaluable in building authentic connections with their members. Event Management at Scale: The Logistics of Legacy Managing events spanning from Los Angeles to the Mexican border requires exceptional coordination. CPAF’s success lies in their experience-tested model and strong volunteer network. “Volunteers are a life blood,” King emphasizes, echoing a truth familiar to association professionals. “Your association folks would know that with any of their events.” Sponsorship Strategy: Beyond the Brand CPAF’s approach to corporate partnerships offers an interesting case study in value-based sponsorship. Rather than focusing solely on traditional sponsorship metrics, they invite partners to experience their events firsthand. “We’ve actually tried to build a relationship with our sponsors,” King explains. “We invite them to our events so they can see everything...because really, that’s what you have to do. You’ve got to come out and see the competitive spirit, but witness the camaraderie.” Navigating Industry Challenges Like many associations, CPAF faces evolving industry challenges. Public safety agencies struggle with recruitment and retention, directly impacting member participation. “Departments are shorter staffed. They can’t allow their people time off,” King notes. This reality has pushed CPAF to adapt while maintaining their core mission of supporting first responder wellness.
14 Events Looking Ahead: The 2025 USPFC The upcoming 2025 United States Police and Fire Championships represents both CPAF’s legacy and its future. With 35 sports ranging from traditional Olympic events to industry-specific competitions like the stair race and ultimate firefighter challenge, the championships showcase the organization’s unique ability to combine professional identity with athletic achievement. The Association Executive’s Takeaway CPAF’s success offers valuable lessons for association leaders: authentic leadership born from deep community understanding, strategic event management that balances scale with personal connection, and sponsorship approaches that prioritize relationship-building over traditional metrics. But perhaps most importantly, it demonstrates how an association can evolve beyond its original scope while staying true to its founding mission. As King puts it, “We endeavor to encourage health and wellness among all public safety personnel and create lifelong memories for the athletes, their families, and the communities we serve.” For those wanting to learn more about CPAF and the 2025 United States Police and Fire Championships, visit www.cpaf.org. KiKi L’Italien is Editor-in-Chief of Association Chat Magazine and host of the Association Chat podcast.
Page Header INSIDE CPAF’S SPONSORSHIP STRATEGY Key insights into how one organization builds meaningful corporate partnerships while maintaining mission integrity The Foundation • 501(c)(3) nonprofit status • Historically minimal reliance on corporate sponsorship • Focus on event-based revenue sustainability • Small, efficient paid staff based in San Diego The Evolution CPAF’s sponsorship approach has evolved with changing economic realities: • Traditional event-based revenue model becoming challenged by rising costs • 35 sports across 28 venues requiring increased financial support • Strategic shift toward more active corporate development while maintaining organizational independence The Differentiator: Experience-Based Partnership CPAF takes a hands-on approach to sponsor engagement: • Sponsors are actively invited to attend events • Focus on allowing partners to experience the camaraderie firsthand • Emphasis on building relationships over traditional transactional sponsorships • Partners get to witness the intersection of competitive spirit and public service The Value Proposition CPAF offers sponsors unique benefits: • Connection to public safety community • Association with events that support first responder wellness • Engagement with athletes who are actively serving their communities Current Landscape • Challenging sponsorship environment • Sponsors increasingly scrutinizing investment returns • Organization maintains financial independence while seeking partnerships • Looking for partners who align with mission of supporting first responder wellness KEY QUOTE: “We invite them to that event so they can see everything... Because really, that’s what you have to do. You’ve got to come out and see the competitive spirit, but witness the camaraderie... At the end of it, it’s high fives and hugs... The sponsors, when they see that, they know that they’re a part of something—it’s not just sponsoring a brand or sponsoring an event.” — James King, CPAF President 15
16 Leadership 16 BREAKING THE REVENUE MOLD APMP’s Rick Harris on Creative Growth Strategies By KiKi L’Italien Picture this: A national championship belt, gleaming under arena lights, worn proudly by... a nail-driving champion? If this sounds unexpected, that’s exactly the point. In the world of association leadership according to Rick Harris, CEO of the Association of Proposal Management Professionals (APMP), the unexpected is where the magic happens. “People love to compete,” Harris explains, leaning forward with the enthusiasm of someone about to share a treasured secret. And he should know. Before transforming APMP into a powerhouse of innovation and growth, Harris orchestrated what might seem like an unlikely hit: the National Nail Driving Championships for the National Association of Home Builders. What started in a small room with 150 participants evolved into a million-dollar sponsored event complete with qualifying tournaments and those coveted championship belts that competitors prized more than the cash awards. This is a story about a successful event as much as it’s a masterclass in association innovation and revenue generation. And Harris shares this as a leader who has consistently achieved 10% or higher membership growth in 12 out of his 13 years at APMP’s helm. In an era where many associations still cling to the “breakeven” mindset of decades past, Harris offers a bold alternative vision. The Art of Strategic Fun “When you introduce fun into an association, you’ll get noticed, you’ll get press coverage, you’ll get more members, and you’ll be able to do more,” Harris asserts. But there’s method to this apparent madness. Before his association career, Harris spent 13 years in radio and television, where quarterly ratings determined survival. This background instilled a relentless focus on measurable results that he’s carried into the association world. His approach combines creative thinking with strategic execution. Take APMP’s transformation from what Harris describes as a “stodgy old academic” organization into a dynamic, business-focused community. The key? Understanding your business landscape and your members’ tolerance for change. The Partnership Paradigm Shift Harris’s perspective on partnerships might raise eyebrows among traditional association executives. He actively avoids the common trap of reciprocal agreements with other associations to split revenue. Instead, he focuses on strategic partnerships with companies that can provide unique value to members while contributing to the bottom line. “Just this last year, APMP has partnered with three companies and we’ve driven in over $100,000 in revenue off of those partnerships,” Harris reveals. His advice? Look either inside your membership or target companies you want to bring into your community. APMP’s partnership with Microsoft exemplifies this approach, bringing a major industry player into their membership while creating valuable opportunities for both organizations. The Innovation Lifecycle Perhaps most striking is Harris’s philosophy on knowing when to end successful programs. “When you’ve ridden the horse and you feel it tire, get off the horse and go find a new one,” he advises. This might seem counterintuitive, but Harris insists that ending programs at their peak creates space for fresh innovation and conditions your audience to anticipate what’s next. For new association executives looking to drive innovation while navigating organizational dynamics, Harris recommends starting with one or two signature initiatives rather than overwhelming the organization with change. “Map it to the ideas and words that the board has,” he suggests, “and show how you’re going to help meet that strategic goal.” The Growth Mindset Under Harris’s leadership, APMP has grown from one full-time employee (himself) and two part-timers to a team of 14, with plans for further expansion. He attributes this success to what he calls the “money tree” philosophy: “There are two types of association people... those who just look at the money tree and think it regenerates every year, and those who plant many, many money trees. Those are the people I want on my team.”
17 Leadership Revenue Growth Wisdom: Rick Harris’s Playbook Know When to Let Go » Watch for diminishing energy and excitement around programs » Plan to sunset most initiatives after 2–5 years » Make room for new ideas by retiring programs at their peak » Use successful elements from retired programs to fuel new initiatives Cultivate Innovation Sources » Pay special attention to younger staff members’ ideas » Visit tables at conferences to gather member feedback » Ask three key questions in every member interaction: - “How’s your family?” - “How’s business going?” - “What would you do to improve the industry?” Rethink Partnerships » Focus on company partnerships over association partnerships » Look for partners who can provide unique value to members » Target potential members as strategic partners » Evaluate partnerships primarily on revenue potential Set Ambitious Goals » Push beyond traditional growth metrics (2–3%) » Create stretch goals that energize your team » Tie initiatives directly to strategic plan objectives » Track multiple revenue streams for each program Make It Fun » Use competition to drive engagement » Create memorable experiences (like championship belts) » Don’t fear being different from traditional approaches » Look for unexpected media opportunities Strategic Planning Tips » Keep your strategic plan visible and reference it daily » Map new initiatives to specific strategic objectives » Create position papers linking ideas to strategic goals » Build revenue forecasts around multiple income streams “Take what you have and see if you can break it down and have it earn in two or three or four or five more ways.” – Rick Harris This growth isn’t just about numbers. Harris emphasizes that the ultimate measure of an association’s success is its impact on members’ lives. “Can you take a group of people and help move them to the next level in their careers?” he asks. “Do they make more money because they’re with you? Do their salaries increase?” Looking Around the Corner In an industry that’s constantly evolving, Harris emphasizes the importance of “looking around the corner”—anticipating trends and opportunities before they become obvious. This involves careful reading of industry publications, conversations with member company CEOs, and a willingness to take calculated risks on new initiatives. “Most of what we produce hits,” Harris notes, “because we’re looking around the corner.” This forward-thinking approach, combined with a relentless focus on execution and member value, has helped APMP consistently exceed growth targets and create innovative programs that serve their community while driving revenue. For association executives seeking to break out of traditional revenue models, Harris’s message is clear: the ideas are already there, waiting to be discovered within your organization. The key is creating an environment where innovation can flourish, maintaining strategic focus, and having the courage to try new approaches—even if they involve championship belts. KiKi L’Italien is the Editor-in-Chief of Association Chat Magazine and host of the Association Chat podcast. She explores topics that matter most to association leaders and professionals.
18 Building Inclusive Communities When an association thinks of their best members, all those members will have served in multiple volunteer roles with the association. Members who serve on committees or in other volunteer roles consistently show greater satisfaction and higher retention rates with their associations. While all associations leverage volunteers in some form or another, most don’t invest to create an inclusive process to engage members in becoming volunteers. This leaves potential volunteers excluded from contributing, and many associations missing out on great contributors. Here are five simple ways to better engage members to volunteer in order to create a more inclusive association and turn those applicants into association champions! Definition of Volunteer Opportunities Long time members know what is expected when volunteering, but new members are often left guessing. Presenting volunteer opportunities with clear guidelines on how long they last, what the time commitment looks like, frequency of engagement, location of the engagement, as well as any expertise that may be needed is critical. And then finding a way to centralize those opportunities in a single location will help members more easily self-select into opportunities, as well as help them return to find new volunteer opportunities. Easy and Intuitive Application The process for volunteers to get involved should not feel like a volunteer engagement in itself! While different types of volunteer opportunities may require different systems, ideally those systems won’t ask for overlapping information your association has already collected. Pulling customer data from your customer database into the application will streamline the application process. For any information you do collect, provide clear direction on the purpose of the information—don’t just ask for information, explain how you want to use it. And give applicants a clear indication of the process—let them know how many steps, what parts they have not completed, and allow them to easily return to the process if necessary. Listing of Qualifications Many volunteer opportunities are relatively low experience requirements—helping direct traffic at a conference, posting on social media, replying to community posts—but when a position does require a certain level of expertise, communicating that expectation is critical. Getting members to offer their time for something that they would never be selected for is a waste for both the members and individuals responsible for selecting volunteers. Providing clear direction and filtering on what opportunities are the best fit ensures a better experience all around. Consistent Review Process With any application there is inevitably a review process, and often the review is done by members. Members inevitably bring their own sets of standards or expectations to any review process, which adds to the challenge of evaluating qualified applicants. Providing those reviewers with a clear understanding of judging criteria is critical to the standardization process. This can be even more effective if reviewers are provided specific guiding questions to answer—that way even if applicants go through different reviewers, consistent criteria are being used to evaluate those applicants. This will remove some of the subjective aspects of the process and result in a more inclusive selection process. VOLUNTEER APPLICANT TO ASSOCIATION CHAMPION Building a More Inclusive Association By Justin Burniske
19 Building Inclusive Communities Clear Communication Throughout the process, ongoing communication is critical. While for some members the process may seem intuitive, newer members or those who have not previously engaged may not understand the timeline around the process. Reminders of deadlines and the decision timeline can remove doubt from the process. For members who are not initially selected for opportunities, follow-up on why they were not selected and potentially engaging them in other volunteer opportunities can help lessen the sting from not getting selected. They did after all offer to give you their time, so honoring that offer with follow up is critical. And don’t forget to engage them next time the application re-opens—targeted marketing to members who have previously voiced interest further ensures those members remain engaged and don’t feel marginalized by the process. Members often point to volunteering as one of the critical value adds provided by associations. We all spend a significant amount of our time and energy within our career, and the opportunity to give back is very satisfying—I personally feel the opportunity to serve as the Chair for the ASAE Technology Professionals Advisory Council has been one of the most fulfilling of my career. Ensuring your members have the opportunity to give back is critical both to your association’s success, but also in empowering your future association champions. Justin Burniske, MBA, is Principal Consultant and Co-Owner at Meta-Dao, where he helps associations align their technology with their mission-driven goals. Drawing from his extensive experience implementing technology solutions for purpose-driven organizations, Justin brings a unique perspective on creating inclusive digital environments that strengthen member engagement and organizational effectiveness. Members often point to volunteering as one of the critical value adds provided by associations. We all spend a significant amount of our time and energy within our career, and the opportunity to give back is very satisfying.
Power Moves 20 Early in my career, laying out my yearly learning path used to be a very easy task. During the budgeting season, I’d look ahead to conferences I wanted to attend, pick one, and submit my budget request. I’d attend local SAE events to grow my local network. As with anything, the availability of quality educational opportunities has expanded. From free webinars to online communities, anyone can learn anything. Now, with AI at our fingertips, we can satisfy any curiosity on a whim. This challenges the concept of an annual professional development plan. So, how do we stay ahead, informed, and ready to ensure our members are also at the cutting edge of their industries? Identify Trusted Resources The oversaturation of content easily leads to decision fatigue. There are providers within our sector that are fail-safe. But stepping outside of our bubble opens an incredible and overwhelming world of information. Where do you even begin? Of course, asking AI is an option. Use it to help you cut through the clutter and identify resources for you. A sample prompt for your model of choice could be: “I am a Chief Communications Officer for an association representing the XYZ profession. I need to ensure that I stay ahead of trends related to AI, marketing, and membership development. Acting as my professional development coach, find 5–10 podcasts, websites, and thought leaders I should follow.” Ask AI to teach you about a subject. For instance, “Teach me about RAG. Remember...I am not a technical professional or an IT programmer, so we’ll need to use words that make sense to non-technical people!” DITCH THE ANNUAL PLAN A New Approach to Professional Development By Liz Peuster
21 Power Moves Don’t forget that AI can also help you with ideating and brainstorming. Converse with it to help you streamline your thoughts and put together your personal learning plan. Where do you want to grow? Let AI help you identify those opportunities and assist you on your path. We’re also in the relationship business, so we instinctually rely on the experiences of others. This is where the power of community kicks in. Connecting with thoughtful professionals in communities (like Association Chat!) has significantly broadened my horizons and fed my curiosities. I know in those communities there are those who are experts in areas where I’d like to grow. When I seek resources, we humbly ask. Dedicate Time to Think Controlled curiosity is our friend. Like anything, it’s important to protect time for learning and have a structure. When we attend in-person conferences, that’s an easy feat to accomplish. Typically, the schedule is laid out, we can focus on the content at hand, and our brains are free to imagine, create, and think. But it’s important to have that time to “think” at home as well. When the concept of “carving out time to think” was initially presented to me, I imagined sitting on my couch staring at the wall. In reality, this is a special time to put Teams on “Do Not Disturb” and dive into learning. For learning to be effective, I must have a lesson plan (probably because I’m married to a teacher, who is very Type A about these things). Defining objectives (what are we going to learn about today/this week/this month?) ensures the time is productive and meaningful, not an hour to slack off, scroll social media, or go down random rabbit holes. When there is time dedicated to experimenting with a new tool, researching member engagement strategies, or listening to a particular podcast episode, we are more likely to fully engage. Establishing this habit is hard at first. We are all busy, serving members and our internal staff, and initially, setting time aside for continued learning (especially if there’s no CAE credit) seems frivolous and easy to punt. Block the time and protect it. Encourage your teams to do the same. Discuss the importance of this habit with your leadership. In Atomic Habits, James Clear discusses the concept of getting 1% better each day. He states that with a 1% improvement each day, your results will be nearly 37% better after one year. Imagine if every person on your team grew their knowledge and skill by 37% in 2025. How would that drive efforts toward enhancing your members’ experiences, building staff morale, and fulfilling your association’s mission? It’s a powerful notion, and you can achieve it. Short-Term Goals for Long-Term Gains The rapid rate of change has turned the notion of an annual plan on its side. I could not have predicted the trajectory of change my career experienced. I gained new skills and knowledge that revolutionized how I work. AI came on board and changed everything. I started using it every day and worked to learn as much as I could. I also started sharing what I learned with my peers and members. This direction changed everything. I shifted my annual learning plans to monthly and quarterly plans because I had to adapt so quickly. More important than setting goals was establishing the habit of continued and productive learning and planning. The era of “set it and forget it” annual learning plans is over. We must embrace a more agile and responsive approach to professional development. By leveraging the power of AI, tapping into the wisdom of our communities, and dedicating time for focused learning, we can navigate the ever-evolving landscape of association management. Remember, continuous learning is not just an individual pursuit; it’s an organizational imperative. Invest in yourself, empower your team, and watch your association thrive in the years to come. Liz Peuster, CAE, is a strategic association leader with over 20 years of experience in communications, membership, and technology integration. Passionate about enhancing the member experience, she has led innovative technology initiatives and achieved significant membership growth at prominent associations. Committed to leveraging AI and technology to transform operations and member value, Liz continues to drive impactful change in the association sector. My Favorite Things: » Association Chat (community, blog, show, book club) » Sidecar.ai » .orgSource & The Association 4.0 Podcast » The Artificial Intelligence Show » Do This, Not That Podcast » Atomic Habits by James Clear You do not rise to the level of your goals. You all to the level of your systems. —James Clear in Atomic Habits
Power Players A Conversation with Trade Association Executive of the Year Lori Anderson By KiKi L’Italien TRANSFORMED AN INDUSTRY THROUGH HOW In a basement somewhere in Alexandria, Virginia, one of the most influential leaders in the association world is taking a power nap. For exactly ten minutes, Lori Anderson, president and CEO of the International Sign Association (ISA) and newly named Trade Association Executive of the Year, lets herself disconnect. No phones. No screens. Just ten minutes of meditation and rest. This moment of vulnerability and self-care might seem surprising coming from someone who has spent the past two decades transforming an organization from turmoil to triumph. But it’s exactly this kind of authentic leadership—grounded in human connection and personal growth—that has defined Anderson’s remarkable tenure at ISA. “Your to-do list will still be there when you die,” Anderson says with the kind of practical wisdom that comes from navigating both professional challenges and personal battles, including breast cancer. “Give yourself some grace that you are doing the best you can in any given moment.” When Anderson took the helm at ISA, she was the fifth CEO in six years. The organization was struggling with board turmoil, staff turnover, and misaligned systems. Rather than rushing to make sweeping changes, she focused first on something more fundamental: getting to know her people. “I needed to be comfortable in my own skin and really get to know the individuals on my team as people, not as their titles,” Anderson reflects. “I needed to make sure I got to know board members in that same way.” This human-first approach laid the groundwork for what would become a comprehensive five-year transformation of ISA’s governance, membership, and financial structures. But even as she led this organizational overhaul, Anderson was simultaneously undergoing her own transformation—as a leader and as a person. LORI ANDERSON CONNECTION 22
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24 Power Players From Music Teacher to Industry Trailblazer Anderson’s path to association leadership began far from the boardroom, in a North Dakota classroom where she taught music. Growing up on a farm, she had been told there were only three career options for women in rural America: nurse, teacher, or farmer’s wife. She chose teaching, but eventually realized it wasn’t her calling. That willingness to pivot and evolve would become a defining characteristic of her leadership style. Under her guidance, ISA has embraced change across every aspect of its operations, from modernizing education delivery to reimagining organizational culture. “Culture is the most important job I have,” Anderson emphasizes. After attending an event where a Freeman executive challenged leaders to define their organizational culture, Anderson realized ISA needed both an assessment of its current culture and a vision for its aspirational future. This led to the development of ISA’s “culture code”—now a cornerstone of everything from hiring decisions to strategic planning.
25 Power Players Leading Through Stories Perhaps most striking about Anderson’s approach is her emphasis on storytelling as a leadership tool. She once devoted an entire two-day leadership congress to teaching CEOs the art of storytelling—though she admits she was initially hesitant to tell her board about the theme. “You can’t just go and say, ‘Yes, we had a meeting and we passed this bill,’” she explains. “You need to tell it in a story.” The initiative was so innovative that National Journal recognized it with an unexpected award, highlighting ISA’s creative approach to public policy communication. This appreciation for narrative extends to Anderson’s personal growth as a leader. She’s a voracious reader, consuming 70–100 books annually across genres. While business books have their place, she finds equal inspiration in novels, including an unexpected recent favorite about a philosophical talking pony that she says offers profound life lessons. Readers Are Leaders Lori Anderson’s Reading List While Anderson reads 70–100 books annually, she emphasizes that not all professional growth comes from business books. Here are some of her favorites: »Louise Penny’s Inspector Gamache Series—Anderson appreciates how the characters grow and learn from their mistakes across the series »Historical Non-fiction like “Boys in the Boat“ and “Devil in the White City“ that read like thrillers while providing historical context »Pony Confidential—A surprise recent favorite that Anderson says offers unexpected wisdom about life’s journey »Various Memoirs—She enjoys reading about others’ personal journeys and finding inspiration in their stories [Note from Editor: For your reading pleasure, be sure to check out this issue’s short story, “Sister Rita: How an atheist became guardian angel to a nun” by featured author Elaine Goodman!]
26 Building the Future Today, ISA is focused on meeting the evolving needs of an industry dominated by small entrepreneurs. The association recently unveiled a new learning management system and education strategy designed to make professional development more accessible to members who might be “out on a crane truck at two o’clock in the afternoon.” The initiative exemplifies Anderson’s approach to leadership: understanding your people’s real needs, meeting them where they are, and building solutions that serve both current challenges and future growth. As she reflects on receiving the Trade Association Executive of the Year award, Anderson maintains her characteristic humility. “I look at the amazing list of individuals who have received this award in the past, and it’s almost indescribable, the honor that it is,” she says. She’s particularly proud that ISA, as one of the smaller associations to receive the recognition, demonstrates the diverse impact associations can have regardless of their size. In an era where association leaders face unprecedented challenges—from political polarization to artificial intelligence—Anderson’s message is both practical and profound: take it one moment at a time, focus on what you can control, and don’t forget to occasionally retreat to your basement for a ten-minute reset. After all, as Anderson reminds us, the sign industry won’t fall apart if we take a moment to breathe. Neither will our associations. But they might just flourish if we lead them with the kind of human- centered, story-driven approach that has defined her remarkable career. Power Players
27 Power Players Professional Development Tips from Lori Anderson 1. Build Diverse Networks: Anderson credits much of her success to relationships built through organizations like ASAE’s board and the Council of Manufacturing Associations. 2. Find Multiple Mentors: “I’ve never been one to have one mentor because there’s so much you can learn from every single person you meet.” 3. Practice Self-Care: Set boundaries with technology, make time for exercise and reading, and don’t hesitate to take short breaks when needed. 4. Embrace Storytelling: Learn to communicate through narrative, whether you’re influencing regulators or inspiring your team. 5. Define Your Culture: Make organizational culture a priority and ensure it aligns with both current reality and future aspirations.
SISTER RITA How an Atheist Became Guardian Angel to a Nun By Elaine Goodman On rare occasions life sends us someone very special who steers us onto a different path, a new way of seeing our lives. When I quit my job as an adjunct instructor and art gallery director at the local community college in May 1996, I tossed my office stationery into a blender with water, added some dryer lint and turned the pulp into paper. Some of the paper became collages with playful, abstract designs and titles: “Us and Them,” “Flight,” that sort of thing. I had been an oil painter, experimenting with all sorts of materials but had never taken a course in etching. I thought the small sheets of paper I had made would lend themselves to etching. The Pennsylvania Academy of Fine Arts offered a part time summer etching class and I signed up. Every Tuesday I hopped onto a bus from my suburban small town in southern New Jersey and rode to Philadelphia to learn about etching, aquatint, and drypoint. One very hot, windy day on the way home from the etching class I waited for the bus on Market Street in Philadelphia, watching specks of dirt swirl up from the gutter to hitch a ride on my white shirt. At the crowded bus stop, a very tall, handsome, gray-haired woman in a white suit paced back and forth near me, looking anxiously at each bus that passed. Beads of sweat had formed on her cheeks. She turned to me and said, “I’ve been here for two hours and my bus has not come by.” I knew all of the buses to New Jersey came at least once an hour and asked her, “What bus are you waiting for?” She said her bus was the 610 for Brighton. “There is no such town in New Jersey and no such bus. Where are you trying to go?” “Mantua,” she said. “That is the town next to mine. The bus you want just passed a few minutes ago, the 410 to Bridgeton.” She looked uneasy. I grasped her arm lightly and said, “My bus is due soon. Come with me and I will drive you where you want to go.” As we settled into our seats on the crowded bus, I learned that her name was Sister Rita. She was a Dominican nun whose career included a lengthy stint as a college professor in Castro’s Cuba. She knew Fidel Castro personally. Her mother was a Roman Catholic convert. Sister Rita was the only girl in a houseful of boys. All but one of her six brothers had gone into the Catholic clergy. One was a bishop in the Far East. She was traveling to a friend’s house in New Jersey; that evening she would tell jokes at a priest’s retirement dinner. Telling jokes at various Catholic events had become her part-time specialty. On the bus, she regaled me with very clean, very funny jokes. “An Irishman said, ‘For our 25th anniversary I took my wife to Ireland.’ ‘What are you going to do for the 50th?’ ‘I’ll bring her back.’” Sister Rita periodically asked if she was boring me. I was laughing my head off. I began to realize that I was in the presence of a human being entirely pure, someone to whom subterfuge and calculation were totally foreign. I was in the presence of holiness. I knew I had met someone I would remember forever. Creative Intersections: Where Story Meets Innovation A New Quarterly Feature Research shows that reading literary fiction enhances emotional intelligence, empathy, and creative thinking—skills increasingly vital for association leaders navigating complex organizational challenges. A 2013 study in Science revealed that people who read literary fiction performed better on tests measuring empathy, social perception, and emotional intelligence. Meanwhile, Harvard Business Review reports that leaders who engage with narrative fiction often develop more nuanced approaches to problem-solving and strategic thinking. With this research in mind, Association Chat Magazine proudly introduces “Creative Intersections”—a quarterly feature showcasing original fiction, poetry, and creative non- fiction that illuminates the human side of organizational life. Each piece is carefully selected to spark new ways of thinking about leadership, community, and connection. Our inaugural story, “Sister Rita: How an Atheist Became Guardian Angel to a Nun” by Elaine Goodman, explores themes of unexpected friendship, trust, and the bridges we build across different worldviews—elements that resonate deeply with association professionals working to unite diverse communities around shared purposes. 28 Creative Intersections
29 Creative Intersections When we arrived at my town and got off the bus, we had to cross the wide main street to walk to my house five blocks away. I asked Sister Rita if she wanted to walk those five blocks or if I should get my car and come back to pick her up. “I’ll walk,” she said. I thought we were crossing the street together but turned to find that Sister Rita lagged far behind. Her face was flushed. She took tiny, clearly difficult steps. There was a bench at the bus stop on the opposite side of the street. Plan B was implemented: “Okay, Sister Rita. You sit on this bench and I will come back in a few minutes with my car.” I drove her to my house so that she could rest for a few minutes and have a glass of water. She gave me her friend Pat’s phone number and I called to tell her everything was okay and that Sister Rita would arrive at her house very shortly. We learned there was an all points bulletin out. The police were looking for Sister Rita in Pennsylvania and New Jersey. She had been missing for hours. Pat had called the convent and they sent out an alarm. No one knew what had happened and they feared for her safety. I told Sister Rita that when it was time to go home, she should call me and I would drive her; she was never again to take a bus to New Jersey. I made her promise that anytime she planned to visit her friend, she should call me. I would drive to Philadelphia and pick her up, “I forbid you to ever ride a bus to New Jersey again.” She laughed but agreed.
30 Creative Intersections Pat lived in a clean and orderly mobile home less than ten minutes from my house. She was very grateful that I had brought Sister Rita to her safely. She insisted I join them for what was now a very late lunch. I was pretty exhausted from a busy day but agreed to have a piece of apple pie. As we all chattered about the day’s ordeal, I took a large bite of the pie. As I swallowed it, I looked down at my plate and realized it was covered in abundant green mold. Gulp. I pointed out the problem to our hostess and she discovered that both of the pies she was about to serve were moldy. Really, really moldy. Sister Rita and Pat decided that I had saved their lives. Both were of considerable age (younger than I am now) and eating moldy pie could have made them very ill or worse. I looked over the rest of the food to make sure it wasn’t spoiled, found another pie similarly ruined, then headed home to see if a Martini would disinfect my stomach. Apparently it worked. I drove Sister Rita back home the next day. In the mail, I received a small gift and a thank you note from Sister Rita, telling me I was her guardian angel. Thus began a friendship I shall treasure forever. Sister Rita lived and worked at a home for working women operated by the Catholic Church. Aging nuns administered the large building near the center of Philadelphia, providing clean, safe rooms for young women, predominately immigrants who spoke little English. Sister Rita, who was in her 80s, was in charge and helped take care of both the nuns and tenants. The third time I went there, Sister Rita insisted I come inside and meet her co-workers. They welcomed me with warmth, as if I were some kind of celebrity. “We wanted to meet Sister Rita’s guardian angel! We heard so much about you.” I felt embarrassed but very grateful for all of their love and generosity. During our many subsequent rides back and forth, Sister Rita and I sometimes discussed religion. I was raised Roman Catholic but after my confirmation at age 13, became an atheist. I wanted to believe but couldn’t. By the time I was in my early 20s I had studied most world religions and concluded that just two made any sense to me: Taoism and Judaism. I I drove Sister Rita back home the next day. In the mail, I received a small gift and a thank you note from Sister Rita, telling me I was her guardian angel. Thus began a friendship I shall treasure forever.
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