Most associations expect to secure educational speakers for free. Yes, they know they'll have to pay keynoters, but they believe there is an unlimited supply of people willing to speak at workshops, teach classes, sit on panels, and present webinars for free (there really is). They know they'll have no problem recruiting knowledgeable professionals to work for nothing.

Maggie McGary thinks these presenters are giving away their expertise and deserve compensation . The current model, she thinks, needs to change. But:

- Will associations be willing to pay all presenters, at least an honorarium, if not more?
- How will that affect the availability of learning opportunities?
- What about more registration discounts and waivers (although that will only benefit people who would have attended anyway)?
- Will association execs refuse to "give back" when asked to be volunteer presenters?
- Will consultants pass up the opportunity to gain visibility (and potential clients) by volunteering?

- IF learning exists through information exchange, rather than from experts talking to non-experts, should association members expect compensation for sharing their knowledge with each other?

- If consultants and association employees were no longer willing to donate their services, would those opportunities be gobbled up by hobbyists and unemployed execs?

There's a lot to think about here.

Some years ago, Oldsmobile tried to appeal to younger customers by touting its car as, "not your father's Oldsmobile."

Well, it was my father's Oldsmobile. I know because I drove it.

In my early 30s, I bought my dad's Oldsmobile Cutlass Ciera and let him trade in my little Plymouth Horizon hatchback for a new car for himself.

At first I was embarrassed to be seen driving my new acquisition. It was his style, not mine. It even had velour seats, which, although immune from heat and cold, was too posh for me.

But the Olds ran much better than my Horizon and it had a really great sound system. I got used to it.

Still, I usually did not find my parent's style attractive. I don't automatically reject events that seem pitched to their generation, it's just that I'm not always sure there will be something there for me.

Here are a few things my parents liked (or, perhaps, were merely willing to tolerate) that I don't care for:

- dinner dances;
- dressing up for events (even like going out to dinner);
- invitations addressed to "Mr. and Mrs." followed by the husband's name;
- long, long, long speeches;
- internal protocol, instead of ability, determining the selection of emcees and speakers;
- somber recital of names of award winners;
- asking for applause to be held until the end of the ceremony;
- formal passing of the gavel to the next Chair, as if this is the most important activity at an event (to many people, it is);
- waiting until the workshop is over to ask questions (if there is any time left);
- music that my parents liked and I don't;
- corny comedians;
- sexist jokes;
- "cutesy" amateur entertainment;
- "insider" humor that isn't funny;
- men who apologize for swearing in front of women - especially when they aren't even swearing.

I can overlook some of these things (but not all of them) as long as I think I'll find something that will appeal to me. Otherwise, it's just my father's (and mother's) Oldsmobile.

I've spoken for years at seminars and workshops but today was the first time I presented a webinar (as guest presenter for a membership association's education program).

It was odd.

Since I could not see the audience, I couldn't judge how the information was being received. I didn't know when to linger on an issue or when to speed through a topic more quickly. Hopefully, attendees will be surveyed and I'll find out what they thought, although I would have liked to know before it was all over.

I much prefer face-to-face events. It's easier to have conversations and feedback is immediate. I can tell when I need to veer from my initial presentation plan.

Webinars are great for people who can't attend meetings and conferences. But there is no better way to communicate than face-to-face.

When I was CEO of Chicago Area Runners Association (CARA), I asked some of my young professional members if they participated in social activities in their associations.

"Oh no!" they responded. "We want to look like serious professionals." They felt that youth-oriented behavior in a professional setting would be a detriment to their careers.

So they came to CARA to party.

There's been some criticism of the ASAE annual meeting having been conducted in the style of people in their 50s and 60s, rather than in that of professionals a couple of decades younger.

The older folk should not be offended by that - they probably criticized their predecessor's styles, too. And I don't think critics are claiming the habits of the 50- and 60-somethings are wrong.

They just don't appeal to everybody.

People of different ages adhere to different styles in countless ways - including music, dress, communication, and even professional interests. They want something that looks like them, not like other people (especially their parents).

The challenge for any association is to adopt a style that has somewhat universal appeal (I think ASAE tried to do that) but that also attracts those who are drawn to other types of appearances, content, and activities.

Appealing to the styles of different age groups is important.

Alert: Aviator sunglasses are back. You can even catch Drew Barrymore wearing them.

I wonder if buyers realize these were really popular in the 1970s.

The biggest challenge when offering a free webinar is ensuring that registrants will remember they've signed up for it.

A recent discussion on the ASAE Executive listserv asked about a "bus" book - information the association will need in the event the CEO is hit by a bus, or otherwise no longer available.

Cecelia Sepp posted her suggestions, as did others. My bus book was actually the Transition Manual I prepared for my successor when leaving a CEO position I had held for 15 years.

Next time, I'll start the book long before I leave.

P.S. Click "contact" above to let me know if you'd like a copy of the Table of Contents of that manual.

There are some things you may not expect to happen in an association office. Violence is one of them.

Still, you should be prepared for the possibility. One in four women will experience domestic violence in their lifetimes and it may take place at work.

Here's what to do when someone attempts to attack an employee in your office.

Some associations constantly want to change how they operate. Others never want to change. Neither is correct.

Associations should consider what they want to accomplish and select the best way to do it. Sometimes it will require change, other times it won't. There is no single correct answer for every situation in every association.

As part of thinking about change, it's helpful to pay attention to what others say (although you should not feel compelled to follow any of it).

Here are a few comments gleaned from the most recent issue of Associations Now:

"Membership, education, and access to information - three of the most common value propositions and most important revenue streams found in association business models - have been disrupted by what often feels like an infinite variety of acceptable (and occasionally superior) online alternatives that can be delivered at lower cost and often free of charge to end users." Jeff De Cagna of Principled Innovation.

"...classroom and other face-to-face learning is preferred over distance learning." Findings from Decision to Learn.

"It's part of a culture where you have to move your members in the direction that you want to go, but at their pace." Mark C. Anderson, CAE of American Society for Surgery of the Hand.

"...what I've found works is a balance of personal and electronic communication...it comes down to deciding what works best in each situation..." Leila Faucette, of Kentucky Coalition of Nurse Practioners & Nurse Midwives.