Happy 2010, ASTD chapter leaders! As the new year is upon us, many chapters have their entire 2010 program schedule laid out, while many others are still looking to fill remaining schedule gaps. A question we at national ASTD receive quite often is, “What makes a good program; what would you recommend?”. While there’s no stock answer that’s correct for everyone, there is a theme that should always be followed – the “aha!” moment.

Everyone in the world of learning and development is familiar with this phrase, and use it often in their own training sessions. It should therefore be at the forefront of everyone’s mind, and the driving force behind scheduling programs for your members. The “aha!” moment does not strictly need to be knowledge-based, for it can take on a number of different forms.

A networking event produces an “aha!” moment when someone makes an introduction and exchanges cards with an individual who turns out to be a valuable professional contact. An event featuring a State of the Industry report can produce this moment when someone sees national industry data and knows immediately how their company is mirroring or diverging from overall trends. The moment is also prevalent during an E-Learning or Social Media event, where that one key takeaway, whatever that may be, can be put to use immediately.

No one will remember the entire content of a program unless it’s an archived podcast, but they will remember their one takeaway. That impactful moment will have them buzzing about your event to their colleagues, and will keep their interest level high for your next event. It will also help them professionally, and give them real value for their membership. The next time you discuss what type of program to have with your board, think of the “aha!” moment it will produce, and if it’s enough to impress you, it will be enough to impress your members as well.

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All current ASTD chapter members and leaders are invited to learn more about this hot topic – Register today!

Bridging the Skills Gap: New Factors Compound the Growing Skills Shortage

Wednesday, January 20, 2 p.m. ET (1 p.m. CT, 12 p.m. MT, 11 a.m. PT)

Hosted by Jennifer Homer, ASTD Vice President of Communications and Member Relations

When was the last time you assessed the skills of your workforce? Does your workforce possess the knowledge, skills, and abilities to move your organization to the next stage of success? This webcast highlights key findings from an updated white paper from ASTD about the impact of the skills shortage.

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                There are generally three types of people in the world today – those who live for what was, those who live for what is, and those who live for what will be. If you take a moment to think about it, you can come up with people in your life that fit all three categories. Rarely do you find those who are wise enough to incorporate the lessons of the past, live fully for today, and plan accordingly for the future. As a volunteer leader, it is imperative that you become just that for the sake of your chapter!

                As an avid college basketball fan, I look not only at the current state of my team, but also to what the outlook is for next year, the year after, and the year after that. As they say in the sport, “Your program is only as good as next year’s recruiting class.” This mirrors a question that confronts chapter leaders every year, “How do we ensure that this year’s team maintains success next year?” The answer is simple – focus not on the team, but also on the program as a whole.

                To begin, take a look at your “starting lineup” – your current board. Who will be staying on next year? Who will be leaving? Who might be a rising star due for a breakout year, and who is burnt out and no longer contributing to the success of the chapter as they once were? Then, look at your membership. Specifically identify the members you will actively recruit to fill holes on the roster and list as “bench players”.  Ask yourself, “Who is ready to step up and fill a gap immediately? Who needs additional training before they become a key cog on the board?”

                Once you have an accurate snapshot of your team, it becomes much easier to identify gaps in the roster and where to focus your recruiting efforts. A basketball team with a lot of returning talent amongst their big post players won’t make a pitched effort to recruit more big post players for the coming season. Rather, they focus their recruiting attention on the guards. This is the same strategy an effective chapter should employ. Let me use an example of a chapter that has an energetic V.P. of Membership that plans on remaining on the board for several years, but also has a V.P. of Programming that’s moving out of market.  The best method to add to the team is to employ a targeted recruiting campaign rather than a “one size fits all” appeal to the membership. In this case, approach a member who has been vocal about programming (and they’re in no short supply!) to make the recruiting pitch directly.

                The other key distinction between team and program is prestige. How well does the name alone recruit? The University of North Carolina and Duke University are “bluebloods” in the college basketball world. The prestige of their names alone have the best of the best drawn to them on a continual basis. Their name brand sells itself, self-perpetuating the cycle of excellence. When your chapter has reached the point where people approach YOU to become the next generation of volunteer leaders, you’ll know that your chapter has arrived.

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Over the past year, many chapters have expressed concern about the impact the economy would have on their chapters, and this concern has been especially pronounced over the past eight months. With people losing their jobs, companies cutting back on sponsorships for professional memberships and people being forced to work longer hours, the question for many has become: How will our chapter get through this?

It’s times like these when I remember that in the Mandarin language, the character used to depict tragedy is the same character for opportunity. Therefore, rather than looking at the economic downturn as a source of hardship for your chapter, it’s important to view these circumstances as being ripe for growth and prosperity. This is the time when your chapter can step forward and become the “port in the storm” that your members so eagerly seek.

When someone has been laid off, has had their client base dry up, or is in an uneasy position at work, their first natural instinct is to get their name out and expand their professional network of contacts. For someone in the workplace learning and performance field, nowhere can this be accomplished as well as through their local chapter. It is there they will find like-minded individuals in a similar predicament as well as those who are in a position to give them a leg up professionally.

In this age of online social networking, the true value of face to face networking is often overlooked, though it remains the most important type of connection one can make. Positioning your chapter as a “one stop shop” for professionals in transition will ensure that your members receive optimal value at the most critical time. Offering resume assistance, transition Special Interest Groups (SIGs) that meet independently, and panels with career search experts are some ways your chapter can be this “one stop shop.” Most importantly, it gives your members the sense that although they are going through a difficult time personally, they’re not alone and there is a larger network out there that has their best interests at heart.

Serving as a haven for members in uncertain times is also a sound long-term investment on the part of the chapters. Members who were helped by the chapter in their time of need will renew their memberships and be excellent candidates for leadership positions themselves. Additionally, they will be your chapter’s greatest advocates to others. This second-level marketing will help your chapter grow tremendously over the long term and expand its reach into previously untapped markets. 

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