Association Puzzle

Advice to Someone New to Association Management

This is a response I posted on an ASAE listserv in answer to the question:

If you had a new staff person coming on board who has never worked for an association, what tips would you offer them?

 

 

1. Association management is a service industry. You are here to serve the needs of the members; if you think you are above serving others, then choose a different career.

2. Association staff members are caretakers for the industry or profession they are serving. You help nurture and protect the members' dreams and goals.

 

3. Association management is about managing relationships rather than product development (as in a for profit company).

 

4. You do not go into association management because you want to make a lot of money. You go into it because you thrive on the energy generated by many individuals working towards the same goal.

5. If you consider yourself a specialist (such as a marketer or a magazine article writer) you need to learn how to be an association executive. The worst mistake you can make in that situation is to think you are separate -- or even worse, above -- "all that association stuff."

10 Things I Love About Association Management!

While I concur with those who state: "No one ever says 'When I grow up, I want to be an association executive,'" it turned out for me to be a great fit, although like many of us, an accidental career find.

Although my personal career path took a turn I never imagined (becoming a consultant rather than continuing as a full-time staff person), I still consider myself an association executive at heart. Association management is a great choice for people like myself with a wide variety of interests, talents, skills -- and an interest in life-long learning.

So, here's my list of 10 Things I love about association management when it is at its best:

1. It is about people and relationships.

2. It is about those people working together with a common vision to reach common goals.

3. Evolution occurs instead of change for the sake of change.

4. People with a stake in the issues get involved.

5. Public policy and public awareness are better served.

6. Members and volunteer leaders learn from each other, and create dynamic continuing education programs and opportunities.

7. Staff members become partners and valued team members in the life of the association.

8. Staff works together to most effectively use the limited resources available to create something unique and of high value.

9. New things are tried, and if they don't work, we try something else!

10. There is no guilt by association, but pride of association.

Do all these things exist all at the same time in every association? Of course not. But, these do exist, these are out there, and that is what keeps me motivated, excited, and challenged.

Grace Periods for Membership Renewal: How Long is Too Long?

Today on an ASAE listserv thread, there was discussion about the length of grace periods, and whether or not members who pay after the grace period are reinstated or considered "new."

I used my experience as a Board member of American Independent Writers (AIW) in my response:

"Formerly, we had a 90 days grace period. Last year, we changed it to 15 days. After that, all communication and information is suspended (along with member rates).

We found that having a 90 days grace period seriously skewed our membership report numbers, making it look like we had twice as many members as we actually did because those in the "grace period" were counted as members in good standing. This negatively impacted retention rates, and further eroded our membership base because we had bad information.

Since switching to 15 days, we have had no real complaints, and it encourages our members to renew more promptly. When you look at it from a fiscal perspective, a 90 days grace period gives people an extra quarter of membership for no additional dues, without rewarding those who are paying on time.

The perception of AIW's membership value was severely eroded because of detrimental policies like these. We are now working double time to rebuild value perception for membership. I support up to 30 days to renew, but beyond that causes problems financially and erodes data quality."

I was surprised to see how many organizations have a 90 day grace period, and now I'm starting to wonder if this is having a stronger detrimental impact now that the economy is in such bad shape. 

What it comes down to for me is that members who pay on time should rewarded, and those who do not pay should be strongly encouraged to pay promptly. An entire quarter of membership becomes an incentive to not pay your dues, and if the organization doesn't think their membership has value then why should a member?

Let's continue the discussion here; share your comments and thoughts on grace periods and the impact on the bottom line and member value.  

Membership Should Have Its Privileges

I have been a member of American Express for 19 years, and I have never had a real complaint about services or benefits. Every time I call, I get a polite, well-trained, knowledgeable customer service representative, and almost everyone I've spoken to is nice. They like to chat with their members and really make your member service experience as pleasant as possible.

Even if they have to transfer you to another person or department, they make sure you know who you are being transferred to, why you are being transferred, and they give you the number in case you get disconnected. Before they transfer you, they ask if there's anything else they can help you with before passing you to another incredibly helpful person.

Membership does have its privileges at American Express, and they really take the attitude that we are members, not customers. This message came through very clearly the other day when I called to finally accept American Express' offer to upgrade to the "next level" of card membership.

For five years, they have been offering an upgrade, and for five years I kept saying "no." Why? I just didn't think it was necessary. However, in light of recent events, I thought it would be a good idea to get the expanded services available to me with the upgrade ("recent events" being an even sicker geriatric dog who needs lots of attention). I thought it was time to do something good for myself and my husband, which is what affected my decision to upgrade; right now, I need all the help I can get!

When I called, I spoke with a friendly, helpful young woman, but what really got my attention this time was how she made a point of saying that American Express really puts their members first. Members are the reason they are in business, and their main goal is to take care of American Express members. All these years, this was unspoken but demonstrated through actions, but for the first time someone actually verbalized it.

Wow! How often do we get that attitude from our professional associations we belong to? And, how often as staff people or consultants do we give that same wonderful attitude to our members and clients?

The service attitude that exudes almost glowingly from American Express always leaves me with a good feeling. You never have to struggle to explain why you are calling, you don't get transferred unless absolutely necessary, you are treated like a valued friend, and you receive a lot of benefits that don't attach additional costs. You can pay for extras but the most important ones, like fraud assistance or replacing lost cards, are part of the membership.

Associations are talking about innovation, social responsibility, Web 2.0, social media networks, and the slowing economy, but shouldn't we get back to good old-fashioned customer service? Shouldn't our members and clients leave with a warm feeling because they got exactly what they wanted or needed at the moment they asked for it?

Associations are about people in the end, and that is where our focus should be. In the swirling current events that threaten to overwhelm even the staunchest of individuals, associations should be a place where members can breathe out, relax, and actually accomplish something. Membership should have its privileges.

There's a lesson to be learned from American Express. They are still the best after all these years and the company that I measure all others against. Why? Because they make me feel like I belong and that I matter -- and they always put their members first.

Miss Manners & Associations

Today's Miss Manners column in the Washington Post had a doozy of a situation report. 

It seems that a woman who's husband went blind made many lifestyle changes to help her husband cope with his disability, and a friend of this woman found it admirable.  After the woman's husband died, the friend decided that the woman needed another blind man in order to "bring out the best in her," which is when people are truly happy, according to the friend.

The friend set up a "blind date" with a blind man without telling the woman whose husband died; when the woman arrived and found out it was a set up, she turned and left.  The friend decided to report this to Miss Manners so that Miss Manners could tell the woman whose husband died how rude she was. 

Needless to say, Miss Manners informed the friend that it was SHE who had committed "etiquette atrocities" by deciding that she knew best what the woman needed without consulting the woman, and without any consideration for the woman's feelings. 

How many times have we done this as association staff?  We know best what our members want and need, right?  They should do what we tell them when we tell them, and be glad that we are looking out for them, because after all, we are just bringing out the best in them and their association.   

I think today's Miss Manners column is an excellent lesson for those of us who work with associations in any capacity.  As staff or consultants, we see things from the inside (or so we like to think) and believe that this position gives us the best view of things.  While this does tend to lead to "bigger picture" thinking, it ends up isolating us from the changing currents of member ideas and attitudes. 

Continuing our Miss Manners example, the friend never asked the woman WHY she did what she did for her husband, or if she would like to do it again.  It turns out the woman did it for love of her husband -- NOT love of blind people -- and did not want to go through such a situation again. 

When making decisions for others, especially in the association community, we need to find out what other people want and why they want it before we decide we know what's best for them. 

This is a lesson we should apply in all our relationships.

Birds of a Feather

Some of the people who know me have heard all about my birdfeeder and how much I enjoy birdwatching.  The feeder is a supposedly squirrel-proof model that hangs in a tree behind my house.  I say "supposedly squirrel-proof" because so far only one squirrel has figured out how to eat out of it.  I respect its ingenuity so I leave it in peace while it snacks away. 

One of the things I enjoy about birdwatching is the variety of birds that visit the feeder.  For example, yesterday I spotted three purple finches, two cardinals, a red-headed woodpecker, two black-capped chickadees, several mourning doves and the usual mob of house sparrows.  A few weeks ago, we had some cowbirds stop by for a break during their migration, and on occasion when the weather is warm we have a yellow finch and a bluejay.  The yellow finch never stays long, and the bluejay drops by once or twice per year, realizes it's too big for the feeder, squawks and leaves.  (Remind you of any members . . . ?)

As I was enjoying the nature show out my back window yesterday, I started to think about how the feeder provides an important service, and brings a variety of birds together.  They are all birds, but not the same kind of birds.  It even attracts squirrels, even though they are not birds.  When the feeder is empty, the birds may stop by but they leave immediately when they find no food.

It seems to me that the birdfeeder is a lot like associations.  Associations provide something essential for members, and even though it's a service they can find elsewhere, they choose your organization.  Associations draw a wide variety of people together; they are not the same kind of people, but they all have something in common: they want the service (or services) your organization has to offer.  Associations even attract non-members who are interested in what you do.  If the association has nothing to offer on a regular basis, the members go elsewhere to find what they need. 

What draws the birds back regularly to my particular feeder?  It's dependable (I rarely let more than two days go by without filling it); it's in a good location (a tree away from human traffic); there's a water source nearby (I leave out a dish of water for the birds); and the birds feel safe and comfortable. 

If only attracting and keeping members were so easy to figure out. 

Associations attract a wide variety of people.  They are all members, but not the exact same type of member.  Some are nearly anonymous, merely partaking of services as needed and keeping a low profile.  Some members are active, vital participants that add to the life of the association.  Some people that don't qualify for membership are still attracted to what the association offers.  To serve these people, we may offer associate membership status.   

One of the greatest challenges for associations is staying relevant to the widest possible constituency.  Understanding what brings your many different members to your association is just the first step; the next one is figuring out what keeps bringing them back. 

How many varieties of members are you attracting and keeping?