A detailed and ultimately optimistic reading on the Millennial Generation is contained in the new book “Millennial Makeover: MySpace, YouTube and the Future of American Politics” by Morley Winograd and Michael D. Hais.

According to Winograd and Hais, Generation X (born 1964–1981) and the Millennial Generation (born 1982–2003) are different in almost every important respect: the way in which they were reared by their parents, their lifestyle and behavior, their attitudes on matters ranging from politics to their relationships to their peers and society, and their entertainment and media preferences. In response to several questions posed by Association News, authors Winograd and Hais drew a portrait of the Millennial Generation for association executives.

Will Millennials be more likely to join associations than Gen-Xers?

Most definitely. Millennials are what we call a “civic” generation. Millennials were reared by their parents to be a part of groups, to value group memberships, to respect and tolerate others in their groups, and to cooperate with other group members in seeking win-win solutions to the problems and concerns that confront the group.

This mindset leads Millennials to consult with parents, friends and co-workers about what is appropriate and effective in almost all aspects of their lives. More specifically, we would expect that American associations would have the prominence during the upcoming Millennial era that they did during the 1950s and 1960s, a period dominated by another group-oriented civic generation—the GI or “Greatest” Generation.

Won’t their own social networks pose a threat to existing associations?

With the development and spread of broadband Internet connections, people now have the means with which to develop a wide range of ad-hoc groups to deal with virtually any concern that may confront them as individuals and as members of a larger group. To the extent that those groups are useful, there is a strong likelihood that they will grow in size, gain permanence, and come to supplant pre-existing groups and associations.

Given that Millennials have a different style and approach to life and may well have different concerns than older generations it is quite possible that Millennials may want to create new associations to deal with these concerns. The existence of the new Internet-based social networking technology makes this possibility more likely than it might have been at previous times of generational change.

How can association executives make sure their associations remain relevant?

First, associations must utilize and develop a facility in technology that will permit them to relate to and interact with Millennials. Second, it is important for associations to have a clear knowledge of the concerns of Millennials and the way in which they relate to the matters dealt with by the association.

Copies of “Millennial Makeover: MySpace, YouTube and the Future of American Politics” are available by clicking on “Bookstore” at AssociationNews.com. For more information on Winograd and Hais, visit millennialmakeover.com.

Though I rarely admit it, I’m old enough to remember a time when you could visit someone’s office and not see a computer on every desk. So I’m also old enough to recall that computers were supposed to lead to paperless office environments. Instead, the reality—judging by my own desk and the desks of many of my colleagues—is that paper clutter is just as bad as it’s always been. If it’s your New Year’s resolution to keep your desktop clear, professional organizer Christi Youd—author of “Organize Your Office for Success”—offers the following six tips for de-cluttering your workspace:

1. Create a “home” for your active paperwork. Youd says many people rely on an “inbox” for active paperwork, and that’s one of the biggest mistakes when it comes to de-cluttering. An inbox inherently lends itself to inaction. A better solution, says Youd, is to have a work-processing system in your desk file drawer.

2. Prepare your file drawers. Before you start filing the rest of your papers, Youd suggests you need to put an efficient filing system in place. According to Youd, for a filing system to be easily maintained, it’s necessary to keep it extremely simple.

3. Create individual files. Youd suggests that within each of your five broad categories you should create individual file folders. Realize that it’s better to have fewer files with broader headings than many specific files.

4. Insist on proper file placement. Don’t fall into the trap of complicating your filing system by using file folders with multi-cut tabs. Anything that complicates your system creates the tendency to set papers aside rather than filing them.

5. Speed sort through the de-cluttering process. As you handle each piece of paper, Youd suggests asking the following questions: Can I discard this yet? Can I delegate this? Can I handle this in 60 seconds or less? (If the answer is yes, then do so.) Youd suggests checking with your accountant and attorney on the documents you are required by law to save.

6. Insist on maintaining a proper fit inside your file drawers. You should be able to open your file drawer, open the file, insert a paper, and close the drawer using only one hand. If you need two hands to file, the process becomes a bother and you tend to procrastinate.

According to Youd, a clutter-free desk helps reduce stress and increase concentration, which ultimately leads to increased productivity. Youd can be reached at (801) 756-3382 and offers more organizational tips on her company’s Web site at www.OrganizeEnterprise.com.

Previously, in response to a reader inquiry, we discussed several ways associations can make their meetings and conventions something special. Following are some additional suggestions for taking your event from a “maybe I’ll go this year” to a “there’s no way I would miss it.”

Allow for multiple entry and exit points based on attendee type. An astute event planner realizes that everyone these days is time famished. Confronted with the schedule for an event that’s been planned to run five days, most attendees are going to try to find the two or three days of the schedule that most closely meet their needs.

Vary the formats of the sessions themselves. While each of the sessions and functions at your event need to be thought of from the standpoint of having a beginning, middle and end, you should take care not to make each of the sessions and functions too similar.

Consider human factors when determining your final schedule. At the annual conference our company organizes for the sports-event industry, the TEAMS Conference & Expo, it’s not unusual for the schedule to run 16 to 17 hours per day. If your convention has long hours, be mindful of the need for attendees to have some down time—time to recharge and check e-mails. Otherwise, you’re likely to notice a decided drop in attendance at your early-morning sessions by the third day of your convention.

Association executives and meeting planners face any number of challenges when it comes to scheduling annual meetings and conventions. To breathe new life into your meetings and conventions, become a proponent for change by incorporating some of the ideas we’ve presented this month and last or adopting components for your event that you’ve seen work well for associations outside of the industry or profession you serve.

Additionally, let us know what’s worked—and what hasn’t—at events you’ve attended, by commenting below (including your name, title and organization)!

One of our readers e-mailed to say that he is planning the schedule for a statewide convention of fire chiefs. To make his mark on the meeting, this planner wants to move from what he calls a “plain and simple” format to one that “raises the bar.” His note arrived just as I was reviewing the agenda for a meeting I’m planning to attend. My observation of that meeting’s agenda is that it seems to get longer each year. For a group of less than 500 members to have a meeting that runs from early on Monday until late on Friday seems to be a bit excessive.

So how can an association looking to add value to their meetings and conventions avoid needless agenda creep yet make their meetings something special? This month and next, I’ll be providing suggestions based on what we’ve learned by attending countless conventions and organizing our company’s annual TEAMS Conference:

Have a vision of the experience you’re attempting to create. Looking at your event as an “experience” helps broaden your overall approach to the planning process. Putting yourself in the place of the attendees is an excellent way to increase the odds of exceeding their expectations.

Here are some key questions to ask yourself: Is the primary purpose of your event education? Is it business development for your members? Is it networking? Is it a combination of some or all of these? How would your attendees answer the primary purpose question? Knowing those answers is the starting point for envisioning ways to enhance your attendees’ experience.

Create a sensible flow for your event. Before you begin scheduling items on your event’s agenda, take a step back and consider what would make the most sense in terms of the event’s flow.

Be careful what you call things. Pre-conference sessions, plenary sessions, post-conference sessions, opening receptions, welcome receptions … Be sure the names you attach to agenda items clarify what the attendee can expect. The name assigned to an agenda item is often the only thing considered as the attendee is deciding what parts of your event to attend.

Make sure your event has a beginning, a middle and an end. The most important aspect of event flow is being able to group the various components of your event so that they flow from start to finish in a logical fashion.

Do you have additional suggestions on how to plan the best possible agenda? Let us know by leaving a comment below (including your name, title and organization).

Unless your association is brand new, at some point it’s probably had to incur the wrath of members upset over a dues increase. Customer service expert Ross Shafer would likely attribute their unwillingness to pay more to a lack of love. Says Shafer, “If your customers love you, they will give you more money.” While “love” may not be a concept many associations consider, Shafer suggests strongly that it should be for the following reasons:

1. Humans have only one emotional barometer. Organizations of all types make the mistake of thinking their customers, clients or members are only in a business relationship with them. “Customers,” says Shafer, “expect a human relationship because they can’t tell the difference. Customers respond to bad service with the same hurt and emotional triggers they experience in a bad personal relationship.”

2. Loving you means members can stop dating others. According to Shafer, reluctant customers often experiment with several companies before settling on a favorite. Says Shafer, “You want to be the place they ‘settle.’ Because, when customers finally find a shop, service or product they love, what it means to them is that they can stop ‘dating’ others and commit to you.”

3. The love can be quantified. Shafer tells the story of a money-losing grocery store whose owner decided to see what he could do to keep the business operating. “He turned to his customers and did something radical,” says Shafer. “He started loving the customers. He would stand at the front door and say hello to everyone.” Within nine months, the store had increased its revenues sixfold.

As corny as it sounds, it may be worthwhile to consider ways to make your members love your association. You may soon have members who are much more likely to renew their memberships even if the dues are going up. Shafer’s latest book, “The Customer Shouts Back,” is available at our online bookstore at www.AssociationNews.com. For more information on Shafer and his Customer Empathy Institute, please visit www.RossShafer.com.

Have you taken steps to increase your members’ love for your association? Please comment on this post (including your name, title and organization) to share your experience with your colleagues at other organizations.

While the American business press can be counted on to serve up every detail of major corporate mergers, much less attention is paid to the merger of associations and other nonprofit organizations. Recently, however, the supply of information on the topic of association mergers has been increased dramatically with the publication of a study titled “Investigation of Association Mergers.” The 28-page report, produced by The William E. Smith Institute for Association Research, is based on qualitative data derived through interviews with board and staff executives of 11 associations that have engaged in merger activity in the last five years.

The report revealed that the following factors are key to successful mergers:

Communication. Open, honest dialogue and a willingness to share information during the merger discussion stage; effective handling of leaks during the negotiation stage; and providing detailed instructions as well us updates on progress for key internal audiences.

Leadership. The need for a “catalyst leader”—an individual who recognizes and communicates the need for a merger—and a nucleus of like-minded individuals committed to seeing the merger become a reality.

The Appropriateness of Time. Appropriate time periods must be allowed for precursor partnering, merger discussions, negotiations and implementation in order to allow for the building of relationships, the establishment of processes that facilitate collaboration and the addressing of the legal, financial and operational details of the merger.

Social Capital. The emergence of trust and familiarity—as well as the congruence of values, missions and goals—through face-to-face interactions between people in informal settings outside the boardroom.

Retention of Culture. The retention, honoring and integration of the distinctive and meaningful cultural elements of the former associations as the new entity is created.

Whether or not your association is considering a merger, this report contains valuable information that can help you understand the basis upon which successful partnerships can be formed. Copies of the complete research report, as well as additional information on The William E. Smith Institute for Association Research, can be found online at www.smithinstitute.org.

For any association, the task of building the association’s name into a meaningful brand can be a daunting one. According to marketing and advertising expert Scott Deming, one sure-fire way to establish a brand with meaning is to create a member experience that builds loyalty to your association. Deming, author of the new book, “The Brand Who Cried Wolf,” offers the following suggestions, adapted here for trade associations and membership societies:

Be careful what you promise. If you can’t or don’t deliver on what your association promises, you will fail to create loyalty among your members.

Separate yourself from the pack. The association’s chief executive and everyone on staff should be focused on exceeding members’ expectations. You can start by getting rid of impersonal customer-service techniques, such as automated e-mail replies and difficult-to-navigate voice-mail systems.

Realize that perspective is everything. To really know how things are going at your association, you’ll have to step out of your own shoes and take a walk in those of both your members and employees.

Face the fact that you are probably not as great as you think you are. There’s a human tendency to think we are better than we actually are. The effects can be devastating because when you think your association is already the best, you don’t work as hard to keep making it better.

Know that the easy way isn’t always best. Technology has made communication so much easier. But if you’re not careful, too much of a reliance on technology can take you out of direct contact with your members and, as a result, erode your brand.

“All of these lessons work together to bring us to one critical conclusion: if you want to be successful, you must build a powerful emotional brand,” says Deming. “Brands that don’t deliver on their promises lose customers and generate catastrophic, negative word-of-mouth. But brands that consistently exceed what they promise earn customers for life and generate waves of new customers from positive word-of-mouth.”

What does your organization do to built its brand? Who in the association world do you think does a great job of branding? Leave a comment (including your name, title and organization) below to join the discussion.

The Management Capsule from last month regarding “What Sponsors Want” evoked a response from one of our readers that contained the advice to always “deliver whatever you promise. Never, never over promise and under deliver.” Here are my suggestions for how any organization—especially membership organizations and associations—can make their members and clients happier by over delivering:

1. Establish a baseline set of deliverables that your members or clients will receive. In order for members, sponsors or other supporters of your organization to believe they’ve received more than expected, they must have clear expectations regarding what they will receive from the start.

2. Rather than scrimping on baseline deliverables so that you’ve got something left in reserve with which to over deliver, try to achieve over delivery by going “outside the box.” In this way, the over delivery becomes a real calling card for your organization. When what you’re delivering is unique, your members and clients will appreciate your originality.

3. Once you begin to set a standard that your members and clients recognize as different from what they can get elsewhere, it is important not to fall into the trap of resting on your laurels. Consistent over delivery requires continual creativity and innovation. It’s easy to surprise people in a favorable way once. Doing it year in and year out is considerably more difficult.

4. Learn from your own experiences and listen to what the marketplace is saying. When was the last time you felt like someone you were dealing with delivered a lot more than they promised? Consider how they achieved that and what you can learn from their business practices. Don’t forget to listen to what current and former members and clients will tell you.

By allowing your imagination to contribute some ideas that you’ve never before attempted, you may find that your organization not only over delivers on a consistent basis for your members and clients but also exceeds even the toughest expectations of the board and chief executive. What do you think? Post your feedback as a comment below (including your name, title and organization).