Associations Thrive Joanna Pineda

During this AANHPI Heritage Month, we need to ask ourselves: What can we do to end systemic sexism, racism, and any other ism that divides us and robs groups of opportunities?
In this episode of Associations Thrive, host Joanna Pineda interviews Sue Ann Hong-Whitaker, President & CEO at the Center for Asian Pacific American Women (CAPAW).
Sue Ann discusses:
How she flew to the U.S. on her own as a child, which taught her how to be independent, resilient, and adaptable.How CAPAW’s founder, Martha Lee, wanted to address the persistent sexism and racism that plagues Asian women professionals.How AANHPI women are more likely to keep quiet, keep their heads down, and do a good job, but not ask for what they want; THIS holds them back.How Sue Ann had a successful career working for a Fortune 50 company, but because of a reorganization and threats to her health from the lifestyle, she decided to make a change, and that’s when she became CEO of CAPAW.The mental shift of going from a large Fortune 50 company to a small non-profit with a tiny staff.How her number one job at CAPAW is to build relationships.How she became activated when the Atlanta Spa shootings occurred.CAPAW’s signature programs: The sHERO program and the APAWLI program. The sHERO program is for all women of color, with 5 or fewer years of experience in the professional workforce. The APAWLI program focuses on leadership and targets mid-career professionals who are looking to move up or explore their careers in a new and different way.To end racism, sexism, ageism, and all other -isms, organizations must partner to focus on solving these issues. CAPAW is focused on these partnerships.
References:
CAPAWsHERO ProgramAPAWLI Program

What will YOUR profession look like in the future? How are social, economic and technological trends shaping your future and how is your organization adapting to these forces?
Joanna welcomes the return of Vince Talucci, CEO of the International Association of Chiefs of Police (IACP). In episode 13 of Associations Thrive, Vince talked about his journey to become the CEO, and the changes that IACP has made to grow and thrive, by focusing on younger members, going global, IACP research, education, professional development, and law enforcement support. 
In this episode of Associations Thrive, Vince discusses:
How the IACP now has 34,000 members, double the number of members in 2016. How membership growth is being fueled by IACPs advocacy work, annual conferences, publications, and education.IACP just concluded a 10-city listening tour to find out what's on the minds of their members. They asked their members two questions: What is the most pressing issue confronting your agency, and what is the most important issue facing the profession?IACP members reported that the top-of-mind issues are recruitment and retention, officer safety and wellness, violence against police officers, legalization of marijuana, and highway safety.How IACP has a timeless strategic plan, but is always thinking about the future and where the profession is going. Technology and AI are issues they are tracking.How community policing and having police agencies that look like their communities are evergreen issues.When talking about AI and technology, civil rights, privacy, data storage, and ethical usage must be at the forefront of every conversation.IACP is exploring what AI is to the policing profession: what it is, the pros, the pitfalls, and interpreting these findings in a meaningful way for members.How staffing at police agencies in the future will include professionals who are complementing the police officers out on the street.How IACP is focused on leadership in policing organizations through the concept that everyone in a police organization is a leader.How IACP was already able to make quick decisions before the pandemic and continues to do so post-pandemic.Vince’s proudest moment during the pandemic was how his staff handled COVID.
References:
IACPIACP ConferencePolice Chief Magazine

This is a special episode of Associations Thrive. Director of Marketing, Leah Monica interviews Joanna Pineda, CEO and Chief Troublemaker of Matrix Group International, Inc. on the occasion of Matrix Group turning 25 this month. Joanna discusses:
When and why she started Matrix Group.How Matrix Group’s mission has not changed. We help associations and non-profits increase membership, increase revenue, increase engagement, and thrive in the digital space.How there is a real fit between the mission of associations and the capabilities of the web.How during the early days, Matrix group had MMM (Making Matrix Marvelous) nights, during which the staff would devote themselves to developing the internal systems that the organization needed to thrive, including the website, intranet, and extranet.The fortune taped to her desk that says: Nothing stays sold. We need to make sure that we demonstrate to clients that are still the best choice for them because of our services, tech, innovation, people, and culture, even if they picked us 10, 15, or 25 years ago.How to scale your services so that you offer your clients appropriate products and services during lean times and times when they can afford to make investments.How leadership development is one of the most important investments a CEO can make in her organization.Why she’s called the “Chief Troublemaker.”The story behind why Joanna doesn’t like to take no for an answer.The company fundamentals that are so important to the Matrix Group culture. Her favorites are “Do or do not. There is no try.” and “Don’t let your boss make a mistake.”How AI is changing how we do the work, as well as influencing new product development at the company.The advice that she would give to herself or any young entrepreneur just starting out.
References:
Matrix Group websiteOne of Joanna’s many blog posts on company fundamentals9th Anniversary blog post10th Anniversary blog post

How does your organization get started with AI? How does an organization develop deep AI expertise in AI, which arguably is the most transformative technology we will see in our lifetimes?
In this episode of Associations Thrive, host Joanna Pineda interviews Amith Nagarajan, Chairman of Blue Cypress. Amith discusses:
His ecosystem of companies that is focused on helping associations transform digitally through positive disruption.How he stumbled across associations 30 years ago and never looked back.How the people in the association market care deeply about their mission and members.How there are two types of innovation: customer-led innovation and inspiration that comes from other sources, including outside the industry.How, as a leader, he allocates a couple of days a week to experimentation.When to kill ideas that don’t make sense, even if those products are in flight.What leaders need to do is create more free time for themselves to think.How most of his time is spent being a cheerleader for AI to associations. In his opinion, AI is the most transformative technology that any of us will experience in our lifetimes.When it comes to AI, doing something is better than nothing. Start by allocating 15 minutes a week. By the end of the year, you will have developed deep AI expertise, especially when you dedicate time company-wide.How AI is here, and whether we ride the wave or are crushed by it, it will continue to accelerate and evolve for decades to come.Blue Cypress has several events coming up about associations and AI (see links in the show notes).
References:
Blue CypressSidecar GlobalBlue Cypress Events

Entrepreneurs, small business owners, and immigrants want to transfer their businesses to their children. Trust and estate attorneys make those transitions happen.
In this episode of Associations Thrive, host Joanna Pineda interviews Deborah McKinnon, Executive Director of the American College of Trust and Estate Counsel (ACTEC). Deborah discusses:
Her career journey to becoming Executive Director of ACTEC and her experience working with boards of large and small non-profit organizations.How ACTEC fosters engagement among its members through its Institutes, activities such as involving ACTEC fellows in the website redesign, and through educational content, including their podcast series.How ACTEC Institutes act as a training ground for young attorneys, instilling ACTEC's values and preparing them for Fellowship. How trust and estate law is important to small business owners who want to pass their assets to their heirs.The importance of attracting and involving young attorneys in trust and estate practice.How ACTEC can put on events, webinars, podcasts, and educational content through the involvement of their members and ACTEC’s amazing staff.ACTEC’s criteria for becoming a member includes at least 10 years of experience, community involvement, and nomination by a current ACTEC Fellow.How ACTEC has fosters continued learning, sharing information about the profession, and staying current on legislation affecting trust and estate law in different states.At meetings, ACTEC fellows who have been members for less than 5 years get a blue dot on their name tags. ACTEC fosters a culture wherein leaders are trained to seek out blue-dot members to make the new Fellows feel welcome and involved.
References:
ACTECACTEC Institutes

If your association went away tomorrow, what would be lost and who would miss it? 
In this episode of Associations Thrive, host Joanna Pineda interviews Michael DiFrisco, ED, American Academy of Cosmetic Dentistry (AACD). Michael discusses:
How cosmetic dentistry is on the rise; brands like Invisalign have become household names.How cosmetic dentistry is not a recognized specialty, but cosmetic dentists need specialized training.How membership numbers resurged after the pandemic. AACD Identified and catered towards best-fit members: the members who support the organization and are supported by the organization.How accredited members are the most engaged, and most likely to renew their memberships.How a recent membership survey allowed AACD to learn that 52% of their members are retiring within the next 5 years.For this year’s annual conference, AACD reached out to practice transition companies to become exhibitors; they sold out these spots!How AACD is reaching out to younger professionals to make up for the upcoming membership cliff.How AACD created the Dental Dojo to create a community for members.How ACCD created the Esthetic Skill Studio to compete against for-profit organizations. While updating their strategic plan, AACD asked their leadership and members, “If AACD went away tomorrow, what would be lost and who would miss it?” The answer was very clearly ACCREDITATION and it would be missed by accredited members and their patients.AACD has research that shows accredited members are more successful than regular members and regular members are more successful than non-members.Michael’s amazing formula for helping organizations articulate their brand promise: We are the only (blank) organization that does (blank) for (blank).
References:
AACD websiteDental DojoEsthetic Skill StudioAnnual Conference