Members Feel Connected? With year end approaching, member retention may loom large for any Association. Understanding why members leave gets to the heart of issues like retention and member connectedness. Connectedness is the critical organizational outcome that drives long term success, and unlike “loyalty,” it can be measured in behavioral terms. The 3 C’s capture how member knowledge “contributions” lead to “collaboration” and also stimulate and reinforce “connectedness”.
Why Members Leave
In the Strategic Member Engagement survey (http://bit.ly/1g8g1J2), executives rated the frequency at which members leave for 11 potential reasons. While the ranking changed slightly, both professional society and trade association executives agreed the top 5 reasons that members leave are:
1) Insufficient perceived value (ROI)
2) Retired, changed companies, in transition
3) Joined for a one time purchase discount (e.g. meeting registration)
4) Acquired by another company that won’t pay the dues
5) Insufficient connection to their business/professional objectives
As shown in the graphic above, if an Association member perceives an opportunity to have an impact upon something he/she cares about, behaviors start to change from being a Recipient to a Knowledge Contributor. And for some, individual contribution that is recognized and openly appreciated leads to Solutions Collaboration with other knowledge contributors.
This is the point at which association magic begins! It’s when contributions and collaboration evolve into a sense of belonging that is called “Connectedness” (http://bit.ly/1ATwwUe).
Members Feel Connected?
Members leave when they perceive insufficient value, insufficient connection to their business/personal objectives, insufficient opportunity to have an impact, or they really don’t want a bundled package of offerings and only joined for a discount.
Association’s driving member connectedness with the 3 C’s (contribute, collaborate, connect) provide differentiated member value and are better positioned to accelerate their retention and overall financial performance.
People only contribute time, knowledge, and ideas when they perceive an opportunity to impact the outcomes they seek. Keeping and winning higher engagement levels happens when Associations create ongoing opportunities for their constituencies to contribute knowledge and collaborate with other members.
Assess your Association’s constituency segments within the following 4 level framework. For example:
Disconnected Observer.Lurking on website or on-line community, communications scanner, congressional staff, the general public
Knowledge Contributor. Speaker, writer, availability as a knowledge expert, mentor. This can also be the constituent that translates or transfers knowledge between stakeholders
Solutions Collaborator. Board, committees, roundtables, special interest groups, legislative campaign
Steps To Keeping Members Engaged
The following steps will help keep members engaged:
Understand the 4 levels of engagement & look for constituency segments that are primarily distinguished by one or two (of the 4) levels.
Identify member behaviors that impact the industry or profession.
Create opportunities for members to engage in the design of new solutions that drive member outcomes.
Success is measured in member behaviors that motivate connectedness. Target high probability segments to move to higher levels of engagement.Differentiate the “experience” at the national level and understand which member segments are best served at the local level.
Keeping Members Engaged
Everyone is busier than ever, especially as associations emerge from the recession and continually shift their attention to growth strategies. As such, people will only contribute time, knowledge, and ideas when they perceive an opportunity to impact the outcomes they seek. Keeping members engaged begins with understanding the 4 levels of engagement.
Free eBook “Accelerating Strategic Member Engagement” is available for all Association Executives atwww.potomaccore.com
Member Value Drivers?Too often an association’s internal discussions are about tweaking “outputs” and not creatively driving the “outcomes” that members really care about. This only fuels the “we/you” culture that exists in so many associations. Associations can get into trouble when internal discussions infer “we know what’s best for our members”. If members don’t feel that they can impact things that they care about, they form coalitions and on line communities outside of the association. (http://bit.ly/1qEaS3H)
Outcome Focus and Member Value Drivers
Members only care about “outcomes” that address their business and professional challenges and opportunities (See ROI TO R.O.M.E.http://bit.ly/1nCFqiU). Change the conversation from selling and testing satisfaction with association outputs (conference, journal, etc.) to engaging members in ways that facilitate knowledge sharing and collaboration with other members.
Up At Night Issues
Whether obtained via survey, focus groups, interviews, roundtables, online community dialogue, social media tracking or other mechanisms, it’s essential to understand how an your association is currently impacting member objectives. This requires securing actionable data about member perceptions of their environmental and operational challenges. If these issues aren’t surfaced, Associations may not be asking the right questions.
Member Impact Surveys
Associations should utilize impact surveys instead of satisfaction surveys as impact surveys are forward looking. They focus on the desired future outcomes that members seek to address their “up at night” issues.
Member Value Drivers?
Strategic member engagement begins with changing the conversation from “outputs” to “outcomes”. An “outcomes” focus drives member value and helps to accelerate competitive positioning and Association operating results. (http://bit.ly/1g8g1J2)
Knowledge Based Solutions. In today’s knowledge economy, an association’s competitive positioning requires a differentiating “experience” that treats each member as having a piece of the knowledge puzzle. Members are seeking knowledge based solutions which require both “push” and “pull” approaches.
“Push” and “Pull” Approaches
Most association executives recognize that the challenges their members face today require knowledge based solutions. However, the prevailing approach seeks out knowledge experts and “push” that person’s knowledge out to the membership through educational programs, newsletters and journals.
Today’s Leading edge associations view their role as the integrator, aggregator, curator, and enabler. This means they “pull” members together and facilitate the sharing of knowledge so that innovative solutions are created to address shared member challenges and opportunities. These associations view their constituencies as each member having a piece of the knowledge puzzle.
Knowledge based solutions are achieved through a proactive blend of “push” and “pull” information sharing mechanisms.
Competitive Edge Using Knowledge Based Solutions
Associations accelerate their competitive positioning when they address “up at night” issues by creating opportunities for members to share knowledge and create new solutions together. As such, the differentiator are the relationships members create as they work collaboratively to impact the solutions they collectively seek.
Members desire knowledge based solutions which include “push” and “pull” approaches where each member owns a piece of the knowledge puzzle.
These factors help associations create a differentiating experience that help improve their competitive positioning (seeKnowledge Sharing And Engagementhttp://bit.ly/1rJamVJ).
Knowledge Based Solutions
When competing for mindshare, strategic member engagement ( http://bit.ly/1g8g1J2) can be a marketplace differentiator for Associations. The strategic challenge is to continually fill the pipeline with constituencies who seek a more powerful “experience” than they receive at competitor organizations.
Stimulating Connectedness. Many association executives still yearn for member “loyalty” and have traditionally sought to measure it by retention rates. What does membership loyalty mean? There are very few examples of one-stop shopping. In a knowledge economy, members proactively seek information from many sources.
People most value the things in which they personally participate. They feel more “connected” to those groups who value their personal contributions. Accelerating strategic member engagement (http://bit.ly/1g8g1J2) is about creating many opportunities and “experiences” to contribute and feel valued; something that members don’t find elsewhere.
Creating Solutions Together
Traditionally, associations focus on what they do for members. The real power of the association form of organization is facilitating the creation of new solutions to address evolving member objectives. To accelerate this, volunteer leaders and staff must create a culture of “we”.
The “We/You” Fallacy
Determining an Association’s alignment with member needs includes assessing the relationships between staff, volunteer leaders and other members. We find that most association executives view this interface through a lens of “we/you”. The evolving association model is all about “we”.
GCCA, www.gcca.org, the Global Cold Chain Alliance continues its transformation to a “we” focused organization notes President & CEO Corey Rosenbusch.
Moving to “we” doesn’t happen overnight. It requires nurturing; “surprise and delight” if you will. Actually it is a 3-stage transition that goes from:
“We (staff & volunteer leaders)/They (outsiders)” to
“We/You” (as the member becomes a recipient of association offerings), and then strategically on to
“We” (highly engaged solution community)
As members start to contribute and collaborate the relationship shifts toward “we create new solutions together”. However, if members are never effectively engaged, they remain in “we/you” relationships with the association.
At the majority of associations, member engagement takes a back seat to fighting fires and meeting budget expectations. Over time, member dissatisfaction, poor retention, or weak membership growth can prompt boards to ask the tough questions.
In several instances executives are demonstrating the direct linkages between their efforts, member outcomes, and their association’s business model. They understand that corporate and individual members view their participation with associations through a very different lens than when they had relatively few go to sources for information and knowledge sharing.
Change The Conversation
People value and make contributions to the activities that help them achieve something they (or their company) value. Continually generating more activities is unsustainable; it also creates an unfocused “all you can eat buffet.”
Member Contract: Focus On Member Outcomes
Corey Rosenbusch, President & CEO, and his team at GCCA (the Global Cold Chain Alliance), www.gcca.org worked closely with their largest member to craft a 3 year member contract linking the member relationship to their strategic business outcomes. In doing so, they moved the conversation away from “here’s what you get for your money” to “here’s the power of engaging with others in your industry/profession to create new, innovative solutions”.
ROI TO R.O.M.E.
Only when board/staff engagement and member engagement are high do innovative solutions surface through a “we” collaboration. Moving to a “we” focused community is about inclusiveness and being open to the possibilities that might surface. Increasingly, associations, including the Global Cold Chain Alliance, recognize the significance of “we” collaboration and strategic member engagement (see 2/24/2014 posthttp://bit.ly/1g8g1J2).
Selling or Engagement? Engagement drives the association’s business model, while enhancing the association’s influence, prestige, and competitive positioning. Discussions like these can completely change the conversations away from: “what do I get for my dues?” Associations looking to grow revenues and membership and improve engaging instead of selling could better position their organizations for longer term success using this approach.
“Impact ” VS. “Satisfaction”
Quite often, associations are tracking member “satisfaction” with their offerings. “Satisfaction” surveys have the explicit connotation of “we want to know if you as a member appreciate all that we are doing for you”. Often disappointed with satisfaction survey results, associations add more and more services.
Alternatively, impact and outcome survey data allows you to set priorities and minimize the activities that no longer provide sufficient relative value. This is also an opportunity to find out how various segments of members and non members prefer to be engaged, and which other organizations are trying to meet their needs.
Member Impact Strategies
Evidence that the member impact survey and corresponding strategies are taking shape and impacting operating results and performance at different organizations. In addition, Corey Rosenbusch, President & CEO, GCCA, (the Global Cold Chain Alliance) says that his organization is shifting away from a “member satisfaction” focus to a “member impact” focus.
Selling or Engagement?
Is there any correlation between the frequency of impact surveys and 3 year business model trends? The Strategic Member Engagement survey shows that those who conduct member impact surveys annually were far more likely to report an upward 3 year trend in their operating results.
Associations are the ideal organizational model to leverage a culture of “we”. But this requires a shift from today’s association structures and processes that are primarily built to push out offerings. Today, staff are reinforced for their efficiency, not for working innovatively with members to create better solutions. Strategic Member Engagementrequires aligning infrastructure at organizations including its culture, and resources.
“Up At Night” Issues
Members expect “line of sight” connections between what you are providing and their most critical “up at night” issues. This means that all employees must view themselves as collaborative partners, who, together with members, continually seek insights and new solutions that enhance the community’s success.
Members can sense when staff are in the boat rowing with them, versus standing on the shoreline; handing them an oar and conveying best wishes. Working together as innovators, staff and connected members provide resource fluidity and responsiveness to address rapidly changing member business priorities.
Associations and “We Focus”
Thom Dammrich, President & CEO of Chicago, Illinois based NMMA (National Marine Manufacturers Association), fosters a collaborative and we focused culture which helps the organization in terms of aligning its infrastructure. Moreover, the Association though its performance management system keeps performance focused on strategic outcomes which support member advocacy and market expansion.
The successful association of the future will view its role as the stimulator, integrator, aggregator, curator, and enabler/facilitator; engaging members in ways that share and capture knowledge. Association communities will create innovative solutions to address their challenges and opportunities.
For many associations this requires that staff enhance their skill set, competencies, and cultural mind-set. Performance development, recognition, and rewards will focus on achieving member outcomes, not pushing outputs out the door on time. Staff need to know that members value their efforts.
Free eBook “Accelerating Strategic Member Engagement” for Association Executives available upon request at www.potomaccore.com
Game Changing Accelerator.How do you build a connected community that positions both your organization and your constituencies for long term success? Having a strategic board to help Associations connect and maintain the member outcome focus can be a game changing accelerator.
Thom Dammrich, President & CEO of Chicago, Illinois based NMMA (National Marine Manufacturers Association), utilizes his board to position the Association as a strategic partner driving industry results in the advocacy and business expansion arena. Industry Leaders and NMMA continue to collaborate to drive both industry and member success.
Like other successful Associations, NMMA also engaged a highly strategic board to effectively position itself as a “we focused solution community.” However, having the right skills sets and focus on your Association Board is essential, notes NMMA CEO Dammrich.
Strategic Boards with busy CEO’s insist upon the right focus and at times insist upon course corrections.
Focused On Industry Success
Strategic Board guidance and the organization’s focus on member success is proving to be a game changing accelerator of member engagement at NMMA.
Game Changing Accelerator
Very highly engaged boards who are strategic in focus and have a very high degree of understanding and strategizing about average member needs reflect two of six key capabilities that help drive Association Business Models. These Organizations report upward trending 3 year operating results, are far more likely to better understand member up-at-night issues, and engage members in acting upon those needs.
Free eBook “Accelerating Strategic Member Engagement” for Association Executives available upon request atwww.potomaccore.com
Competitive Positioning and Engagement. As domestic and international for profit competitors attempt to eat into services and product offerings once only delivered by Associations, Competitive Positioning (http://bit.ly/1g8g1J2)is a must. However, a key first step forward is knowing and understanding member “up at night” issues.
Up at Night Issues
Whether obtained in surveys, focus groups, interviews, roundtables, online community dialogue, social media tracking or other mechanisms, it’s essential to understand how the association is currently impacting member objectives. This requires securing actionable data about member perceptions of their environmental and operational challenges. Associations must structure their organizations to fluidly address rapidly changing member needs.
Rapidly Changing Priorities
Actionable data and fluidity opens doors to help Associations shift gears and respond quickly. Working together, staff and connected members provide both fluidity and responsiveness to address rapidly changing member business priorities. These shifts increase relevance and help make the case for increased engagement.
For profit competitors are real and Associations should take their threat seriously. For example, ACCA, the Air Conditioning Contractors of America,www.acca.org, is increasing its capacity to quickly learn and adjust. Paul Stalknecht, President and CEO, and his senior team are leveraging what they’ve learned about member “up at night” issues to adapt and magnify the Association’s impact with more online educational programming. Competitive Positioning is Key Member Perspective Identifying “Up At Night” Issues Shift to Online Educational Programming.
Competitive Positioning And Engagement
Knowing Member “Up at Night” Issues Accelerates Association Growth & Positioning (http://bit.ly/ThjGjy). Having a firm grip on Member “Up at Night” Issues has game change potential for Associations. Aligning organizations with the things that their members really care about enhances their competitive position, accelerates engagement, and favorably impacts operating results.