"see it, believe it, capture it - three steps to transform your leadership vision into reality"

8/14/2019 "See It, Believe It, Capture It - Three Steps to Transform Your Leadership Vision Into Reality"

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Issue 62010

Inside this issue

3 Steps to Transform Your

Leadership Vision intoReality

Working with Vendors & Suppliers

Highlights from the MSAEChristmas Party

Remembering Names


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Springfield beat it

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Published bi-monthly by:

Missouri Society ofAssociation Executives722 East Capitol Ave.

P.O. Box 1574Jefferson City, MO 65102Telephone: 573.659.8898

Fax: [email protected]

SubmissionsNews items from our membership arewelcome. The editorial staff reserves theright to edit and/ or reject all materialsreceived. Submissions may be condensedin order to fit the allotted space.

Local photographs may be submitted byour members for consideration of coverplacement. Please submit photo in highresolution and include a photo release.

Deadline for submissions is the 15th ofthe month preceding publication.

AdvertisingAdvertising deadline is the 15th of themonth preceding publication. Foradvertising rates or information contactMSAE office at 573.659.8898.

The appearance of advertisers does notconstitute an endorsement of theproducts or services featured by theMissouri Society of Association

Executives.

Issue 62010

See It, Believe It, Capture It!By Jonathan Michael Bowman, Esq.Every leader must have a picture of a place to go adestination to lead people. Without a picture or vision,you cannot lead. Learn three steps that can helptransform your leadership vision into reality.

Working With VendorsBy Jill SnodgrassOpen and forthright communication is the key to anysuccessful vendor-partner relationship. These tips willhelp set the right approach.

Member FocusCommuniqu wins 2009 Davie Award, Springfield CVBoffers new promotion, Best Western Capital Inn ReceivesBest of The Best Award For Second Consecutive Year

Remembering NamesBy Bill ClennonSucceeding in this economy is all about who you know.Here's how to make sure you don't forget someone'sname at your next association networking opportunity

MSAE SpotlightPictures from the MSAE Christmas Party and specialthanks to our sponsors

Executive Focus

Departments4 President s Message4 MSAE Board of Directors6 Membership Application12 Welcome New Members19 Calendar of Events

On the Cover:Welcome to the Middle of Everywhere Springfield, Missouri. With easyaccessibility from anywhere in the state,Springfield is an ideal location for yournext event. The city offers great facilities,superb hospitality and a CVB that goesabove and beyond to make sure yourevent is a success. One of the finefacilit ies in Springfield is the SpringfieldExpo Center (on the cover), featuring

more than 112,000 square feet ofcontiguous exhibition space and aseating capacity of 4,500. In addition,University Plaza Hotel & ConventionCenter is just across the street from theExpo Center with an additional 39,000square feet of exhibit space.

To find out more about Springfield and allthe facilities, visit Select Springfield.comor contact Diane Gillespie at 800-678-8766.


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Board of Directors

PRESIDENT:Ryan C. Rowden(573) 634-2941

Email: [email protected]

PRESIDENT-ELECT:Linda Oligschlaeger

(573) 638-2258Email: [email protected]

SECRETARY TREASURER:William Schwartz(573) 636-9455


IMMEDIATE PAST PRESIDENT:Gwen Pelzer


BOARD MEMBERS:Patricia M. Barnett, CMP (314) 992-0645

[email protected] Bauer (573) 635-0830

E-Mail: [email protected]

Lee Bunch, (573) 632-6722E-Mail: [email protected]

Daniel P. Mehan (573) 634-3511E-Mail: [email protected]

Cindy Neff (660) 882-1468Email: [email protected]

Jodi Winegar (573) 634-4898Email [email protected]

VICE PRESIDENT PROGRAMS:R. Dennis McClelland CAE, RCE, CMP

(573) 445-8400E-Mail: [email protected]

VICE PRESIDENT OF MEMBERSHIP:Doug Smith (573) 636-3188


VICE PRESIDENT OF EDUCATION:Jennifer Baker (573) 893-2060

E-Mail: [email protected]

FOUNDATION REPRESENTATIVES:Ron L. Fitzwater, CAE (573) 636-7522Email: [email protected]

Brenda S. Roling (573) 636-2822Email: [email protected]

EXECUTIVE DIRECTOR:Sandra C. Boeckman


From Your President

It is a pleasure to extend my greeting to youas I begin the New Year as the president ofMSAE. I also would like to thank all of theleadership within MSAE for all of their hardwork in 2009. I am privileged to serve at suchan exciting and significant time in the historyof MSAE. We have a wonderful organizationwith energetic leadership, and an outstandingmembership. As we transition out of 2009and into the next decade I think it is a goodtime to reflect on our mission here at MSAE:

The mission of the Missouri Society of Association Executives (MSAE)is to promote and support excellence and professionalism amongassociation executives and to work diligently to increase theeffectiveness, the image, and the impact of associations as they serve

their members and societies.

As I read through our mission statement a couple of parts really stickout, including promote and support excellence and professionalismamong association executives. Our programs and membership eventsfor 2010 are really shaping up to help us achieve this goal. One ofthose programs will explore social media and show us how this newmedium is effecting our associations and their memberships.

Another line states that we work diligently to increase theeffectiveness, the image, and the impact of associations. This parthas been made more diff icult by the recent tough economic times andthese difficult times will test our ability to achieve these three things!Associations are not immune to economic hardships and associatemembers both large and small have experienced some of therestructuring, unpredictability and cutbacks brought on by a weakeconomy. But the Missouri Society of Association Executives has seenthis before and MSAE has sustained itself through the strength andcommitment of its membership. MSAE continues to be a forum formembers to increase effectiveness, image and impact. As we gatherfor our meetings and events throughout the year we will get theopportunity to network and address some of the issues we face asassociations.

And, lastly as they serve their members and societies which as webegin this New Year should force us all to think about all of the greatthings our organizations do in Missouri. We have a great opportunity tofulf ill this part of the mission statement throughout the New Year and Ihope the membership will take advantage. I am proud to be a memberof this fine organization and I will take this part of our creed veryseriously as I serve as your president in 2010.

Ryan


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Im walking through downtown Columbus, Ohio. Its early evening. The sun is low in the sky

and casts a warm glow over the entire city. My eyesight becomes acute. I am looking.Searching.

What am I looking for? Something unique. Bold. I happen upon a cement staircase. As I getcloser, I notice the suns radiance is lighting up the metal railing, throwing a deep, boldshadow up the staircase. The scene comes alive right before my eyes. This is it! I have foundan exciting image in boring cement!

I run down the stairs and in my minds eye picture what this scene will look like once Iturn it into a work of art. I am confident the photograph will look exactly like my mentalpicture. I raise my camera slowly and press the shutter release. Got it! Thats the fine-artimage I was looking for. I am a fine-art photographer, and this is how I capture my images. Isee it. I believe it. I capture it.

Leadership works the sameway. You have to see amental picture of where youare going. Your confidencewill help empower yourteam to capture your imageand bring it to life.

See ItEvery leader must have apicture of a place to go a

destination to lead people.Without a picture or vision,you cannot lead. After all,leadership means takingpeople from one place toanother. Therefore,picturing a destination isthe foundation of allsuccessful leadership.

(Continued on page 7)

By: Jonathan Michael Bowman, Esq

3 Steps to Transform Your Leadership Vision into Reality


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(Continued on page 8

A leader without a vision is like apiano player without a piano or a kitewithout wind. Whether you have justbecome a leader or have been inleadership roles for decades, youshould always keep before you apicture of your destination.

Without a clear picture of ourdestination, we fall prey to doingbusiness as usual. Routine,

sameness, and status quo overcomeus. Leaders are by definition change makers. When you are calledto lead, you are called to advance,move forward, and improve thesituation.

Therefore, the ability to create apicture of your destinationdistinguishes leaders. For example, aphotographer can own million-dollarequipment, yet take ten-cent images.An artistic eye is what distinguishes

photographers. Similarly, a fancy title,big office, or designer suit does notmake you a leader. A leaders eye your ability to picture your next move

is what makes you a true leader.

Heres a tip on setting your vision:Your customers and employees are agreat place to start. Talk with them inperson and ask them questions tohelp develop your vision.

Where do you think theorganization should go next?

What do we need to accomplish?

What should we improve?When I was sent to a section of agovernment agency on specialassignment to rebuild it, the sectionchief and I met in person with everyemployee. We asked similarquestions and earnestly listened totheir responses.

Yes, this was time consuming, but itproved extremely valuable. After wecompleted this task, we had a clearpicture of where we needed to go.Your organization may be too large tomeet with every employee. But meetin person with as many of yourcustomers and employees as you can.The more people you meet with, thesharper your vision. As a bonus, theywill be honored that their thoughtsand opinions helped shape theorganizations vision.

Finally, when looking for your vision,see big. Dont set a tiny vision thatsobviously achievable. If most peoplethink you can capture the vision, itstoo small! Great leaders see bigpictures. This is one of the attributesthat make them great.

Believe ItOnce you set a pictured destination,you must believe in it. As a leader,you must be confident you and yourteam can bring this picture to life. Ifyou the leader doesnt believe inthe vision, who will? In fact,successful leaders are so confident,

they start to act like they haveachieved their clear-picture visionbefore they actually do so. Theseleaders have mastered somethingthat few have learned: They live inthe picture.

In the movie Back to the Future II,Marty McFly (Michael J. Foxscharacter) went forward in time andsaw his future children, house andgiant-screen TV. He was actuallyliving in the picture of his future. Of

course lots of mishap and adventureoccurred in his future since this is amovie. Still this example can help usvisualize what it means to live in thepicture. You believe in yourimagined destination so much thatyou start acting like youre alreadythere.

I was forced to learn how to live in thepicture through an impoverishedchildhood. By the time I was 17 yearsold, my family and I had lived in two

homeless shelters, a church, a smallfourth-floor attic, a hotel, and roach-infested public housing projects. Inmy teens, I worked any job I could

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find. I bought the nicest suit I couldafford and a black briefcase. Why? Ihad created an image in my mind ofachieving a successful career that

involved going to work in a suit. And Iwas living in the picture. I believed inthis vision so passionately that I worethe suit and carried the briefcase longbefore I had captured my picture.

As a leader, I encourage you to learnhow to live in your picture. Dontmerely create a vision, but live it. Talkas if your clear-picture vision is alreadycaptured. Walk like youve alreadywon! Dont wait for the future; claimyour victory now. Live in the picture!

Remember, your confidence isimportant for you, and its importantfor your team.

Theres something about confidencethat attracts people and makes themwant to follow you. It also helpsproduce the snowball effect. Imagineyoure pushing a small ball of snowdown a hill. As it rolls, it grows larger.

Soon it gathersmomentum andbecomes self-propelled. As aleader, yourconfidence energizesthe team until oneperson catches thevision. Another

jumps on board andmore follow. Soon,your team developsmomentum andmoves rapidly towardthe pictureddestination. Theybecome highlymotivated,energized, andfocused on achievingthe vision.

Capture itThe best way tocapture your vision isto work with othersas a team to achieveit. Employ the

perspective of others. I firmly believethat people are the most underutilizedresource in organizations. In fact, I liketo say that people are the onlyresource, because everything elsepales in comparison to this richresource of ingenuity and creativity.

When I was getting ready for my firstphotography showcase, I rummagedthrough years of photos and selectedwhat I thought were the best ones. Myfuture wife happened upon one of theimages in the reject pile and said, Ilike this one. I didnt like it. And, whileI cherish my wifes opinion, she wasntprivy to the photography classes I hadtaken or my years of photographyexperience. Nevertheless, I threwcaution to the wind and included thephotograph in the showcase. It wasthe most popular image at the exhibit!Regardless of his or her backgroundand training, everyone has a uniqueperspective that can benefit theorganization.

As a leader, do your best to capitalizeon your team members individualperspectives and the teams collective

uniqueness. And I dont mean just theexecutives I mean everyone! Findways for everyone to take part increating and capturing the picturedvision.

Finally, in order to capture your vision,you must get started now and keepmoving. Growing up, my familys life

was difficult. We moved around somuch that I became an expert atpacking on a moments notice. Mylittle red bag was always ready to go,filled with my most treasured gadgetsand toys. Although this situation waschallenging as a child, it taught me arich leadership lesson: Dont languishin the status quo; you must keepmoving forward!

As a leader, you must keep movingtoward your pictured vision. In good

times, keep moving. In bad times,keep moving. Occasional doubt anddespondency is normal and typicalamong great leaders. Whatdistinguishes great leaders fromothers is that great leaders keepmoving even when they aredespondent.

After I captured the staircase image, Iwalked a little more briskly. I wasconfident in my ability to see better.That evening, I captured one of the

strongest sets of images since I doveinto photography years ago. Myleadership lesson and one that youllexperience too is that when youcapture a vision, you are energized,and you gain the clarity, momentum,and oomph to reach your nextpictured destination. So go for it! Donthold back!

See it. Believe it. Capture it.


Jonathan Michael

Bowman, aspeaker, lawyerand photographer,is President & CEOof Clear PictureLeadership, LLC.He inspires leadersand aspiringleaders to achieve

a bold, clear picture vision. You canreach him at (614) 657-4295 or visithis website atwww.ClearPictureLeadership.com.


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Open and forthrightcommunication is the key toany successful vendor-partner relationship. Thesetips will help set the rightapproach.

Association management works with a constantstream of vendors and suppliers as you outsourcevarious aspects of projects relating to thefulf illment of membership obligations. Largemeetings and conventions may require the use of

dozens of subcontractors from graphic artists todestination management companies, speakersbureaus to audio visual companies, security firmsto caterers. Throughout this process, from lettingthe RFP to after-action reporting, open andforthright communication is key to successfulmaintaining relationships.

Most contractors dont want to take over, stealanyones thunder or overzealously spend money.They simply want to help make your organizationmore successful as a partner in your project.And when we treat each other as partners, rather

than the help, everyone will see better results.

To help you better communicate with your vendors and contractors,consider the following approach:

1. In writing, outline the project in clear, concise terms. Start with abrief synopsis of the goal and how that goal is to be accomplished.If you cant do this, youre not ready to approach potential vendors.

2. Honestly evaluate t he business structu re of your vendor. Many aresmall, independent contractors perfectly capable of doing yourproject, but maybe not able to meet your corporate legal demands.Throw a twenty-page legalese contract at one of these vendors, and

youre likely to scare them off. Decide early if your contractor hasthe resources, insurance and other requirements mandated by yourassociation.

3. Be candid about the budget. Unfortunately, many organizations feeif they divulge the dollar amount, they wont get a good deal. In fact

just the opposite is true. If you only have $500 to spend on theproject, tell your contractor upfront. This will eliminate wasted timespent on research and development that arent applicable to yoursituation.

(Continued on page 10By: Jill Snodgrass, Daily Plan-it


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4. Decide who controls the pursestrings. Once a budget or sub-budget has been decided, detailwho is in control of that budgetand who makes the actualpayments. There are two ways todeal with vendors: they give you

a proposal for a project, you givethem the money and they bringonboard the personnel orsubcontractors they need tocomplete the job and make anypayments necessary. If they goover what they calculate in theirinternal budget, they eat thedifference. If theyre under, theymay make a litt le more profit.Either way, they take the risk.Alternatively, you may contract avendor to oversee a job for a flat

fee, they bring all the sub-bids ornecessary costs to you forapproval and you make theexpenditures, thereby assumingthe risks. A modified version ofthe latter would encompass a flatfee coupled with the vendormaking all the payments.

5. Give your vendor anorganizational chart for yourAssociation. Be very clear aboutthe chain of command and to

whom the vendor should report.Also provide a contact list ofother suppliers and contractorsinvolved in the big picture if theircontribution impacts each other.

6. Draft time-lines and bench marksfor the project. Work with yourvendor to collaborate on realistictargets for assuring that goalsare met. Schedule regularmeetings to discuss progressand make necessary

modifications.

7. Decide upfront who owns thefinished project and put it intothe contract. With ideas orconcepts, as a contractor, litt lecan be done if we present agreat idea and the client justtakes it. Similarly, if a contractorwants to sell that same ideadown the road to your

competitor, theres nothing tostop them. Even with a tangibleend product, like a logo or anevent, for example, manycontractors maintain artisticownership, even if you paid for it.Simply be clear up front toeliminate potential issues.

8. Foster a team attitude. Bring allthe vendors and employees whowill be working on the projecttogether for an initial meeting.Make sure everyone knows each

others role and how it all fitstogether. Walk through everystep of the assignment so thatchallenges can be identified anddealt with early in the process.

9. Dont let problems fester. If youare dissatisfied, disagree or

otherwise have issues with theway your project is beinghandled, speak up. Your vendorwants to do a good job for youand appreciates the feedback.

10. Inform the contractor whencircumstances change. Thisshould seem obvious but all toooften, were the last ones toknow. And when things do

change, dont be surprised if itsnecessary to renegotiate pricingwith your vendor.

11. Keep a paper trail. Detail alldecisions, in writing, anddistribute the information toevery party involved with theproject. This helps eliminate the

he said, she said scenario, andsignificantly cuts down on anyconfusion or misunderstandings.

12. Be respectful and courteous ofyour contractors time andexpect them to do the same foryou. Most contractors aredealing with mult iple clients andmay not always be able toimmediately attend to yourunexpected needs.

You can also help by meetingdeadlines and making decisionsin a timely fashion. Nothing ismore frustrating for a vendorthan to have decision items onthe table for prolonged periods oftime. Not only does this stall theprocess, it can also cause highercosts and lost opportunities.

13. Dont do anything behind yourvendors back. If youre gettingother bids, let him know. If you

change your mind, tell him. Ifyou find a better price,renegotiate. If youre notsatisfied, express it. If you areconsidering legal action,mediate. Theres very lit tle thatcant be solved if the two partiessit down and discuss it amicably.

Communicating effectively in anybusiness environment is important tosuccess. With vendors andsubcontractors, its vital.

Fortunately, when the lines ofcommunication are honest and open,Associations and vendors canpartner and everyone wins.



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Springfield heart & budget

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COMMUNIQU, Inc. Wins2009 DaveyCommuniqu, Inc., won a silverInternational Davey Award for an eventbranding campaign developed for theIndependent Community Bankers ofAmericas (ICBA) in Washington, D.C.

The 20th Anniversary Tour campaign includedinvitations, tickets, auction programs, t-shirts, andoversized banners for ICBAs 2009 PAC auction held inPhoenix, Arizona. The materials drew on a rock concerttour theme, featuring chrome details and flamingguitars. Adam Veile was the project coordinator for thecampaign, and Susan Ferber served as the graphicdesigner.

The Davey Awards honors the Davids of creativity, thesmaller agencies, companies, or organizations withannual billings or revenues below $25 million. The DaveyAwards are judged by the International Academy of theVisual Arts, an invitation-only organization consisting oftop-tier media, advertising, and marketing professionalsfrom the worlds leading organizations and firms.

Communiqu, Inc. is a full-service strategiccommunications firm that celebrated its 30thanniversary in 2009. Agency clients include the UnitedSoybean Board, a nat ional organization of soybeanproducers; ESB Bank in Pittsburgh, PA; and Bank ofHannibal. COMMUNIQU also provides marketingmaterials to agricultural groups in 40 states.

Welcome New Members

Don Soph, Associate Event Coordinator, MissouriAssn. of Area Agencies on Aging and Mo. Assn. ofCareer Fire Protection Districts, Jefferson City

Donna Seawards, Executive Director, ACP SouthernIllinois Chapter, Thayer, MO

Vicki Schueninger, Director of Sales, Lake of theOzarks CVB, Overland Park, KS

Gail McCray, Legal Counsel, Missouri State TeachersAssn., Columbia, MO

Springfield CVB Meets or Beats theDealRight now, the CVB is offering a great deal for meetingplanners. Send the CVB a copy of a proposal from anothercity or hotel and they have partnered with the hotels and

meeting facilities in town to meet or beat the deal.

If for some reason they can't beat it, they will pay $500 justfor your time in submitt ing a proposal. Visitwww.SpringfieldMeetorBeat.com for more details.To find out more about Springfield and all the facilitiesavailable to host your next event, visitwww.SelectSpringfield.com or contact Diane Gillespie at800-678-8766.


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The Best Western Capital Inn in Jefferson City was namedBest of the Best in Quality for the second consecutiveyear. Dale Gerstner and daughter, Dayla, accepted theaward at Best Western Internationals annual North

American Conventionheld recently inPhoenix, Ariz. Thehotel was presentedwith the award in frontof more than 2,000industry peers.

The select honor isbestowed upon thoseMember propertieswho receive twoconsecutive top quality

assuranceassessment scoreswithin a 12-monthperiod, and meetdesign and customercare standards. Larryand Dale Gerstner,owners and generalmanagers, are proudof their staff forhelping achieve fiveconsecutive perfect 1,000 point quality assuranceassessment scores.

The Best Western Capital Inn is one of only 47 hotels outof more than 2,400 properties in the U.S. and Canada tohave received this designation.

The Best of the Best Awards recognize those BestWestern hotels that truly demonstrate the highest levelsof excellence and service, said Bonnie McPeake,chairwoman of Best Westerns Board of Directors. TheBest Western Capital Inns strong commitment toquality sets a great example for all of ourproperties.

Located at 1937 Christy Drive, the Best WesternCapital Inn features 75 oversized suite-style roomswith plush bedding, seating area, built -inmicrowaves and refrigerators, and more. Otheramenities include free hot breakfast, indoor pooland hot tub, fitness center, business center, andfree high speed Internet.

For reservations, call the hotel directly at 573-635-4175 or call Best Westerns toll-free number at 1-

800-WESTERN. Reservations are also available throughthe hotel chains Web site at www.bestwestern.com/capitalinn.

ABOUT BEST WESTERNINTERNATIONAL

Best Western Internationalis THE WORLD'S LARGESTHOTEL CHAIN, providingmarketing, reservationsand operational support toover 4,000* independentlyowned and operatedmember hotels in 80*countries and territoriesworldwide. An industry

pioneer since 1946, BestWestern has grown into aniconic brand that hosts400,000* worldwideguests each night. BestWestern's diverse propertyportfolio, its greateststrength, stems from abusiness model designed togive owners maximumflexibility to address market

specific needs. Equally committed to the business andleisure traveler, Best Western recently embarked on a

mission to lead the hotel industry in customer care. WorldVision is the charity of choice for Best Western in buildingthe world's largest family, as our hotels and staff sponsorchildren in need around the globe. Since 2004, BestWestern has served as the Official Hotel of NASCAR. Fomore information or to make a reservation, please visitwww.bestwestern.com.

*Numbers are approximate and can fluctuate.

Best Western Capital Inn Receives Best of The Best Award ForSecond Consecutive Year

Phoenix, Arizona at the 2009 Best Western Convention.

(left to right): Bonnie McPeake, chairwoman of the board; Dale Gerstner,

co-owner and general manager of Best Western Capital Inn; Dayla Gerstner,

Sales Manager and daughter of Dale; and David Kong, president and CEO of

Best Western International


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Did you ever wonder why you canremember faces and you can't seem toremember names? Can you evenremember faces? Some people haveno ability to remember faces acondition which actually has a nameit's called prosopagnosia. Morenormally about 98% of professionals inmemory surveys say they alwaysremember faces and never remembernames. Almost everyone has a horrorstory of not being able to remembernames.

Almost everyone has a horror story ofnot being able to remember names.This can be so debilitating that someprofessionals will miss events justbecause they know there will bepeople in attendance whose namesthey will not remember.

Here are the top seven reasons peoplehave a hard time remembering names:

1. You think of yourself as someonewho forgets names. The mostimmediate reason that you don't

remember names is that you don'tthink you can. It is almost impossibleto do that which you think you can't do.More than 90% of respondents tomemory evaluations said, I can'tremember names. So when they meetnew people, what is going on in theirmind is I can't remember names. Ingolfing, negative thinking works 100percent of the time, which is why youpoint out the hazards to youropponents (J.F.K. did this). And when

you think you can't remember names,you don't even pay attention let aloneput forth the effort. This is a self-limit ing misconception and can only becorrected by proving to yourself thatyou can remember names.

2. You don't even hear the person's

name. It could be that they are notspeaking clearly; it could even be theyhave one of those powerful hand gripsand crush the fingers of everyone theymeet. Interestingly enough, manypeople with firm grips use the strongpressure just so you will rememberthem. The problem is if you aredistracted by their handshake and youmiss hearing their name, your braintakes the position We already forgotthat name. Now you have to workextra hard just to defeat the positionyour brain has taken.

Most of the time when someone saysthey forgot a name, they have notfailed to remember it at all. Rather,they never got it to begin with.

3. Your mind is somewhere else. Manytimes you are thinking of somethingelse, like what you can do for them,how you can help them, or what theycan do for you. But do you say I wasn'tlistening -- can you repeat your name?

No, that would sound like you don'tcare. Instead you think: I can'tremember names.

4. You haven't attached value tomeeting the person. Since you do notalready know the person, they are notimportant to you yet. Therefore, youdon't do anything upon an init ialmeeting to make sure you remembertheir name. You must value thembefore you hear their name to enhance

yourremembering.

5. Too muchinformation.Sometimes you are

just overwhelmed. Youare meeting so many

people that you thinkthat there's no way thatyou can remember themall. In democraticfashion you forget themall, just to keep everyoneequal.

6. You aren't using the brainthe way it developed. For thevast majority of the history,we did not have writtenwords. We remembered

everything by rhythm,chants, and dance. Nowalmost everything we learn is throughthe written word. Our keen and naturalability to learn by listening hasatrophied.

7. You think you can fool people. Manyprofessionals have learned a few tricksto get around remembering names,thinking that they can fool people. Onone Internet blog, someonerecommended: When you don't

remember someone's name, just ask,How do you spell your name again?'And if you forget it again, just use thesame technique and they will nevernotice.

Telling someone you've forgotten theirname is a rather small injustice thatcan quickly turn to insult if they realizeyou are trying to trick them into


Succeeding in thiseconomy is all about whoyou know. Here's how tomake sure you don'tforget someone's nameat your next associationnetworking opportunity


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St. Joe

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Bill Clennan (www.billclennan.com) has been helping peo-ple improve their memory performance by speaking atmore than 10,000 meetings since 1969.

revealing their name to you through time wastingquestions. What you are really saying is, You are notsmart enough to know or notice that in fact, I forgot yourname.

What to Do About It

The good news is, your brain is totally plastic. Yourneurological resources are not rigid; rather they arecapable of substantial improvement. Through practiceyou can remember almost everyone you meet.

When you don't know someone's name, the best thing todo is be honest. Say, You know, I feel like I should knowyou name, but for some reason it is just not coming tome. So please forgive me, could you just tell me youname? Now this seems easy but it is not becausesometimes the person will not tell you their name andsome will even get offended.

Research indicates that most of the people who aregood at remembering names cannot tell you how they doso. Usually when queried, they say, I've always beengood at remembering names. Likewise, yourdeclaration should be, I always remember names,because it is in the commitment to do so that you will besuccessful. Life's changes begin not when we start tochange, but when we commit to change.

Most of the time when someone says they forgot aname, they have not failed to remember it at all. Ratherthe never got it to begin with. The first key toremembering names is getting the name right to beginwith. This requires total attention at the moment youfirst hear the name.

It helps to be interested in the person's name inadvance. As soon as you are interested in a person'sname, your brain will do all the things necessary to helpyou remember. The brain does not function well in astate of uncertainty. In fact, one of the functions of theconscious mind is to keep us from making a mistake.That is why we are so concerned with what other peoplethink. Therefore, you will not remember information ifyou don't think you have it correct.

Yes, one of the most dif ficult things to do is to asksomeone what their name is again. But if you are notcertain of the person's name from the beginning, you willhave almost no chance of remembering it. You musttrain yourself to get it correct immediately, each andevery time you meet someone. Do this and your memoryfor names will improve starting right now.


Tan-Tar-A

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MSAE Spotlight

MSAE Christmas PartyThanks to Tan-Tar-A Resort,

Osage BeachThanks to all members who donated to the silentauction to benefit the MSAE Foundation

Branson CVB Lodge of Four Seasons Tan-Tar-A Resort Argosy Casino Hotel and Spa Kansas City Quality Inn Columbia The Resort at Port Arrowhead Capitol Plaza Hotel Isle of Capri Casino and Hotel Greater St. Charles CVB The Resort and Yacht Club at Loadcove Columbia CVB Candlewood Suites Jefferson City Best Western Capital Inn Central Bank Jefferson City StoneBridge Resort Jefferson City CVB Titanic Museum Attraction Marriott Union Station St. Louis St. Louis CVC Holiday Inn Select Downtown St. Louis Crowne Plaza Downtown St. Louis Country Club Hotel and Spa Hotel Frederick Boonville Graves and Associates CPAs HelmsBriscoe Truman Hotel Jefferson City Chateau on the Lake Branson

Lake of the Ozarks CVB Kansas City Marriott Downtown Courtyard by Marriott Hotel Blue Springs Courtyard by Marriott Columbia Springfield CVB Hawthorn Bank Jefferson City Midwest Advertising Specialties The Aladdin Hotel Kansas City The Westin At. Louis Holiday Inn Kansas City SE The Ritz Carlton St. Louis


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Lodge of Four Seasons

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2010JANUARY 22Board Meeting, MSAE Office

FEBRUARY 4Board Meeting., MSAE Office

FEBRUARY 19Membership Meeting and WorkshopCapitol Plaza Hotel

MARCH 5Board Meeting, MSAE Office

APRIL 9Board Meeting, MSAE Office

APRIL 23Membership Meeting and WorkshopTruman Hotel

MAY 21Board Meeting, MSAE Office

NO MEETINGS IN JUNEJULY 2Board Meeting, MSAE Office

JULY 20Joint Meeting Planners TradeshowCapitol Plaza Hotel

AUGUST 6Board Meeting., MSAE Office

AUGUST 21 -24ASAE Annual Meeting, Los Angeles, California

SEPTEMBER 20Board Meeting and Funfest.Meadow Lake Acres Country Club

SEPTEMBER 21Annual MeetingTruman Hotel

OCTOBER 1-2Board RetreatLocation TBA

Calendar of Events

For sponsorship opportunities call 573.659.8898

If youd like to place a classified ad inthe next MSAE Focus, please contactSandy Boeckman at 573.659.8898

Branson 1/ 4 pg

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Newsletter & MagazineDesign & ProductionLet us take over the time-consuming job ofcreating your newsletter from start to finish - we'llhandle every little detail while you focus on your"real job." Call 573.634.2914 to request a noobligation quote today.


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