Marketing / Research / Community Outreach

• Be a professional. Your best tool in marketing both IAAP and yourself is the pride you take in your work, in your company, and in your profession. Lead by example, because actions speak louder than words. 

• Keep an IAAP brochure and membership application with you at all times. Leave one in your desk and one in your car. The brochure is great for quick answers to questions; you can even use it as the outline for an impromptu presentation. 

• There are many items imprinted with the IAAP logo. Have a least one displayed on your desk or in your office. When someone asks you, "What is IAAP?" -- be prepared with a brief description of our professional association. 

• The day after your chapter meeting or any special event, make it a point to tell your boss about the meeting, citing at least one concrete idea that will make you more effective on the job. Your employer wants to know that IAAP helps improve the company's bottom line. 

• Also, mention the meeting casually in conversation with other workers. You don't need to climb on a soapbox, but keep a general awareness about you that belonging to a professional association helps you in definite ways. When you share a tip, tell that it came from an IAAP meeting or from networking with another IAAP member. 

• If you do not have the CPS or CAP rating, start working on it. Encourage co-workers to work toward the CPS or CAP rating. If you have achieved the CPS and/or CAP rating, display your certificate or pin with pride. Also, have a Certification brochure handy for anyone who is not familiar with your certification. This not only promotes the program, but also your stature within the company.  Remind prospective members that attaining certification is the  standard of excellence in the profession, but it is not required for IAAP membership. This seems to be a common misconception. 

• Encourage your employer to be an associate member of IAAP. By working together, administrative staff, executives, and management staff can make a greater impact on the profession and on the business community. 

• When your employer is seeking training materials, seminars, or any other programs and services that relate to the secretarial/office administration field, speak up. If you are not personally aware of what your chapter or division offers, call your elected representatives. Headquarters also can offer assistance. By helping your employer meet specific needs, your membership in IAAP can really be a bonus to the company. 

• Leave your copy of OfficePRO  magazine on your desk for others to see. Pass it around, or copy articles that you feel are of interest to your boss or to other workers. 

• Be helpful to younger or less experienced workers who want to learn and grow into a career. When they are ready, invite them to a meeting or special event as your guest.

• When sending news releases about chapter events and meeting notices to local media, don’t forget the smaller specialty newspapers, such as those catering to the Hispanic, African American, or other ethnic/cultural communities. Not only will your news releases have a better chance of being noticed, but you’ll also help increase IAAP’s diversity as well.
• Update your media list often so that your chapter news releases are sent to the right media outlet and person. Ask for their preferences in receiving news releases—whether by fax, e-mail or postal mail.
• Carry business cards with the IAAP logo with you. Remember, business cards aren’t working for you if they’re still in the box. Pass them out! Give new member prospects two business cards and brochures—one to keep and one to pass along.
• Wear an IAAP member pin at high-visibility meetings, community events, or while “just walking around town”—chances are someone will ask you about it.
• Attend a marketing seminar or read books on effective marketing. Apply what you’ve learned to your chapter marketing efforts.
• Train other chapter members to promote IAAP—practice one-minute quickie presentations at chapter meetings.
• Develop a chapter brochure of local services. Include a program/meeting schedule as an insert—that way you don’t have to reprint the entire brochure from year to year.
• Create a “signature file” to be used for all your e-mail messages. It should contain contact details including your chapters Web site address and key information about your chapter that will make the reader want to contact you.
• Return phone calls and e-mails from new member inquiries promptly.
• Hold a “hot topic” educational seminar and invite new member prospects to attend as guests at no charge.
• Mail “bumps,” photos, samples, and other innovative items to your prospect list. (A bump is simply anything that makes the mailing envelope bulge and makes the recipient curious about what’s in the envelope!)
• Give a speech or volunteer for a career day at a high school.
• Give your chapter’s promotional literature and event schedule to your lawyer, accountant, printer, banker, temp agency, office supply salesperson, receptionists, medical office, etc. (Expand your sales force for free!)

The August issue of the Irwin Pollack Report newsletter offers some advice IAAP chapters can use when making plans for recruitment techniques for the upcoming year.

• Use third-party testimonials. They "sell" the product better than your words.
  

• Let the potential member get a "hands-on" experience with the product. Just like test driving an automobile, the more they can see, feel, experience, the easier the sale.
  

• Compile a collage of the logos of all your "business partners." They can be supportive partners like OfficeTeam, or companies where members work. Then use the grabber, "Judge us by the companies we keep."
  

• Overcome price objections by breaking the dollar amount of membership down into daily, weekly, monthly costs. It makes it harder to use cost as an issue. (Watch out for expensive meals in conjunction with chapter meetings – they drive the cost of being a member way up!)
  

• Always give clients three choices – a large, medium, and small investment. Let them choose. A large investment could be chapter plus division membership; a medium one would be joining as a member-at-large; a small investment might be subscribing to OfficePRO. Once you have them "hooked" it is easier to get them to upgrade – if all your products have value.
  

• Sit next to your guest (potential member), not across from them at a chapter function or meal. Psychologically it promotes agreement. Sitting opposite one another has proven to stir confrontation. This is also true at meetings.
  

• Find out your current members’ five best nonmember admin friends. Use the members (and their names) as a referral source and try to recruit them.
  

• On your IAAP business cards, print, "A referral for a new member is the highest compliment. Thank you for supporting the ideals of IAAP."
  

• Make sure your product and service is a good fit before you try to sell it to a potential member.
  

• The more options you can give prospective members, the greater the chance you have of recruiting them. This includes program topics, meeting times/places, projects to work on (and learn from), members to network with, etc.
  

• If you have a large bilingual Hispanic population to recruit from, consider having your business cards printed in English on one side, in Spanish on the other. This also works for your chapter brochures.
  

• Get maximum mileage for your promotional money. Include a sheet of "how-to tips" or an extra membership application if adding it in the mailing will not increase postage costs. Businesses swear on the value of "stuffers."
  

• When recruiting, listen four times more than you talk. Let people tell you what they need, then provide it.
  

• A person experiencing burnout is the absolute worst choice for a chapter leadership position, especially membership chair. Don’t force anyone into a job they don’t want or can’t handle.
  

• Watch out for members whose meeting habits have changed. Sudden absenteeism may signal a problem. If dealt with early, they may be salvaged as members. Let them know by notes and calls that you miss them and their contributions. Try to understand (and solve) any problems.
  

• If you’re seeking diversity, illustrate diversity in your programs, promo material, and on your membership committee. Remember that diversity covers a lot of ground – age, gender, race, ethnic background, financial standing, work experience, etc.
  

• Clarify expectations of new members. If you expect their involvement, let them know up front. But know that such expectations may stymie the "sale."
  

• For the first few meetings/programs, buddy a new member with a seasoned one so they can answer questions and make introductions. But under no circumstances select a "negaholic" for an IAAP buddy.
  

• Prepare a list of frequently asked questions for the new member. It’s a good orientation and may save them from embarrassment later on.
  

• If you try to sell to everyone, you’ll sell to no one. Identify and aim for a target audience.
  

• Fancy, large-sized graphics take too long to download on a Web site. Your potential member may lose interest before they can see your snazzy pics.
  

• The life of the phone book yellow pages is about three years. Be careful about putting too much or too specific information in your ad or listing.
  

• View advertising as an investment, not an expense. Good advertising quickly return dividends. Bad advertising? Forget it!
  

• Repetition is the secret to success. Research has shown that it takes seven to ten exposures to get a sale.
  

• Give your promo to a test market to critique before you print. Sometimes we’re too close to see the problems of what we designed.
  

• Use the word "you" in your promo, not "we" or "us" or "I."
  

• Get a knowledgeable marketer on your executive advisory board and listen to his/her suggestions.

Before you begin developing your public relations program, think about the image you want to project. Make a list of the attributes you believe are most important to your public image. Next, list your activities, events, programs, and services that would be of interest to the public, to employers, and others. Put a check mark next to those that match your desired attributes most closely. These will serve as your starting points. If you have few matches, you may need to redesign your activities.

For each event that you have checked, determine how the activity is going to be promoted. For example, a news release announcing a seminar might go to the attention of the Business Editor at your local newspaper, while a benefit dinner might go to the Society Editor. Information on a survey about admins in the workforce could go to the Business Editor or City Desk.

Pay attention to the types of stories that appeal to your local media, and if you have personal contacts, use them.

Develop a list of media contacts. Remember to update these contacts constantly and be on the alert for new media sources. Use a database and code the contacts for types of news releases.

Your next step is to develop a news release. Make it simple, direct, and complete. Don’t forget the “who, what, where, when, why, and how.” There is no standard format, but double spacing improves readability and leaves room for notes. Always include a contact person and phone number at the top for easy reference. When you write, remember the image you want to portray and who you are writing to.

Many television and radio stations accept public service announcements. You may choose to write a PSA, hoping that it will be used as written or just provide the basic information with a request for its use as a PSA. When you write PSAs, prepare a thirty-second and sixty-second version. To time your message, do not rush, but read in a normal manner. Don’t forget to include a contact person who is willing to be interviewed, possibly on the air.

1. Remember always to treat the media as you would a client. Never expect or demand anything. Request politely, respond in a timely manner, and send a thank you note. Be persistent, but do not pester. If you think a mistake has been made or you have been misquoted, send a polite, written statement pointing out the error and requesting correction or future consideration. Your conduct as a chapter media contact is part of your public image.

2. Be patient and persistent. Public relations efforts are often time-consuming and result in little media attention. However, when you finally have a “newsworthy” item, your previous efforts may bear fruit in a cumulative manner.

3. Determine what is newsworthy. A bake sale is not usually newsworthy, but if a local celebrity shows up, it becomes quite an event. Having U.S. Secretary of State Colin Powell as a speaker would be very newsworthy, unless your city experiences an earthquake on the night of the speech.

4. If you are a small fish, look for a smaller pond. In a large metropolitan area, you may not be successful with the major media, but smaller publications may find your news releases very interesting. Look for community newspapers, corporate newsletters, cable TV, radio stations, and other media where you can have more impact.

5. Think quality, not quantity. If you can’t make a quality effort, do nothing. You will not help your image by mass mailing an inappropriate release. Never invite a media representative to speak to your group if attendance will be poor.

Tips provided by Joan Stewart, “The Publicity Hound”—see more excellent tips and sign up for Joan’s free e-newsletter via her Web site, www.publicityhound.com.

The news release is often your only chance to make a great first impression. Your company or organization might send dozens of them each year. But so do many other people. That means sloppy, inaccurate, pointless releases are the first to hit the newsroom wastebasket.

Avoid these Seven Deadly Sins:

1. Providing insufficient or wrong information, particularly telephone numbers. Releases must be complete, accurate and specific.

2. Writing too long. News releases should be no longer than two pages.

3. Sending it too late. Mail or fax it at least two weeks before an event, preferably three or four.

4. Sending a release with no news value. News is what happens that is different. If it isn’t different, it isn’t news. Know your local media’s deadlines.

5. Blatant commercialism. Using flowery words and phrases such as “spectacular,” “incredible” and “the only one of its kind.”

6. Omitting a contact name and phone number. Provide it at the top of the first page in the left corner. Let editors know who they can call if they have questions.

7. Calling after you send a release. Questions like “Did you get my news release?” or “Do you know when it will be printed?” will brand you as a pest. Don’t follow up with a phone call to see if the media got your release, unless you are absolutely sure that someone in the newsroom will check for you. Most reporters and editors don’t have time.

***Bonus Sin: Using outdated media reference books. Double-check to see if the person to whom you are sending the news release still works there, and that the address is the same. A news release sent to an editor who left the paper ten years ago eventually will be routed to the right person, but they’ll think you don’t care about the paper or who works there.

• Print releases on both sides of your letterhead rather than using two separate pages.

• If your letterhead is expensive, with gold embossing and printed on heavy stock. for example, don’t use it for mass-produced news releases. (The media is not impressed.) Use a cheaper quality letterhead.

• You do not need to send a cover letter with your news release. Only do this if you are writing a personal letter to the reporter or editor and pitching a specific angle they might want to cover, or you have suggestions for photos that might accompany the story.

• Don’t send your important news release tucked inside a media kit. Ninety-nine percent of unsolicited media kits sent to newsrooms are tossed in the wastebasket, many unopened. All that wasted money. All those wasted trees.

• Ask the media outlet if it is OK to e-mail or fax news releases. Also ask if they accept electronic photos. Use a contact manager program to keep track of who wants what. Some media outlets want postal-mail only.

IAAP Chapters/publicity chairmen should consider the following handy checklist so you don’t miss a chance to increase your chapter’s visibility by sending a news release to local newspapers, business publications, magazines, trade journals, radio and TV stations, and local Web sites.

• Accomplishments

• Alliance or co-sponsorship with another organization

• Anniversary

• Appointment to a board or committee

• Articles by or about your organization

• Awards you are receiving

• Best practices/employer news

• Community classes you are sponsoring

• Contest you are sponsoring

• Contributions to charities, donations, scholarships

• Free classes

• Free demonstrations

• Free information at your Web site

• Free offer

• Free samples

• Fund-raising kick-off

• Guest speaker you are hosting

• New products or services

• Newsletter you are starting

• Official announcement

• Open house

• Partnerships or strategic business alliances

• Poll you have taken

• Proclamations

• Research you are conducting, or results

• Speaking engagement

• Special events

• Sponsorships

• Trade show where you are exhibiting

• Workshop or seminar you are presenting

Questions and comments about IAAP public relations and publicity may be directed to the communications manager at IAAP Headquarters, e-mail: prcommunications@iaap-hq.org

STEP 1 – Determine best presenters in your chapter

• Select enthusiastic administrative professionals with above-average public speaking skills and a good working knowledge of key trends in the profession and IAAP goals, programs and services. The most effective presenters are those who can give personal testimonials and share specific examples of how IAAP membership has enhanced their careers and benefited their employers.

• Presenters can build their knowledge by absorbing the information available in each issue of OfficePRO, articles on the IAAP Web site (esp. Research & Trends section), IAAP CONNECTIONS e-newsletter, the Leader’s Guide and other booklets and resources available from Headquarters.

• One spokesperson or a team of two per presentation is usually best – otherwise your audience will be overwhelmed. If you have enough volunteers, you might organize two or three teams of presenters to expand your reach in the community.

• Get your chapter’s presenters involved in Toastmasters International to sharpen their presentation and speaking skills. To find a local Toastmasters chapter, visit their Web site at: www.toastmasters.org. If a local Toastmasters group is not available, practice your presentations to groups of chapter members or at chapter meetings. Ask for honest critiques and suggestions on how to improve.

• Remember that the communication skills and confidence gained by making these presentations on behalf of IAAP will become a valuable asset to one’s own career.

• Begin with an introduction of each presenter, including her or his background and employer. Then launch into your presentation. See “Talking Points” below for a general outline of IAAP and its programs and services. You can also use information from IAAP membership marketing brochures as an outline for your presentation. Add information about your local chapter and what you have to offer. Focus on how the employer will benefit by having IAAP members on its staff.

• Do not read from a script. Be familiar with the items in an outline format and tell the story in your own words with your own rhythm. Try to keep your presentation 30 minutes or less.

• For handout material, use the new Corporate Marketing Kits now available from IAAP Headquarters and add customized information about your local chapter benefits.

• Contact your local Chamber of Commerce (most now have Web sites) to obtain a list of major employers. Also collect names of major business leaders and key contacts from local business publications and newspapers. Your library might also have reference materials. In addition, ask each chapter member to submit a list of local company prospects. Combine the list on one master sheet.

• Once you’ve developed a contact list, determine the best person to contact in each company. Often it will be the Human Resource Manager, Vice President of Administration, Clerical Supervisor or Manager, or business executives from various departments within an organization. If in doubt, ask the receptionist or an administrative assistant at the company who the best contact might be.

• Introduce yourself to your key prospect via telephone and ask for an opportunity to meet briefly for about 30 minutes to talk about what IAAP has to offer. Ask what would be the best date and time to visit and talk to them in person, or give them several options when you would be available. Don’t be shy – be pleasant and persistent.

• After the first introductory meeting with management staff, you may suggest a second presentation with the company’s administrative staff for an Open House meeting. See the IMPACT IAAP booklet available from Headquarters for step-by-step plan for a recruitment meeting. For audiovisuals, develop customized PowerPoint slides, overheads, or handouts with information about IAAP and your chapter programs and services. Use desktop publishing experts in your chapter to assist you with design. If using overheads or PowerPoint slides, put no more than or four or five bullet points per slide/overhead. Graphics can also be downloaded from the IAAP Web site. Also see the “Chapter Success Tips/Best Practices” section in “Members’ Place” on the IAAP Web site for additional ideas.

• If you are turned down for any reason, don’t be discouraged. Try to reschedule for a later time or ask if there is anyone else in the company they would suggest you talk to. Send them a personalized handwritten note later, thanking them for taking the time to talk to you. Remember that even the best salespeople do not close every sale. It’s part of the process. It may take several contacts before your prospect agrees to a meeting. Even if unsuccessful, mark your contact sheet to follow-up with the company in the future and move on to your next prospect.

• Have numerous membership applications on-hand with the dues amounts already filled in.

• Build on the success of a presentation by using this momentum to move to another company on your prospect list.

• New members strengthen your chapter by bringing fresh insights, experiences, and additional volunteers. Once you’ve signed up several new members, celebrate and congratulate your team and yourself on a job well done!

# # #

• Founded in 1942 as the National Secretaries Association (NSA) to provide a professional network and educational resources for secretarial staff. Changed name to Professional Secretaries International (PSI) in 1981 and to the International Association of Administrative Professionals (IAAP) in 1998.

• Established the Certified Professional Secretary (CPS) program to set standards of excellence in 1951 and introduced the Certified Administrative Professional (CAP) program in 2001.

• The IAAP mission is to be the acknowledged, recognized leader of administrative professionals and to enhance their individual and collective value, image, competence, and influence. The association’s objectives are to elevate the standards of all administrative professions and to promote their working relationships with management through continuing education, local, regional and international programs, and publications.

• IAAP's vision is to inspire and equip all administrative professionals to attain excellence.

• A total of 40,000+ members and affiliates; 600 chapters; 36 regional divisions in six districts.

• International in scope – members and chapters in 66 countries.

• Non-profit organization classified by the IRS as a 501(c) 6 association.

• Governed by a 12-member International Board of Directors, elected annually by member delegates at the IAAP International Convention and Education Forum.

• IAAP owns and operates its headquarters building located in Kansas City, Missouri.

• IAAP has members in almost all Fortune 500 companies, thousands in mid- to small-sized businesses, educational institutions, nonprofit organizations, and federal, state, and local governments.

• IAAP is not a union organization – we work in partnership with employers to promote excellence and lifelong learning.

Membership Benefits – For office staff AND their employers

Benefits to an individual:

Local and international network of colleagues, trainers, experts and managers gives members essential information and insights on office trends and best business practices.

The award-winning OfficePro magazine, published eight-times a year, contains a wealth of information on new technologies, career development, productivity tips, office product reviews and other “news you can use.”

Seminars and conferences – Annual events offering a wide array of educational workshops and hands-on training including the International Convention and Education Forum (summer) and Professional Education Conferences (spring). In addition, IAAP Districts, Divisions, and Chapters hold events and activities at various times of the year.

Personal and professional development resources – members receive exclusive discounts on more than 250 books and self-study courses, many providing the Continuing Education Unit (CEU). IAAP’s Complete Office Handbook is considered to be the definitive reference book for today’s electronic office. Online training and degree programs are also available.

Professional certification – achieving certification through IAAP is the internationally recognized standard of excellence. IAAP offers the Certified Professional Secretary (CPS) rating and recently introduced the Certified Administrative Professional (CAP) program. Topic areas for IAAP certification programs include economics, accounting, business law, office technology and administration, communications, and organizational planning.

Service and support from the International Headquarters in Kansas City – Full-time staff is available to assist with member services, professional development advice, personalized education, and other programs and services. IAAP also disseminates research and serves as a clearinghouse for information on the administrative profession.

Other local chapter benefits – Division and chapter newsletters; chapter program schedule, team of local experts on a variety of subjects; community service; local merchant relationships; mentoring opportunities, and more.

Awareness that it isn't "just a job" -- it is a career and you're in control of it and responsible for it.

Exposure to other professionals outside your company to help expand your interpersonal skills and comfort levels -- you can call upon a network of professionals to determine the best way to accomplish a task or receive advice -- so you don't have to keep reinventing the wheel. In addition, the IAAP global network is very useful when execs are going to other cities and/or countries and you can contact an IAAP member for information about a particular area.

Leadership opportunities through participation in chapter activities (can be everything from public speaking, to project management, to strategic planning, to event planning -- skills you might not learn on the job or through training provided to admins by employers).

Discounts on educational products and resources that have been created, reviewed and/or selected especially for admins (also shows what skills you ought to be mastering to keep up-to-date as a professional and the sequence of skills required to move up the career ladder).

Non-profit organizations rely on the largess of others to keep things running. And while manufacturers, vendors, and employers can be a source of support to IAAP, keep the following in mind when asking for contributions or a physical presence at your events.

• If the situation is not a win/win, it will be lose/lose in the long run. Both partners must get some benefit out of the association.

• Be careful not to overstate your position. If you promise that 100 attendees will be present and only 10 show up, you have almost guaranteed no participation in the future.

• Know that for-profits are in the business of making money (actually, so are non-profits…they provide dividends to their members in the form of services, not cash). If members don’t buy from your sponsors, the relationship will go sour. Urge members to be loyal to your supporters.

• Understand that companies have a limited budget (just like our employers). If they have already committed to X, they can’t also commit to Y. Sometimes the early bird gets the worm; sometimes the largest bird gets the worm.

• It’s only logical that sponsors will want to get the biggest bang for their bucks. If they can exhibit at an international or national event, they will choose that over local representation.

• Corporate offices have more money to spend than local or branch offices. Don’t expect the same level of support at local chapter events that is given to international events.

• Even though a vendor is a sponsor or an exhibitor, remember that they are also your guests. Do not take them for granted, ignore them, or be rude to them in the midst of your event.

• Never, ever burn bridges. Yes, you might be disappointed that a vendor had to say no this time, but an angry letter back or kicking your anger up the corporate level will only haunt you (and those who follow you) for years to come. Be gracious and understanding. Subtle guilt can work wonders for future favors.

• Always give the sponsor plenty of exposure, recognition from the dais, applause from the floor, gifts of appreciation, and notes of thanks. Set the stage for next year.

• Keep in mind that your relationship with a vendor is the most valuable asset you have. Never do anything to undermine it. If you think someone might have done this, apologize and mend fences immediately.

Helpful Tips

• Add potential and existing sponsors to your chapter’s mailing list to receive chapter publications, or provide them with recent issues of OfficePro magazine.

• Invite them as a guest to chapter/division events.

• Send personalized information or invitations to potential sponsors.

• Provide signage at chapter or division sponsored events to recognize corporate supporters.

• Ask sponsors for their input and opinions at every opportunity.

 Examples of Potential Local Sponsors

• Office product retailers or distributors

• Printing companies or paper suppliers

• Travel agencies, hotels

• Office furniture stores

• Copiers, supplies

• Personal computers/computer supplies

• Temporary help agencies/staffing firms

• Computer software/hardware vendors

• Telephone equipment, service providers

• Wireless technologies providers

• Peripheral (scanners, digital cameras, printers)

• Courier services

• Department stores/local retailers

Recently IAAP's main Avery Dennison representative gave a presentation at the Incoming Division Presidents Conference on corporate support.  Here are some highlights of the challenges our corporate partners face:

Obtain Maximum Benefit from IAAP Corporate Sponsorships

- Know the corporate sponsors -- be familiar with products/services they provide

- Vendor sponsorship involves a substantial financial investment and time commitment.  It's especially challenging in today's economic climate, with less sales people on staff, and an increasing number of sponsorship requests.

- Sponsorship results are hard to measure.  Often, members purchase goods/services indirectly, not through IAAP. 

Ways to Enhance the "Value" to an IAAP Corporate Sponsor

- Support the products/services offered by the corporate partners

- Spend time at events/shows talking with the vendors--learn about their new products and solutions

- Invite vendor reps to your corporation to teach others about products and solutions that you've learned about at IAAP events

- Share new product ideas, usage tips or suggested improvements with the vendors.

-- Offer testimonials if you have a success story to share as a result of a vendor's product or presentation.

-- Provide vendors with suggested topics you would like to see at future educational seminars or events

-- Be judicial when requesting local funding from a corporate sponsor -- realize that budgets are limited and they can't possibly fulfill all requests received.

-- Thank the sponsors at every opportunity, let them know how important they are to the success of your organization.