Associations NOW Presents

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An original podcast from the American Society of Association Executives where we explore key topics relevant to association professionals, discuss the challenges and opportunities in the field today, and highlight the significant impact associations have on the economy, the U.S., and the world.

  1. 12/18/2025

    Leading Together: Strengthening the Board-CSO Partnership

    In this episode of Associations NOW Presents, guest host Joanna Pineda speaks with governance experts Glenn Tecker, Mark Engle, DM FASAE, and Jon Hockman, CPF, FASAE about the essential partnership between the board and chief staff officers (CSOs). Together, they break down how these roles differ, why their relationship is inherently interdependent, and how expectations shift across different types of associations. The conversation explores the competencies leaders need today, the role of trust and communication, and how associations can navigate rapid change—from the disruptions of COVID-19 to the growing impact of AI. The guests also offer practical strategies for fostering strong board–executive dynamics and close with reflections on what they hope to achieve personally and professionally in 2026. Check out the video podcast here: https://youtu.be/i5E0LcD_rhI Associations NOW Presents is produced by Association Briefings.   Transcript Joanna Pineda: [00:00:00] Welcome to this month's episode of Associations NOW Presents, an original podcast series from the American Society of Association Executives. I'm Joanna Pineda, CEO, and Chief Troublemaker at Matrix Group International, a digital agency to associations. I'm also host of the podcast Associations Thrive. Today we are excited to welcome Glenn Tecker, founder of Tecker International, Mark Engle, principal at Association Management Center, and Jon Hockman, chief practice officer at McKinley Advisors. Our topic today is the imperative of a healthy relationship between the chief volunteer officer and the chief staff officer. Gentlemen, welcome to the show. To make sure that we are all on the same page, I'm gonna ask you all this question. Who are the chief volunteer officers and the chief staff officers? Glenn, maybe you [00:01:00] can define that for us.  Glenn Tecker: The chief staff officer is the paid individual who is responsible for overall leadership and direction of the organization. The chief elected officer often goes by a variety of different names. A board chair, sometimes they're called president, sometimes they are called chief mucky muck. It really depends upon the history and the culture of the organization. Similarly, the titles of chief staff executive can change depending upon the history of the organization as well. Sometimes they're called executive director, sometimes chief executive Officer, sometimes president, oftentimes President, and CEO. So depending upon the history of the organization and the model of nomenclature, it's using the terms and the credentials can be different.  Joanna Pineda: Okay, so how would you describe the relationship between [00:02:00] the chief staff officer and the chief volunteer officer? What should be the relationship?  Glenn Tecker: It's based upon the expectations that member leadership has for the relationship with their chief staff executive. There are subtle but real differences. The expectations that the volunteer leaders of trade associations have for their chief staff executive versus the expectations that the volunteer leaders of professional societies have for their chief staff executives. Again versus, or different than the expectations that the volunteer leaders of cause related or philanthropic organizations have for their CEO. So there really is no one who earns that. You can put all of the answers to the question you've asked into  Joanna Pineda: John. Maybe you can explain how are the expectations different between say, a professional society or a [00:03:00] trade association. Jon Hockman, CPF, FASAE: The depiction that I would bring forward here. The pair between the chief staff and chief volunteer is the epicenter of leadership in the organization. Not exclusively, but it's the epicenter. And I think of it as a Venn diagram where those two roles have distinct responsibilities, but there's also places where they overlap. And we oftentimes talk about the metaphor of a bicycle. And the front wheel is where you set direction. And the back wheel is where the chain connects and powers the board chair, the volunteers at that front wheel. With the board setting course for the organization, the CEO, the staff committees, all the other ways that members are organized sit at that back wheel and power things forward. And so those are just very different roles, but they're obviously symbiotic to make it work.  Joanna Pineda: Mark, if I'm running say a charity, a nonprofit, maybe a disease related organization versus A CEO, who's running a trade association, are the expectations different of my role and of the relationship. [00:04:00]  Mark Engle, DM FASAE: I think the expectations are different, but they're based in competencies, and the competencies in those two areas are very different. The trade association execs are often a public face, so I was CEO of several trade associations. Actually, when we went to the Hill, we were leading the charges. The chief staff executive, I was, my title was president. We had a board chair, and they were the backup because they did not want to be on display for their companies necessarily. As for the industry. Whereas for a professional society, it's almost the reverse element of it where the CEO is the one who's putting in place the right ambassadors to represent the organization. So the competencies are aligned very differently on that basis. And again, with philanthropic organizations or public organizations that are out there raising money or trying to combat disease, for instance, they're trying to open doors, they're trying to support financially. The organization and moving it forward. So the competencies are [00:05:00] very different from what you're looking for a CEO in those VAs.  Joanna Pineda: Wow. Our topic today is the imperative of a healthy relationship, so why the word imperative?  Glenn Tecker: There's probably nothing more germane to the continuing success of a CEO than the relationship they have with their board of directors. That relationship in large measure is a model of the relationship that the chief staff executive and chief volunteer officer or chief elected officer has. It becomes the model of how the two will work together. What we have found over time is the successful relationships tend to be defined by a subtle but real understanding. That is that on the complex and often controversial issues that boards and [00:06:00] senior staff will face together, it's critical to understand which body of knowledge needs to be the primary driver of the selection of the solution strategy. If the body of knowledge is that's held by members who are sitting on the board, then staff needs to defer to the view of the members on the board. If the body of knowledge that's essential is the body of knowledge held by the staff in association management, then board members need to defer to the opinions and expertise of the staff. Asking the question, which expertise is needed for us to make a confident decision is probably the best start that you can had to sustaining that relationship over time. Mark and John will both agree. I am sure. That the relationship between a board and the CEO is as much [00:07:00] a personality that differs from combination to combination as it is in fact based upon a set of dispensable competencies that both the staff leader and the elected leader need to exhibit in their work together. Jon Hockman, CPF, FASAE: Yeah. If I could just build on Glen's point. Completely agree. As he predicted, and. If the culture of the organization is such that supports that sort of recognition that the body of knowledge sits at the board, that's where we go. If the body of knowledge sits at the staff, that's where we go. The core culture supports that. Great. Often it doesn't, and that's where things break down or get mucky, is navigating the way through that. It could be really a wild ride.  Joanna Pineda: Can we go a little bit deeper with this?  Jon Hockman, CPF, FASAE: Of course.  Joanna Pineda: I was on Facebook recently in one of the discussion groups where a lot of association execs hang out and somebody said, I'm in hell right now because my board chair is [00:08:00] micromanaging everything. That sounds like a situation where maybe the chief staff exec is thinking, this is my domain. The staff have knowledge here, but the board chair is causing trouble, if you will. How do you set the expectation about whose domain should be respected in what situations? Like the choice of an annual convention venue versus a position that you're gonna take on a government policy, for example. Mark Engle, DM FASAE: We try to move it through a policy base, if you will, so things like routine items, and I know conventions are important and people have a lot of emotion tied up into where that goes. If you can put that into a policy format, it reduces the effect development making a decision on that basis. And that really then becomes more staff driven if the board sets the parameters for it. So providing that clarity is helping define the line between board role and staff role. And that's where it comes down to the competencies. The staff has the competencies to [00:09:00] determine the profitability and the aims of that. Conference, if you will. If it's framed at the board level, then they don't have to get in that decision making loop every time and make what becomes an emotional decision. Joanna Pineda: Is that something that you teach your clients, for example, to ask the question, who's got the knowledge to be able to answer this question or provide guidance? Glen?  Glenn Tecker: Yeah. There are also some systems and processes which are essential to sustaining appropriate role definition. One of them is something that we refer to as a strategic board agenda. A key to all of this is understanding that boards will talk about what's on their agenda. So ensuring that the agenda focuses on items

    33 min

  2. 11/20/2025

    Powering Advocacy: Why PACs Matter for Associations

    In this episode of Associations NOW Presents, guest host Jarrod A. Clabaugh, CAE, president and CEO of the Ohio Society of Association Professionals, is joined by Mary Kate Cunningham, CAE, Chief Public and Governance Officer at ASAE; Dawn Mancuso, CEO of the Association of Schools and Colleges of Optometry; and Mark Falzone, President of Scenic America. Together, they dive into the essential role Political Action Committees play in advancing association advocacy. The discussion breaks down PAC compliance requirements, why PACs matter in today’s legislative environment, and how associations can more effectively engage their members and leaders in political action. The guests highlight recent advocacy wins—including efforts to halt costly tax reforms—and underscore the need for consistent participation to ensure the association community’s voice is heard. The episode closes with a clear message: advocacy is a shared responsibility, and association leaders must stay active to protect and advance their missions. Check out the video podcast here: https://youtu.be/k8Ys7y1lB_M Associations NOW Presents is produced by Association Briefings.   Transcript Jarrod A. Clabaugh, CAE: [00:00:00] Welcome to this month's episode of Associations NOW Presents, an original podcast series from the American Society of Association Executives. I'm Jarrod Clabaugh, President and CEO of the Ohio Society of Association Professionals. And this month I'm lucky to be the host of this podcast. Before we begin, I would just like to thank our three panelists for being on the call today. Thank you, Dawn, Mark, and Mary Kate today. We're excited to welcome Dawn Mancuso, the current chair of ASAE PAC, and also the Executive Vice President and CEO of Association of Schools and Colleges of Optometry. And the immediate past chair, our friend Mark Falzone, who is the president of Scenic America. And Mary Kate Cunningham, who most of you likely know, ASAE's, chief Public Policy Officer and governance officer. Friends, let's jump right into the questions. We have a lot to cover. Mary Kate, thank you for the great work you do and the rest of the team and the public policy department at ASAE. Would you mind [00:01:00] providing our listeners with a quick overview of what a PAC stands for and also what missions of PACS often are? Mary Kate Cunningham, CAE: Absolutely. Thanks so much for having me. So PACS are Political Action Committees and we're gonna talk about PACS at the federal level that are formed by trade associations, professional society and other membership organizations. And the goal is to support candidates that align with their policy goals and interests. The PACS are funded by voluntary contributions by individuals, so  they have to be by eligible members. Again, individuals and not corporations. There's a lot of restrictions around giving and around reporting to the federal government. So federal ballot prohibits associations from using dues or general funds for contributions to candidates. It's really just from your individual members. Also must have a designated treasurer for compliance. They also must register with the Federal Election Committee and follow very strict reporting and disclosure requirements. That includes regular filings and contributions and expenditures. [00:02:00] And for solicitation, they can only solicit from their restricted class, which is members, executives, and certain employees. For trade associations, they have to follow prior approval where they get specific approval from companies to solicit their individual members there. So the Federal Election Committee is what they have to follow the rules for, and we say sometimes in PAC world, FEC jail is real jail. So PACS are a great tool for advocacy. There’s very strict reporting that you have to follow.  Jarrod A. Clabaugh, CAE: Sexy stuff. Mark and Dawn, would either of you like to share any examples of PAC victories or PAC experiences the two of you have been involved in?  Dawn Mancuso: I will say that in a prior life I ran a small trade association where we did have a Political Action Committee and had to deal with those regulations where we had to get permission from the CEO in order to solicit or even talk about the PAC in many ways with their employees at different [00:03:00] levels of the organization. Which can be challenging if you're trying to reach the advocacy folks at a particular institution, but it is doable and there are strategies you can employ to make sure that you can speak to as many of the individuals at the member organizations as possible.  Jarrod A. Clabaugh, CAE: What about you, Mark?  Mark Falzone: PACS are a part of the political ecosystem. And so if you're not playing in that field, then you're not taking advantage of the entire range of tools available at your disposal. And I think that  SAE has done an amazing job with their PAC under Mary Kate's leadership and Michelle Mason's leadership, and making sure that they have every tool at their disposal when they're using the pack versus lobbying. Direct lobbying versus grassroots lobbying. This is just another tool in the tool shed that every organization should really make sure that they have at the ready for them to use.  Jarrod A. Clabaugh, CAE: I would throw this next question out to all of our [00:04:00] panelists. When you think about turbulent times, what kinds of challenges come to mind for PAC leaders today?   Mark Falzone: I think that this year, ASAE has been the most turbulent time that it could be in my memory. Literally, associations were on the chopping block when it comes to taxation and tax treatment associations were about to get taxis levied against them where all of a sudden nonprofit statuses were in question. For some associations, this would be the equivalent of a death penalty, and for other associations it would certainly mean cuts. I would say that this year, 2025 has been very turbulent in terms of the association world, but Mary Kate with her leadership and Dawn as the ASAE PAC Chair has done an amazing job in navigating ASAE through these turbulent times. And, I would defer to Mary Kate to speak a little more on the amazing work of what ASAE had [00:05:00] to do in order to make sure that the tax bill ended up okay. And associations still are not subject to taxes because of Mary Kate and ASAE's work and Michelle Mason's work and Don Mancuso’s work.  Mary Kate Cunningham, CAE: Thank you so much, Mark, and thanks to all of our members who helped to make this big victory possible. But about a year ago, we were preparing for tax reform like everyone else in Washington, knowing associations are always a target. Our non-dues revenue specifically, and this was not our first rodeo show with tax deform, but this was a much more serious threat because two major, well-respected Think Tanks called for. Taxing nonprofits across the board at the corporate rate, which is 21%. So all told there were 6.5 billion in additional taxes on nonprofits that were introduced this Congress for the tax reform bill. So through all of the advocacy of ASAE members around the country, we were able to defeat all of those 6.5 billion over the course [00:06:00] of the legislation taxes. Specifically the biggest taxes were the nonprofit parking lot tax. That would be the tax on employee transportation costs that associations give the first time that we would be paying a tax, an excise tax on an expense. So that was also a potential constitutional issue. And then a huge other source of taxation that was introduced in the house was on royalty income. So on that tax revenue, it would be taxing our revenue on royalties that are received that are part of unrelated business income. Those are, in addition to the across the board tax that was floated and never introduced because lawmakers support associations. I think that's the main focus over the last year that we're really proud of. But we know we're not out of the woods, so it's something we're continuing to engage on. And I would say PACs are a great tool, as Mark said in your advocacy strategy to elect candidates who share your association. [00:07:00] Positions on these important issues and on your legislative priorities. I'll also note, I think we really take a nonpartisan strategy for our work, and most PACs are nonpartisan supporting candidates from both sides of the aisle that support their positions. Dawn Mancuso: Thanks Mary Kate. I really applaud the work you've done, your whole team as well as the leadership at ASAE, Michelle as the CEO, because you saw the handwriting on the wall and you took action at a time when we had to get prepared, we had to put the resources in place and ASAE made the commitment to do that and marks. Very sweet to pose me as the leader of the PAC, but during much of this work, he was the chair of the pac. I was the vice chair and learning as voraciously from him as quickly as possible. So it's been a real team effort and I really appreciate playing a role in this. We're right. Politics are very contentious right now. ASAE characterized the tax threat that took place this past [00:08:00] year as the biggest one that we've ever faced since the creation of the tax code back in 1913. So we've got a lot of concern behind this, and that has helped to mobilize people. But when you've got this kind of winners versus losers framework happening in the larger environment, people are divided and they may respond by saying. They pull away from the public arena or altogether, or disengage, or alternatively, they become tribalized. They really only wanna support one team, and these are the times when PACs can make a big difference. There is a critically important tool to help educate legislators from both sides of the aisle about the value of associations to American society. PAC leaders are challenged to break through all the noise. To make sure that our value is

    22 min

  3. 10/14/2025

    Beyond the Buzz: How AI Can Empower Every Association

    In celebration of National Hispanic Heritage Month, guest host Camille Sanders, CAE, director of chapter operations and programs at ISACA and host of LeadHERship Bytes, sits down with Carlos Cardenas, CAE, AAiP, senior strategic advisor at DelCor and co-founder of Association Latinos, for a forward-thinking discussion on the future of AI in associations. Carlos shares how his personal journey with AI began during retirement planning and evolved into a passion for helping associations—especially smaller ones—use AI strategically to thrive. The conversation explores practical concepts like the “quarterback agent” for task management, the value of experiential learning, and aligning AI tools with real business goals. Together, they highlight how associations can embrace AI innovation while ensuring inclusivity and equity for Latinx members and beyond. Check out the video podcast here: https://youtu.be/rw3813NLPe4 This episode is sponsored by the Atlanta Convention and Visitors Bureau. Associations NOW Presents is produced by Association Briefings.   Transcript Camille Sanders: [00:00:00] Welcome to this month's episode of Associations NOW Presents, an original podcast series from the American Society of Association Executives. I'm your host today, Camille Sanders. In addition to my role as director of chapter operations and programs at ISACA, I also host LeadHERship Bytes, an independent podcast highlighting the career and personal journeys of inspiring women across industries. You can find it on any major podcast platform. Now, before we dive in, we would like to thank this episode sponsor the Atlanta Convention and Visitors Bureau Now. Let's get into the really fun stuff. I'm very excited for today's conversation where we're talking about the future of AI in associations with Carlos [00:01:00] Cardenas, the senior strategic advisor at DelCor, and a co-founder of Association Latinos. Welcome, Carlos.  Carlos Cardenas: Hi Camille. How are you? Thanks for having me.  Camille Sanders: You are very welcome. We're excited to talk with you today. So I just want to be fully transparent with our audience that I know Carlos personally and I know about. Some of your exciting writings and the things that you've been doing in terms of educating associations around experimentation and adaptation of ai. And I know that journey started for you with something really personal around your retirement planning, and that's a really unusual journey. That's not where most of us start. So can you talk to us a little bit about what sparked that idea for you?  Carlos Cardenas: Sure. No, I will say just like everybody else, right? October, 2022, OpenAI dropped chat GPT version 3.0, [00:02:00] and it shook the world. It shocked the world, and so everybody started to experiment and say, how does this relate to me? How can I use this? How can I leverage it? I wrote a LinkedIn article in January talking about the directions that it could go. One of 'em was a travel advisor, one of 'em was a strategic advisor. A couple other things as well. Fast forward a couple years, right? And so I'm, I'm relatively young, I won't say my age, but I like to think about the future. I like to think about financial independence, not necessarily retirement, but financial independence. And so I started to go down the road of what does retirement, or what does financial independence look like for me? And you've got your traditional 401k in the workplace and you've got your employer match. Outside of that, you might do Roth IRAs, you might dabble in crypto, you might have some other investment vehicles, and so I do a lot of the work myself. And so [00:03:00] I look at websites, I look at market trends, but I'm like, how can I leverage some of these tools to help me so I don't have to do a lot of the heavy lifting? I like to experiment. I downloaded open source models of my own. I purchased an NVIDIA graphics card. I've got that installed on my home desktop computer. But I run these models and experiment with them, and I use generative I to help me build agents. So I can have one agent that does it all, and you might get to that later on, but I felt I wanted to build an ecosystem of agents to help me with these various aspects. So what I've been able to do so far in terms of retirement or financial independence is build an agent. I'll say it's probably 70% of the way done, but it goes to the marketplace. It looks at the s and p 500, and it comes back and it gives me that information, and then it builds a dashboard for me. So I can look at my financial portfolio and I can have it send me emails. [00:04:00] And so basically it's my assistant to say, how am I doing? The market took a downturn, or it's doing, it's on fire, right? What does that mean? What does my five year-, what does my nine year-outlook look like? Do I need to make adjustments in my 401k? So that's kind of surface level. We could talk 60 minutes about this, but I'll stop there. Camille Sanders: Yeah. No, I love that and I thank you for that example because I think it's a really practical example to show how people can use AI in our personal lives, right? To help us with future planning. And I, for one, had never thought about that. So thank you. Thank you again for that, and I think it leads nicely into something bigger. That you've talked about in a recent article that you wrote and published, you talked about the fact that AI isn't at this point really about innovation, it's more about survival, especially for smaller [00:05:00] associations, and you even called it this moment, a breaking point for associations, and that's a powerful. Really strong message and I'm curious about what makes you feel that sense of urgency right now?  Carlos Cardenas: I think it's clear if you follow investments, if you follow the big, the tech bros, so to speak, right? In terms of what they're doing. Generative AI is not going anywhere. People use it on a personal level and they've been able to multiply their cap capabilities. But when you go to the association level for us, you look at association membership and, and I'll say for ASAE membership, since we're on this podcast, I believe something around 80% of all associations, and I don't know if they're specific to ASAE, but they're small staff associations. Their annual revenues are somewhere between, uh, I'll say a million or [00:06:00] less. And that's a wide range. So people wear multiple hats. And so now you've got, you're bogged down into the tactical things. You don't have opportunities to take that hat off and be more strategic. And so administrative overhead comes front and center and, and I think these agent AIs or these AI systems perfect candidate to be able to offload some of those administrative burdens, so to speak, to free you up for the more strategic aspects of it. And so that's why I feel like it is critical. It's critical now, right? People are stuck in the mud, so to speak, and maybe I see it as a consultant. Their technology posture is not where it needs to be, and so I feel like this is a perfect opportunity for leadership boards to be looking at these technologies to say, how do we leverage it in the workplace? Again, we can use it on a personal [00:07:00] level, but. How do we bring that into the workplace and bring ourselves into the future? How do we experiment? How do we build that culture of learning?  Camille Sanders: Yeah.  Carlos Cardenas: So again, that surface level answer, but that's how I thought about this.  Camille Sanders: That's really good. And in that same piece, you introduced this concept of a quarterback agent, which I think is really timely. It's football season, and I liked the concept because again, it makes AI feel more approachable. Can you break that down a little bit for us and talk about what exactly is a quarterback agent? And why is orchestration so much more important than just having this one catchall tool?  Carlos Cardenas: I'll start from the model perspective, and you've got your chat GPT version 5.0. You've got from Anthropic, you've got cloud version 4.0, 4.1. You've got these multiple [00:08:00] flavors that try to do it all. If you look at the open source market, you've got specialized models, more lightweight models, maybe from an energy standpoint. They do not consume as much energy. They do not need as much computation, and so rather than thinking about one person, one agent to do it all, I like to distribute that workload and think about specialty agents, and I can have multiple specialty agents. If I'm managing, I'm at the center of them all and managing them all. I feel like I'm just perpetuating and repeating a current problem. And so therein comes the orchestrator or quarterback agent. The, it's, think of it as a digital twin, a mirror of you that you're trying to train this particular model, and that quarterback agent can work with the other one. So let me give you an example. Now, let's just say you've got a project, project a, we'll call it. You maybe have a [00:09:00] statement of work or project deliverables, and so you could have a specialized project manager agent that can think about all of the deliverables that need to happen. Some of the project outcomes, some of the timelines. You might have a business analyst agent where you feed some of the brick requirements from. Think of your discovery meetings. Think of a communications agent that is specialized in outreach. Drafting emails and writing letters and drafting RFPs and writing executive summaries. And so they each have their own specialty and the quarterback agent essentially activates them all. Doesn't have to be linear, right? It could be like non-sequential, but it can say, Hey, project manager, I need you to tap into Microsoft Project to create X, Y, Z task communications. You take that output as input. Draft a letter to the client or to the internal executive leadership

    28 min

  4. 09/25/2025

    The Next Chapter: What's Ahead for Future-Ready Associations

    In this episode of Associations NOW Presents, guest host Sharon Pare, director of partnerships at HighRoad Solutions and co-host of the Rethink Association Podcast, is joined by two dynamic leaders: Christina Lewellen, MBA, FASAE, CAE, CEO of the Association of Technology Leaders in Independent Schools, and Preet Bassi, CAE, CEO of the Center for Public Safety Excellence. Together, they explore how associations can thrive in an era defined by disruption and opportunity. Drawing on new themes highlighted in the upcoming fifth edition of the Professional Practices in Association Management, the conversation dives into the rising importance of governance and trust, building human-centered workplaces, and the skills association leaders need for the future. Lewellen and Bassi also share insights on the role of AI, the next wave of professional development, and how associations can adapt to create resilient, attractive, and future-ready organizations. Check out the video podcast here: https://youtu.be/V_j94oIM_IM This episode is sponsored by the Atlanta Convention and Visitors Bureau. Associations NOW Presents is produced by Association Briefings.   Transcript ASAE_ep14 Sharon Pare: [00:00:00] Welcome to this month's episode of Associations NOW Presents, an original podcast series from the American Society of Association Executives. Before we begin, we would like to thank this episode's sponsor, the Atlanta Convention and Visitors Bureau. I'm Sharon Pare, director of partnerships at High Road Solutions, a HubSpot Agency “associafying” the way associations go to market with, well, their marketing. I'm also the co-host of our monthly podcast, Rethink Association, where we talk about how to reimagine the way you association, which is the perfect lead in to today's discussion. So enough about me. Today, we're excited to welcome Christina Lewellen, CEO of the Association of Technology Leaders in Independent Schools, and Preet Bassi, CEO of the Center for Public Safety Excellence. Welcome to the show, Christina and Preet. Hey, good afternoon. Thank you, Sharon. Thanks so much for having us. Absolutely. Welcome to the show. [00:01:00] Before we get to introductions, I'd like to level set before we get into it. On this podcast today, we'll be talking about the future of associations, evolution, innovation, and leading through change. We're also gonna talk about some of the new themes in the fifth edition of the Professional Practices and Association Management book, but we'll talk about some of the insights that challenge business as usual. And also this podcast is for you if you're leading a small but mighty team like Christina is, or a schmedium association, like Preet likes to call it, a national organization. Or if you're simply just curious, there are some pop tracks in this podcast that you don't wanna miss. Preet and Christina are two leaders bringing deep experience in the field and fresh thinking on where associations are headed next. Well, they certainly need no introduction. I'm excited to give them the floor for a quick hello. So we'll start with you, Christina. Christina Lewellen: Hello everyone. I'm Christina Luwellen and I am the president and CEO of ATLIS. As you mentioned, [00:02:00] ATLIS is technology leaders in independent schools, which basically means that we are CIOs and tech teams, tech directors that serve private K 12 schools primarily in the states. And we are growing really fast. We're a relatively young organization, about 10 years old. We just celebrated our 10th anniversary, but we are growing between 30 and 35% year over year, so we're definitely adding. Lots of new schools to our community every year.  Preet Bassi: Hi everyone. I'm Preet Bassi, the CEO for the Center for Public Safety Excellence. Been in that role. It'll be 11 years this September, and our organization has gone through a fix it phase and also a grow it phase, and we're in our grow it phase right now. We work with fire departments all around the world, helping them and the professionals that work in those fire departments establish continuous improvement methods to make sure that they're serving their communities better. Sharon Pare: That's amazing. I'm really excited for today's conversation. And just from what you said, [00:03:00] Christina, you're at a newer association being there for about 10 years, and then Preet, you've been at your organization for 11 years, so I think that's amazing. Today we'll be chatting on topics we're all grappling in the space, so without further ado, let's jump in. So associations built around people, knowledge and exchange, creating a collective knowledge. I know you've both contributed to shaping where associations are headed. Christina, let's start with you. What do you think will be foundational in the next era?  Christina Lewellen: As we think about that, I like to boil things down in terms of associations and what they are, and I love this very simplistic way of thinking about it that Peggy Hoffman offers us, which is that the formula's pretty simple. Associations are simply a combination of content. Community, and I feel like that is likely to remain the foundation of associations, but how we build on that foundation is probably going to have to change. There's a couple ways that I envision this happening, one for sure is that I [00:04:00] think that how we redefine and evolve the. Workplace of associations will likely become foundational to how associations succeed. We have great opportunities there, but I also think that a lot of associations have some governance cleanup to do, and that is something that will really amplify this idea of the foundation being content and community. Because if organizations are struggling to either clean up their components or wrestle with some unhealthy governance practices that have gotten into the mix, it's tough to stay really true to the mission and to deliver on that value proposition of content and community. So there's some opportunities there for sure, and I think that we'll continue to unpack that as this conversation goes along. Sharon Pare: Preet, is there anything you'd like to add or something shifting even more dramatically? Preet Bassi: I completely agree with the content and community comment. I would add connection to that, how we bring it together. [00:05:00] But my perspective on associations and CPSE is 28 years old, and about eight years ago, right as we were becoming a true adult at 21, we had a conversation in our board meeting about needing to self disrupt. If we were Blockbuster, we needed to figure out how to be Netflix, not have some other Netflix come in and overtake our market. Historically, associations haven't needed to worry about competition, startups, mergers, acquisitions, bankruptcy, right? Those are common terms that we think about in the private space, but not in associations. But if you look around over the last five, 10 years, there have been associations that have started up because they did not feel. They had a home, they had a voice, they had a space. You've seen associations that unfortunately have dwindled, those that have been friendly, merged, or perhaps hostile takeover bought out. And [00:06:00] in looking at that, some of the things that we've been trying to do at CPSE is. How do we diversify who we are, how we're formatted to make sure that we're very agile and we're adapting as those societal, technological, economic, environmental, political changes come in. We've launched a subsidiary, we've started a new program. We are incubating an association. Those would be words that you typically would hear, once again, in the private sector, but you wouldn't hear for associations. I think that the time has come for associations to not take their membership market for granted and make sure that they're scanning the entire market and how they best conserve it. Sharon Pare: Yeah, that's great. Preet, and being on the industry partner side of things, we've seen that, of course, in the association side and seeing some of these hostile takeovers, if you will, or some of these mergers. But I'm seeing it on the industry partner side too. Almost on the monthly, maybe on the weekly, you hear some new news of [00:07:00] some of these larger conglomerates in our for-profit side of our association business, the industry partners respectively, where they're doing these mergers and acquisitions and they're creating this monolithic corporation, if you will, within our own space. So this brings me into my next question. What do you think will fade or transform in terms of roles and skills and the futurescape of associations?  Preet Bassi: I believe that we'll have a few doer roles that consist and event coordination. We have an amazing staff member that makes sure that the sponsor booths are set up and all the way a few of those will stick, but those that have historically been in thinker roles. If they can grow that particular skillset, I see that as a kind of a skillset that is going to shift, whether it's because you're gonna do some automation through AI or even some outsourcing of things that are related to your [00:08:00] mission, but not core to the mission and just really don't need to do it. And it's interesting. InCPSE, we do outsource a lot of core back of house tasks: finance, IT, legal. And thank God for partners in the private space that work with associations specifically on it, on legal. We are also thinking about how we outsource some front of house operations, events, communications. But what we're not considering is our very core programs, which are accreditation and credentialing. And so that is more about associations. So I think we'll want to retain the skill sets and the roles that directly touch the member, but those that support the touching of the member, which sounds very weird, is I think where we'll see. A lot of change, whether it's through automati

    46 min

  5. 08/28/2025

    Scaling with Purpose: Inclusion, Innovation, and Impact

    Season 2 kicks off live from the ASAE Annual Meeting & Exposition in Los Angeles! Guest hosts Ben Muscolino, Gretchen Steenstra, and Jake Toohey of The Association Podcast sit down with Bobbie Racette, founder and president of Virtual Gurus. Bobbie shares her inspiring journey as an Indigenous queer woman in tech, from launching Virtual Gurus in 2016 to scaling it into a thriving, values-driven company. She opens up about overcoming challenges, securing funding, leading through COVID-19, and the critical role of company culture. The conversation explores how Virtual Gurus is integrating AI responsibly, Bobbie’s vision for global expansion, and audience questions on building inclusive workplaces and communities. This episode is sponsored by Destination Canada and Visit Denver. Associations NOW Presents is produced by Association Briefings.   Transcript Ben Muscolino: [00:00:00] Hello everyone and welcome to the Associations NOW Presents podcast live from the show floor here at ASAE 25. I am Ben Muscolino with Brezio, AMS Geek, and Data Sangria. I'm here with my co-hosts of The Association Podcast. Jake and Gretchen. We are so excited to be bringing our format and our passion for the industry over the Associations NOW Presents podcast. We have an incredible guest today and I'm gonna kick it over to one of my co-hosts and we're gonna get that going. So glad you're here with us today.  Gretchen Steenstra: So I am Gretchen Steenstra, the permanent/temporary guest co-host. I think I came for five episodes and I don't know how many, maybe 50 now. My day job, I work at DelCor, a technology consulting company, and one of my passion projects is I'm a founder of AWTC, which supports women in tech and part of tech council and [00:01:00] all the association families. So I'm really happy to be here and nice to meet you today.  Jake Toohey: Hey, I'm Jake Toohet. I am the director of the association practice at Adage Technologies. We're a digital strategy, web development and design firm, and, work with all associations. And we are thrilled to have Bobby Racette, Virtual Guru's, former CEO, now president, founder. So thrilled to have you. Can you start by just talking a little bit about what you do and your background and just kick it off from there.  Bobbie Racette: Yeah. Hi. Thanks everyone. This is amazing. So founder and CEO of Virtual Gurus. So I started Virtual Gurus in 2016 because nobody would give me a job. I was looking for work for, I don't know, close to a year, and nobody would give me a job at all. So I actually started it just to create a job for myself. And at the time, I had no idea I was gonna scale into this big thing. It was gonna go where it went. I had no idea that it was gonna be AI eventually, and that there'd be thousands of people working in the [00:02:00] platform. But here I am and happy to be here. Ben Muscolino: Hey, Bobbie. We're storytellers in the association space. Your story is so incredible. We wanna talk with you about several things today, but to get things kicked off, talk to us about what you've been up to this morning and the session that you led. How was that for you?  Bobbie Racette: I've been traveling a lot talking about my story. I actually just flew in from Japan and I was speaking out at the World Expo, which has been amazing. Such an amazing experience. Just to be saying that I'm speaking and I'm out at the expo. I was there on a trades mission and just really telling the story, but this morning it was really just about telling my journey and about culture and my journey of being an indigenous queer woman in technology and how hard it's been to get to where I am today, and meant to raising millions and millions of dollars to run the company and to build the AI. Now we're scaling globally, and I was actually in Japan meeting with senior leaders like the CEO of Mitsubishi to try to get our AI out [00:03:00] there a little bit more. So it's been a pretty crazy ride these last few weeks.  Ben Muscolino: Bobbie we have so many things that we wanna learn about you, but I'm very interested in what was the turning point where you realized that you wanted to start virtual gurus? What was that catalyst? Because you kind of talked a little bit about the need to want to create work for yourself. Was that really the catalyst moment? Talk to us about that.  Bobbie Racette: Yeah. I was working in oil and gas in Calgary, Alberta, Canada, where a lot of people are working oil and gas. But layoffs came like when the gas prices dropped, and I think 37,000 people were laid off within one day, and I was one of those people. But when everybody went into the city and was trying to find work. By the time I got there, all the jobs were either being taken up, but all of the people that were more qualified or maybe fit their culture more got the jobs over me. And so I was looking for work for so long and nobody would hire me at all. I don't know what it was. I'd like to say maybe it's just 'cause of who I am, [00:04:00] but a queer woman in tech and nobody would hire me. So I actually created a job for myself. I was the virtual assistant. I wasn't actually planning to scale it, I was just doing it to create a job for myself and. I had 19 clients, so I started with $300 in my pocket and I bootstrapped it to 1.8 million in revenue. And then I realized I needed to hire, and then I needed to raise money and there's a lot of work to do. And so I closed my first funding round in 2020. The light bulb went on, why don't I start this platform to create work for people like me? And then all of a sudden, the platform just went wild.  Ben Muscolino: So the serendipitous timing. Where everyone that maybe got to the jobs before you did and then you raising money in 2020 and scaling when you did. What an incredible twist of timing for business being in 2020 when everything went virtual. Right?  Bobbie Racette: Everything went virtual, and then I closed three funding rounds during [00:05:00] COVID, which nobody was investing at the time because they were so scared to use their dry powder. But I was like, let's go and, and it worked well. We scaled 300% year overgrowth through every year and through COVID through three years.  Gretchen Steenstra: So you were describing how difficult that was. Were there assumptions you made and had to adjust throughout these cycles? Like you said in the very beginning, you didn't know how to raise funds and people were turning you down. But as you matured and evolved, what are the assumptions you're facing now that you assume when you're going out for funding or building your company, that you have to adjust and.  Bobbie Racette: Yeah, I guess the landscape has changed so much from COVID. Before COVID, it was scary. People weren't really interested in the freelancing platforms and it wasn't as well known. And then COVID hit and then everybody went remote and everybody was laid off their jobs. So people started going to platforms like ours. All the administrative people were getting laid off and then they came to me and so I was picking them up and recycling them back out and cold calling [00:06:00] the companies that were laying people off during COVID. And I'm basically saying. Your company still needs to open and function, so we got E four back office support. The thing for us was just assuming that we were gonna be bigger then, and we were just gonna scale and we leveraged COVID for that and I was quite surprised with where it went. During that time. We built out a people over profit program. So all the startups that were struggling to pay the bills, we gave them free virtual assistants. Oh wow. Yeah, yeah. Right after I closed my first finding round. So I'm like, thanks, invest. Or by the way, I'm gonna give free service those away  Jake Toohey: There's one of the things that I took away from your session this morning was the culture thing. Yeah. The kind of culture that you built at the organization. And I think, you know, one of the things that I, I remember is you saying that you used to hear the resumes hit the bottom of the trash can. You never wanted to make anybody else feel like that. Can you talk about that involving culture and what's driving that? Bobbie Racette: Yeah. This was back when you used to go to the offices and hand in your resume 20 16, [00:07:00] 20 17. And like I said, nobody would hire me and I would literally go to leave the office and I could hear a piece of paper hitting the trash can and I knew that was my resume and it just made me so angry and sad. And essentially that's almost what powered my thesis on if we provide more work to marginalized communities, then. We can't let people shine if we're gonna keep doing that. 'cause surely if I'm feeling that, then how many others were feeling it. But it did was inspire me and fuel me to keep going and to create this. I guess some will say I created it out of anger, but I really just created it out of spite. I thought “you all told me no so many times that I'm going to take my own control now.” Gretchen Steenstra: Yeah. But I, I don't even know if it was spite you were just so passionate about. I found this, and a lot of the things you do, which I think is really interesting is you formed it into repeatable like almost products. So I'm looking at your culture cleanup toolkit. And so in addition to running a company, raising [00:08:00] money, growing the company, taking care of your employees, you also seem to have packaged some of these thesis statements and ideas into tools. I've never seen that with a founder who's doing all of these things. And creating, you know, actual artifacts to help with people.  Bobbie Racette: It's all tell you much when you go to an office or a startup or tech company or a business, any business, and people talk that their culture is good. But then you go in, you're like, whoa, this thing's about to explode. And so I,

    28 min

  6. 07/24/2025

    The Future Is Watching: Engaging the Next Generation of Members

    In this episode of Associations NOW Presents, guest host Lori Zoss Kraska, founder and CEO of Growth Owl, sits down with Brian Miller, vice president of strategic partnership at Multiview, Kimberly Tuttle, executive director of the American Institute of Architecture Students, and Gilberto Lozada Baez, AIAS board vice president, to explore new research on how students perceive associations. The conversation highlights key opportunities for associations to build stronger connections with young professionals—through targeted social media, mentorship, and small-scale in-person events. They also discuss the importance of digital fluency, university partnerships, and creating meaningful volunteer roles to foster long-term engagement and a true sense of belonging. Check out the video podcast here: https://youtu.be/HLTuvHAxkd4 This episode is sponsored by Multiview. Associations NOW Presents is produced by Association Briefings.   Transcript [00:00:00] Lori Zoss Kraska: Welcome to episode 12 of Associations NOW Presents, an original podcast series from the American Society of Association Executives. I'm Lori Zoss Kraska, founder and CEO of GrowthOwl, LLC, a consultancy that empowers associations with the best practices they need to connect with Fortune 1000 companies and other large organizations for corporate sponsorship, partnership and philanthropic funding. You also might know me as the author of The Boardroom Playbook, a Not So Ordinary Guide to Corporate Funding for Your Purpose-Driven Organization and host of my own monthly LinkedIn Live that features both association and non-endemic thought leaders who provide insight in new ways of thinking in the area of sponsorship and non-dues revenue. You can find out more at thegrowthowl.com. But hey, enough about me. Let's take a moment to thank our episode sponsor Multiview today. We're excited to welcome Brian Miller, vice president of strategic partnerships with Multiview. [00:01:00] Also joining us today is Kimberly Tuttle, executive director of the American Institute of Architecture Students, also known as AIAS. And Gilberto Lozada Baez, AIAS Board Vice President. They're all here to discuss key findings from new research on student perceptions of associations and how we can better engage the next generation of members. Welcome everybody to the podcast. Let's start with you, Brian.  What influenced your team to look into this topic?  [00:01:31] Brian Miller: Great question. Well, we always look for ways to help our associations improve their competitive advantage within their organization and any insights that we can provide along the way. It's very interesting for us 'cause we have roughly 850 association partners that span. 30 different industry verticals. Obviously it's a mixture between trade associations and professional societies and professional associations. So when we look at the professional societies, that's really what [00:02:00] we're talking about today with this topic. We conducted some research and we looking at years old problem of how do you. Engage the next generation of members, particularly in professional societies. So that's really why we commissioned this report in the first place. The other thing that was really interesting that when you look at the landscape is this is the first time we've got five generations working in the workforce, right? You've got the traditionalists, you've got the baby boomers, you've got of course Gen X, and then you have millennials and Gen Z, and. From what we understand is this is the largest graduating class as well in, in foreseeable history that we look back at. So it's really important when you look at the. Really important message of how do the associations look for that next generational member? How do they find them? How do they keep them throughout their professional career and their journey as members of the association? So that's really the main reason we wanted to, to talk about this topic today and really understand the importance of content and [00:03:00] education when it comes to looking at those different member segments. And as we continue to talk. In this discussion, we're gonna find that young professionals, students, recent grads, and particularly early in their career, they have different needs, right? From a membership perspective, it's really important to understand this segment and how as an association you engage with those younger members and be able to offer them what they need and what they're looking for in an association. So that's really the main reason why we did all of this.  [00:03:29] Lori Zoss Kraska: That's great, and I want to delve in a bit more, Brian, into the research. A sizable amount of this next generation, based on what you found knows about associations, but only about a quarter, really understand the benefits. What do you think causes this gap and how do associations go about closing that? [00:03:47] Brian Miller: I think the biggest thing is the networking aspect. You look at the younger generation, young professionals, they've grown up in this digital environment and they've really made a lot of their connections and their networking through all of their other [00:04:00] social engagements. They are familiar with associations. We found that through that research, 85% of them are familiar with associations and what they do in respective industries and professions. But really it's looking at the value of that association for them when you're looking at what their needs are. Specifically, they're looking at career placement. They're looking at jobs. How do you help me create resumes? How do you help me create strategies for looking for jobs and all of that, how to interview, things like that. So they're really looking for those kind of things. And so that was really one of the drivers that we found in terms of that gap between. Being aware of the association, but understanding the value that associations provide. I think they understand that. Obviously associations represent those key things that they do, right? They're out there to promote their industry or their profession. They're out there to educate that industry or profession, and then they're out there to advocate on behalf of that industry, or that profession. They learn that through job fairs, through what they learn for in their coursework and their [00:05:00] universities. But it's really about the associations taking the understanding that what their young professionals are looking for is career assistance, job placement. Skills training. Those are the key things that we found that they're really the hot buttons for them. So from an association perspective, to increase that value gap, that's really the areas that we need to make sure that they're focused on, is looking for ways that they can really engage those young professionals through those skills training, through helping them with their. Careers and through helping them with interviews and job placements and things like that. So that's really where the gap that we saw. But the good news is though, this is a great opportunity for the associations to really become the driver of this. This gap is very fixable and it's very. Easily done by the associations to look at their member segments and understand that they each have different values along the way and what the value is for them by being an association member. And then long term, obviously that's gonna create a membership journey. [00:06:00] So if you can engage those young professionals, meet them where they are, be able to fulfill their needs, and that's gonna make for a better member as they progress in their careers, and then obviously things are gonna become more important to them going forward. And it's the things that we talked about, the advocacy that the association does, the education that they provide, and well as being able to engage the different generations. When we talked about those five generations as well, and I'll just leave it with this. This is a perfect example of why associations need to look at not just a one fits all membership strategy, right? You really need to understand those different segments that are represented within your membership and then create different value propositions along the way. So hopefully this will help engage them where they are, and then as they progress in their journey, the association's gonna provide additional value and more long-term value going forward. [00:06:51] Lori Zoss Kraska: I love that you said that it's really the association's responsibility to empower themselves to realize that they need to meet [00:07:00] students and younger folks where they are. I think that's so important because maybe a different mentality in the past would've been, it's really up to the student or up to the young professional to research us. For them to figure out what the value is and no, we have to turn this around. I love that really, that you've not only talked about that, but your research coincides with that. So I think that's excellent. Excellent. You know, Gilberto, I wanna throw it over to you. You're a former student at the University of Monterey and now a young professional and board member, so congratulations on all your achievements thus far. What was your impression of associations before joining AIAS? And what prompted you to want to get involved and become a member?  [00:07:45] Gilberto Lozada Baez: Thank you for saying that. And let me start with the second part of your question because I think you're gonna be a lot more insightful into what I was thinking about organizations. I remember being in first semester of college, I was just joining to [00:08:00] starting at the study architecture school and they, it's very common for student groups to have these meetings where they try to get new people to recruit new members. And I remember sitting at the auditorium. Hearing to the AIAS group that was

    54 min

  7. 06/26/2025

    Securing Identity: What Associations Need to Know About Verifiable Credentials

    In this episode of Associations NOW Presents, guest host David Coriale, president of DelCor and host of the Reboot IT podcast, talks with Elena Dumitrascu, CTO of Credivera, and Tim McCreight, CEO of TaleCraft Security. Together, they explore how secure, verifiable credentials can reduce identity fraud, validate professional qualifications, and strengthen cybersecurity. Drawing on real-world use cases in industries like healthcare and safety, the discussion highlights the growing importance of global standards and the role associations can play in adopting these technologies to build trust and security in digital spaces. Check out the video podcast here: https://youtu.be/y5RzrCUUTzU This episode is sponsored by Credivera. Associations NOW Presents is produced by Association Briefings.   Transcript [00:00:00] David Coriale: Hello everyone. This is Dave Corelle, president of DelCor and host of the 501 C technology podcast, Reboot IT, and I am excited to be guest hosting today. We've talked about this technology before on Reboot and I'm so happy to be talking about it again 'cause I think this community needs to talk about this more. And I have two experts with me who are going to do 90% of the talking. I have Tim McCreight and also Elena Dumitrascu. I want  to welcome you and also have you introduce yourselves. Let's start with you, Elena.  [00:00:34] Elena Dumitrascu: Thank you for having me here. It's a pleasure. I'm the co-founder and CTO of Credivera. We are a technology company that supports associations with verifiable credentials, secure identity, and secure certifications for their constituents. I got into this business because I saw over and over again how difficult it is to prove someone's identity from a workforce perspective. The long compliance issues [00:01:00] that come from that, and really some of the fraud that. Sort of seeps in as well. Again, really happy to be here and to talk about this topic. [00:01:08] David Coriale:  Awesome. Thank you, Tim.   Tim McCreight: Thanks folks. My name is Tim McCreight. I'm the CEO and founder of TaleCraft Security. We're a boutique security firm that focuses on developing security programs using a risk-based approach. And after 44 years of doing this, it's nice to finally get a chance to see some of the changes that we wanna make within the industry, and particularly with we're talking about today, these verifiable credentials. It's been something we've been dealing with, trying to make sure it's Tim doing what Tim's supposed to be doing, nothing more and nothing less, and trying to get to a space where we're seeing that come through. It's great to talk about this today. It's a great opportunity to explore and identify what a verifiable credentials can do for organizations, but how it helps people like me in the security industry truly understand that we can start reducing risk by using this approach. [00:01:56] David Coriale: And you are also a host of a podcast?  [00:01:59] Tim McCreight: [00:02:00] Yes sir. I am. I have my own podcast. I co-host with Doug Lease, and it's called Caffeinated Risk. It's two self creamed grumpy security professionals talking about security and risk. And we thought throwing in coffee security and risk, how can you go wrong? So this is year five now with caffeinated risk. [00:02:17] David Coriale: And I've just gotta mention, 'cause you said this earlier, that the icon for it is the caffeine molecule. Yes sir. Yeah, it's just really fun. It looks good on the mugs and the T-shirts, so it looks really good. Yeah, that's what's important. So thanks for joining. I always like to start at these conversations, kinda the start at the top. And what are we talking about? So you've talked about verified credentials, risk in cybersecurity, in your backgrounds, and what you are trying to accomplish. I think we're all familiar with cybersecurity. Right. There's plenty of news coming at us with what's happening in cybersecurity breaches and so on. How is this different, like when you talk about cybersecurity and verified credentials, explain the link between the two and what you mean by verified credentials.  [00:02:58] Tim McCreight: That's a good one. I'll start [00:03:00] first and then I'll pass it on to Elena. From my perspective, one of the things that we've struggled with for years is making sure that as I access a resource, as I log onto a system, or as I gain access to different data or information across an organization, I need to make sure that Tim is actually Tim, and I need a way to validate that, and I need a way to prove that I'm given or been granted access to these different data stores data resources. The difficulty with that is over the years we've been really restricted of what we could provide. Everyone listening knows, we first started with IDs and passwords, bringing in different factors for authentication, but there were still avenues that were open to fraudsters, to impersonate somebody. So I could log on saying that I'm Tim. I'm not really Tim, but I have his credentials. I've got his password, so now I can gain access to the information that Tim has access to. So that became problematic and it still is. What we're finding now is there's a desire to gain greater understanding of who Tim is, [00:04:00] where I really can go, can you prove his background? Can you show me the resources he should have access to? And now can you provide me that level of access and make it so that it's difficult or damn near impossible to steal those credentials or to copy those credentials by using different forms of encryption. That to me is when we're starting to talk about some real changes to how we gain access to sensitive information or to data that I need to see to do my job every day in an organization. [00:04:26] Elena Dumitrascu: There's also the need for Tim to have portability. If this is his data, let him carry it with him. Obviously, if it's an email address from Tim's employer, if Tim no longer works there, that email address is no longer in his possession. But if it's a different type of identifier about Tim, like his. Digital identity, his driver's license or his university degree, or his certificate from an association, his professional designation as a security expert. Those are all bits of [00:05:00] information that belong to Tim. I. He should be able to take from organization to organization and prove those statements about him as he gets onboarded, as he logs on every day to various systems that he should be allowed to log onto because he has those credentials. So it's more than just the username and a password. It's all of these details about Tim that now finally can be given to Tim. In a secure, encrypted and portable way we can take from engagement to engagement.  [00:05:33] David Coriale: So I feel like this is more important, if you will, than username and password credentials. Right? Because that's what most of us think of when you, what are your credentials, username and password? Because we're talking about verifying somebody's credentials from a professional. You mentioned just now maybe their association certification. Right. Which could impact. Their credibility. So some of this is privacy, some of this is credibility, and then some of this could be also things like the ability [00:06:00] to prescribe drugs, right? Controlled substances as a, the, what is it? The DEA, the drug enforcement administrative number that a doctor has. If I have that number, I can impersonate someone and prescribe drugs. I'm understanding you clearly that we're talking about more than just the privacy aspect. We're talking about impersonation for nefarious or illegal activities potentially as well. [00:06:23] Tim McCreight: Yep. A really good example, and this is one that Ellen talking about before and it really resonates, is this idea if I have specific training in, let's say one environment, and I go back to my time I spent with oil and gas or critical infrastructure. If I'm gonna be working in a facility where I have to take two trainings, so I'm required to have safety training before I enter the facility, or before I can actually go do work with a plant, and I want to be able to move from one employer to another, but my credentials for safety stay the same. This is an amazing opportunity to take what I have learned, what I've maintained in the background that I have, the training that I have, that I can verify that I have the training [00:07:00] and that I actually am qualified to work now in an environment where I have to have H two s training for safety. This is a terrific approach to do that because now that's transferable with me because I own that credential or I own that training, and that's part of my profile. Now when I create that verifiable credential for Tim.  [00:07:16] Elena Dumitrascu: Let's think about the cybersecurity team in that company. Tim is a new employee. They have to provision him with access to all sorts of things. You bet they get that information today from HR through something like ServiceNow Ticket that says onboard Tim. But does that cybersecurity professional know that the right due diligence was done on Tim? They take it at face value. What if something changes from the moment when HR or someone else checked Tim's credentials? One of them expired or got revoked, right? That cyber team in today's world before verifiable credentials in the paper world or the unverifiable digital PDF world, we'll take it at face value and we'll go [00:08:00] ahead and provision Tim with the respective access and only through some kind of audit that companies typically have every six months or every year, those things get caught and by then it could be too late, right? So yes, there's the fraudster, bad actor story. There's also the, nobody intends to be a bad actor, but it just happens 'cause all this data is connected and we're pushing paper between departments

    42 min

  8. 05/29/2025

    Wellbeing at Work: Building a Culture of Care in Associations

    In this episode of Associations NOW Presents, guest host Aaron Wolowiec, FASAE, CAE, CMP Fellow, founder and president of Event Garde and host of the Voices & Views podcast, chats with Tara Davis, senior director, internal communications and staff wellbeing at the American Psychological Association, about the growing importance of wellness in high-stress industries like associations and hospitality. Tara shares how APA is fostering a culture of care through initiatives like the "Meet with Purpose" campaign, and discusses key strategies for preventing burnout, supporting mental health, and building intentional connections among staff. This insightful conversation explores emerging wellness trends and how prioritizing employee wellbeing can drive both personal and organizational success. Check out the video podcast here: https://youtu.be/IvPlhKGgtiw This episode is sponsored by Visit Orlando. Associations NOW Presents is produced by Association Briefings.   Transcript Aaron Wolowiec: [00:00:00] Hello, and welcome to this month's episode of Associations Now Presents. We'd like to extend a special thank you to this episode sponsor. Visit Orlando. I am Erin Wallic, founder and president of Event Card, where we're passionate about transforming to help organizations meet, learn, plan, and grow. I'm also honored to be a newly inducted member of the 2025 Class of A SAE Fellows, an incredible community of change makers and thought leaders in the association space at Event Guard. We're known for helping associations elevate their meetings and learning experiences, reimagine facilitation practices, and navigate meaningful strategic planning. But today, I'm here not just as a. Facilitator or strategist, but as the founder of Healthy By Association, a wellness focused community, I launched back in 2017 to support those of us working in the often high stress world of associations and hospitality. That's why this conversation is especially close to my heart. Today's [00:01:00] episode takes a deep dive into what wellness really looks like in association life beyond the buzzwords. We're talking about burnout, prevention, mental health, flexible work, and what it means to build a culture of care that supports both staff and members. Joining me is someone who lives and breathes this work. Tara Davis, senior Director of Internal Communications and Staff Wellbeing at the American Psychological Association. Tara brings more than 15 years of experience in using psychological science and strategic communication to build healthier, more human centered workplaces. Her work sits at the intersection of empathy. Evidence and action, and I can't wait for you to hear her insights, whether you're a CEO, trying to prevent staff burnout, an events professional considering wellness lounges and quiet rooms, or just an overwhelmed association pro Wondering if it's okay to take a real lunch break. This episode is for you. Alright, let's get into it. Welcome again, Tara. We're gonna certainly start the conversation today from a big picture [00:02:00] perspective, and I would love to just define a key term before we get into it. When you think about wellness, I'm curious, what does wellness mean to you within the context of association life today? Tara Davis: First of all, thank you so much for inviting me to be here. I am so excited about this opportunity and to talk about something I'm very passionate about. So thank you. So I like to focus on the term wellbeing rather than wellness. It seems a little bit of a wordsmithing, but. Wellness to me implies either you're well or you're not. And it is like one end of the spectrum or the other. And in reality, wellbeing is a spectrum, right? And it's a state of being healthy and happy. And there are lots of different types of wellbeing. There's financial, there's social, there's intellectual, and I think that. It's important to focus on this holistic wellbeing. It used to be [00:03:00] that people thought about it really as just your physical health, and then I think we evolved a little bit to consider your mental health, but it's so much more. It's this connection of your mind and your body and how you really are doing. When someone asks you.  Aaron Wolowiec: I love that there are so many different dimensions of wellbeing and they don't always get talked about in all of the places at home or in the workplace, in school, in our church, or volunteer opportunities either. I'm curious. How you think expectations around workplace wellbeing have changed for association professionals over the last few years? Has it been just as a result of the pandemic or have other factors really been at play?  Tara Davis: That's such a good question and so perfect. 'cause my dog is barking, so if you hear that, I apologize. That is a symptom of this work life just coming mixed together and not being suffered anymore. But yeah, I [00:04:00] think that some organizations were thinking about wellbeing in the workplace long before it was trendy, and I feel very lucky to be in an organization like that. APA, the American Psychological Association has had an office. Dedicated to employee wellbeing since I think 2003 and being a leading mental health organization. That makes sense, right? You can't expect to be talking about mental health in society and with other organizations, and so in my mind, you can't really separate wellbeing from workplace initiatives and from deadlines and priorities. All of that is intertwined with that. Isn't always the case. And I think one, I don't think you can really say a silver lining of the pandemic. One result of the pandemic that is positive is that more employers have been paying attention to mental health in the workplace because I think there was such a decline in the mental health of our country. We really facing a mental health. [00:05:00] epidemic as well. The other thing is not only is it about organizations paying attention, but also employees started expecting it. So it's no longer this nice to have, oh, I'm a feel good company 'cause I care about my employees. It's now a business imperative and I think that less people are having to prove the business case to their employers. And I've also noticed that a lot of these initiatives used to exist solely in HR and it maybe it was a tiny part of an HR employee's job, but now there are positions and teams dedicated to it in my situation, and I think that's a really beautiful thing, showing the priority and the importance that it really is for our organizations and employees' success. Aaron Wolowiec: And I want people who are listening today to not immediately get turned off by thinking, oh, we're not as large as, we don't have a department dedicated to health and wellbeing like  [00:06:00] APA does. Certainly throughout the episode today, we're gonna be talking about different ways to come at health and wellness, no matter your size, whether really you're a. Solopreneur working as a consultant within the industry, or maybe a small staff or medium staff, or a large staff organization. So before we get into those tips and tricks, let's start with fundamentally, what are some of the key elements of a workplace culture that truly prioritizes while being no matter the size of the organization? Tara Davis: I love that question because yes, we do have an office dedicated, and so in terms of resources and budget, but it's really only two of us, two and a half I should say, as I have a member of my team who support some other work in the organization. Don't think that we have 20 folks dedicated to this. We have about 550 employees and there are two and a half of us who are really focused on creating a healthy workplace. And so in addition to that, I wanna quickly. Note something that is part of what you're already doing, that you can [00:07:00] just think about differently or message differently, or your intention can be a bit different or it's free. Just wanna quickly say that. So have no fear, don't worry. We don't have a large budget or even a large team. So back to what are these key elements? This is something I've been doing for a while and there are different models that have come around of. What it really looks like to prioritize wellbeing in the workplace. And what I love is our former surgeon general, Dr. Vik Murthy, came up with a framework for mental health and wellbeing in the workplace. And some psychologists from a PA actually co-created this with the surgeon general's office, so you can look it up if you just Google a surgeon general model for wellbeing, it'll come up and it has these. Five dimensions of things that the research has shown. These things lead to a healthy workplace. If you focus on these things, you have the outcomes that you're looking for in terms [00:08:00] of your people and your organization. So one is. Connection and community, and we know that loneliness is rampant right now, and we also know that it's really important for our mental health and wellbeing to be connected to others connection and community. What I love about this model is each of these things are rooted in. Human needs, two, human needs for each dimension. And these needs are consistent across demographics, across type of work, job level, all of these things. And so first is connection and community. So it's rooted in the need for social support and belonging, which is very important right now. Belonging is very important in the workplace. And the next one is protection from harm. And that's rooted in the need for. Safety and security. So we mean physical safety, of course. We also mean psychological safety. Then there's mattering at work. That's the third dimension, and that is rooted in the need for dignity [00:09:00] and the need for meaning, which obviously purpose goes along with those. Right now we are spending a lot of time trying to focus on how do you help people find meaning in their work? How do yo

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An original podcast from the American Society of Association Executives where we explore key topics relevant to association professionals, discuss the challenges and opportunities in the field today, and highlight the significant impact associations have on the economy, the U.S., and the world.

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