welcomeUnderstanding how your members (and prospective members) interact with your organization—and your competitors—is now more critical than ever to establishing your group as the leader at the intersection of knowledge and professional development.

It’s also critical to the relationship your advertisers have with their audience. Expanding your presence with interactive publications, social media and virtual events opens a great opportunity to bring those industry suppliers and partners into the fold. Forming strong partnerships with these industry suppliers not only offers a wider and deeper range of information to your members, it provides a significant opportunity to actualize revenue for your

association. The stronger and more diversi-fied the community you build, the more opportunities for those industry suppliers to reach and interact with your members.

As we move into 2010, we want to work with each one of you to shape and grow that community. In a note from Carrie on page 4, we ask to hear from your members,

and on page 3, we discuss advice for maintaining a strong staff—something that’s imperative to building a better future.

Vol. 3 Issue 1 Fall 2009 1

NETWORK PICNIC PAGE 2 MEET BOB PAGE 2 MAINTAIN STAFF PAGE 3 A NOTE FROM THE COO PAGE 4

From the PresidentWhat’s your social media policy?

By Jen SmithBy now, associations everywhere have included social media in their communi-cations strategies. We know that social media is an effective way to reach mem-bers, but what kind of policy do you have in place for its use in the workplace?

The answer, although tempting, is not to block social media by restricting staff-ers’ internet access. If social media is an integral part of the association’s commu-nications with its members, you certainly shouldn’t restrict access to it. But where is the line? And how can you encourage the “correct” use within your office?

First, make your communication strat-egy clear. Outline the types of information and content that are suitable and encour-age staffers to use social media to that end. Stand behind your designated social media guru. This may be the Director of Communications or someone she’s appointed. Let this person be the guide.

Then, establish guidelines for accept-able content that is not part of the association communications strategy. View social media as a way to educate yourself and others—don’t discourage staffers from using social media to further their own education and involvement.+Making FriendsEncourage relationship-building with members, partners and vendors via social media. These connections build stronger relationships. Just like your members are using social media to expand their profes-sional network, your employees are as well. Encourage their use of social media as an educational, information-gathering tool, and you’ll find you have a more quali-fied and talented staff.

EtiquetteEducate staffers on the etiquette of social media, especially if they are connected to members or partners. If so, it’s not a good idea for them to post only personal con-tent. Instead, discuss the ways that social media can be productive and encourage them to include topical content. If they choose not to, you can ask that they not be connected with industry contacts or members. In fact, some would say you can demand this.

Also, make clear the types of company information that are off limits to discussion on social media, including financials or any other proprietary information.+Logging HoursEstablish an appropriate outline of time spent online during office hours. You may be lenient and permit open access to staffers, provided that they complete their tasks and job functions appropriately and to the level of quality you expect. Or you may restrict access to certain times of the day—during breaks or lunch time. +

Associations are the original social network. Just as you develop the social media portion of your communication with members, you should encourage and foster the use of social media among your staff so they too can connect, learn and grow. ;Jen Smith is Creative Director. E-mail her at jsmith@networkmediapartners.com.

Workplace policies on Web 2.0 should encourage education, connections

Expanding your presence

opens opportunities for industry

suppliers and partners.

Sharing Knowledge. Forging Partnerships.The quarterly newsletter of Network Media Partners, Inc. Connect.

meet

2 Fall 2009 Network Media Partners, Inc.

What do you do?I manage the Credit/Collection and Traffic departments. On the collection side we work to maximize cash flow while mini-mizing bad debts. Our goal in Traffic is to maintain the standard of excellence in delivering our products and services that our clients have come to expect.

How do you spend your down time? Spending time with family and friends is at the top of my list. I also enjoy activities that expose me to new experiences not encoun-tered in my daily routine, such as traveling and reading.

Most challenging or rewarding experience? I am most proud of the fact that my team and I are successfully protecting our clients’ cash flow during these difficult economic times.

Motto to live by? Live in the present moment and find the positive in every situation!

How would you describe yourself?Self-motivated, solution-oriented, and easy-going. I enjoy being around people, sharing ideas and experiences.;

Network family picnicOregon Ridge Park in Hunt Valley served as the backdrop for Network’s summer outing, a potluck picnic. We also used the event to collect donations for our 2010 philanthropic effort, The Ronald McDonald House, raising more than $500 for the organization.

Austin Stahl, Aisha France and Doug Ruocco man the donation station. Below, Jeff Rhodes has a big announcement.

Brittany Sullivan visits with Abbey Reid, while Sean Soth, Roy Soth and Ben Ledyard have a snack.

I love the working environment at Network. Egos are checked at the door.

Bob RuppCredit and Traffic ManagerSince October 2004

forecast

Vol. 3 Issue 1 Fall 2009 3

Almost everyone needs to “forecast” some type of data for their job or posi-tion. Maybe it is membership renewals, a budget for the upcoming year, atten-dance at an upcoming event, or sales for education or certification products. For us, it is forecasting future revenue from advertisers, exhibitors, sponsors and prospects. More than ever, the economy challenges the way we predict and anticipate revenue. Planning—and a good reality check—will help minimize your need to look into a crystal ball.

For our sales team, budgeting and planning for 2010 is well underway. We refocus on the science behind the planning, to see what is in the pipeline versus the pipe dream.

Here are a few guidelines as you work your forecasts for the coming year. Analyze the numbers and look

for trends—renewal rates, growth accounts, origin of new business. By keeping concise, accurate records and data, you’ll save time when it comes to analyzing these known factors.

List factors that will impact outcomes for future years. By identifying this “X” you have an opportunity to minimize its impact.

List the qualified base of accounts to close. Those clients should be well identified and cultivated if you want to have a chance of closing for next year. Be a realist in this area!If you fall short of where you want

to be, ask yourself, “what will it take to make this planned outcome better for this next year?”

Here, our sales and management teams are focused on minimizing the “X” and maximizing changes that may be needed to improve sales for 2010. By focusing on the pipeline, instead of the pipe dream, your sales efforts and budgets can improve and grow too. ; —Carrie Hartin

Pipeline vs. Pipe dreamHow clear is your crystal ball? By Katherine Boyce

In today’s business climate, it’s more important than ever to keep valuable employees and attract the right fit for your organization.

Especially now, it’s crucial to your organization to retain key team members and leaders, instead of being faced with a substantial turnover of staff just when the ball starts rolling again.

Long gone are the days when a com-petitive salary was enough to satisfy the right employee. With an influx of younger workers and the ability to be connected to the office 24/7, employees are looking for something more than just a paycheck. There are various nontraditional benefits an association can offer to entice the next perfect hire and to keep the key staffers satisfied.

“We are no longer a 9 to 5 society… Employees realize they need flexibility in their schedules to balance business and personal demands in today’s fast paced environment,” said Bob Rupp, Credit and Traffic Manager.

Shannon Reid, Vice President, Sales, has found that “quality of life benefits,” such as “being flexible with work hours, telecom-muting options and family leave policies help to contribute to the overall well-being of your staff.”

While companies have an increased focus on the needs of their employees, the needs of the company remain ever impor-tant. Although qualifications are still the fundamental criteria, employers are also searching for people who will mesh with their existing staff. Employers are not sim-ply making a hire; they are building a team.

“Finding the right balance of personali-ties, skills and talents makes every person on the team better and will ultimate make your team more successful,” said Jen Smith, Creative Director.+Retain staff with empowermentKeeping a good employee is a two-way street. Employees savor the opportunity to increase their level of involvement within

the company, which in turn increases their value and stake in the company. Offering “opportunities to be involved in a task force for new company endeavors, interof-fice groups to join,” Rupp says, expands an employee’s feeling of involvement.

Carrie Hartin, COO, agrees that people “want to be part of an organization that will give them a chance to learn, develop and contribute.”

More and more employees want to con-tribute to their company outside the param-eters of their job descriptions and employers are reaping the benefits. Involving everyone in the vision of the company will foster teamwork and a sense of ownership in the work an employee does.

“I often share my thoughts regarding my vision of our department. That way everyone can work toward the same goal and be a part of the bigger picture”, said Jim Cooke, Vice President, Operations.+

Tailoring a benefit system to meet the needs of your staff demonstrates your level of commitment to your employees, motivat-ing them to perform. When employers and employees can match expectations and find common ground, it’s a win-win situation that will enable your association to recover quickly and successfully in the months and years to come. ;Katherine Boyce is a sales associate. E-mail her at kboyce@networkmediapartners.com.

Maintain key talent for success

Employees savor the

opportunity to increase

their level of involvement

within the company.

Be poised for the upswing by retaining valuable staffers with nontraditional benefits

Did you know? The satisfaction an employee feels toward her job has a direction correlation to the success of the company as a whole. Read more on Page 4.

Connect. is published by Network Media Partners, Inc. for its clients. For more information about any of Network’s services, please call Chip Boyce, President, at 410-584-1904 or Carrie Hartin, Chief Operating Officer, at 410-584-1919.

Please share and recycle after you’ve enjoyed your copy of Connect.

MEDIA PARTNERS,

A note from the COO

Megan Crawford is reading My Personal Best: Life Lessons from an All-American Journey, by John Wooden, with Steve JamisonWhat an inspirational book! It summarizes the lessons Coach John Wooden learned from his father and other mentors in his early life. Focusing on integrity and hard work, Coach Wooden’s Success Pyramid is a simple visual aid that can help guide you in work and in life. Bottom line is to always do your best.

That’s an easy one—we represent your association. Right? We work on your association’s behalf to improve the sales, revenue, and relationships on the projects assigned to us. So in other words, we represent your magazine, conference, or website. Right?

Wrong! Our job is to represent your members: We provide access for industry partners and suppliers to those members in the appropriate vehicles. Network’s sales and marketing team is the voice of the membership when it comes to relaying to your suppliers the types of tools and resources your members need. We want to open a dia-logue with some of your most supportive members. These

conversations and learning opportunities will allow us to understand more about their world and improve how we help prospects to understand the needs of your association’s members.

It is time for us to change the mindset of industry suppliers. When a prospective industry partner says “no”—and that happens often—it is our job to make sure they understand that they are saying “no” to the opportunity to give your members access to information or tools. Your members don’t care that a business doesn’t have a market-ing budget or that they need to cut expenses for an earnings report. Your members care about having access to information from businesses that are ready and able to help plan for the future and recover aptly from the current recession.

We are excited about selling for 2010 and representing your members. We look forward to working with each of our associations this fall to open the lines of commu-nication between our account executives and your dedicated members. This access will allow us to propel your members into a successful future as well.

Carrie Hartin is Chief Operating Officer. E-mail Carrie at chartin@networkmediapartners.com or call 410-584-1919. She’ll be happy to hear from you.

Who do we represent?

We recommend

The Carrot PrincipleBest-selling book proves that recognizing employees improves a company’s bottom lineAfter a 10-year study of managers and employees, Adrian Gostick and Chester Elton now have the facts to prove what they’ve long held as truth: When managers recognize their employees, the organization benefits.

It’s a no-brainer, right? When people are encouraged by their managers and motivated by rewards and recognition, they perform better. And that, in turn, makes the company or organization perform better. It’s only natural to make that correlation. But what Gostick and Chester have found is that companies that most effectively recognize excellence enjoy a return that is more than triple the return of those that do not.

We will repeat that: more than triple the return. We think that’s worth the investment.

Here are a few ideas straight from The Carrot Principle to encourage and motivate employees:

Goal SettingOn a new employee’s first day, set expectations high by planning a small celebration. Send out an e-mail introducing the new person and why she was chosen to join the team.

CommunicationEach day, spend ten minutes looking for someone doing something that furthers your company’s goals. When you find it, recog-nize the person on the spot.

RecognitionMost of us have struggled with the tug-of-war between work and home. The next time an employee goes above and beyond, spending long hours in the office, send a basket of food to his significant other, thanking the family for their sacrifice.

Have a great idea for recognizing staffers? We want to hear it. E-mail Jen Smith at jsmith@networkmediapartners.com.