Seasoned association leader Avi Olitzky joined us on Oct. 15, 2024, to share how membership engagement can lead to improved member retention and attraction.
Focus on service
Avi’s first message is that the goal of associations should be to serve members, especially in a post-COVID world. This focus helps us stay true to our association’s mission. If you’re serving your mission, people will scream your praises from the rooftops. Think about a great restaurant: they may need to do a little marketing to begin with, but after that, word of mouth will build the business. You’re still recruiting, but others are doing the work for you.
The minute you label yourself as a “nonprofit,” you put on an unfortunate blinder that you’re coming from of a position of scarcity. The difference between a nonprofit and a for-profit is that a nonprofit puts any excess money back into the mission. But nonprofits need to learn how to develop a mindset of abundance.
Avi says that beginning in 2016, society entered an era of hyper-transition. Innovation is central to staying relevant in this environment. The benefit provided to your member will be out of date by the time they realize they’re getting it, and you need to focus on the next benefit that is coming.
Connect regularly
Connect with members every quarter or every month to be sure they’re using the benefits you offer. If you engage members regularly and well, members will be your ambassadors. But this doesn’t mean sending multiple emails every week! Instead, find ways to go deeper. Perhaps each board member could call a few members and have a conversation about what they need right now.
Measure Success
We also need to find new ways to measure our success. Net Promoter Scores don’t speak to the happiness factor. We must figure how happy and engaged members are now compared to the past. This will require quantitative and qualitative engagement measures. Quantitative measures show how many people are using the association’s services or how many people you’re connecting with regularly. Qualitative engagement is about measuring happiness, which is a more profound conversation.
Use AI
As many of our Associations Trends Talks presenters have stated throughout this year, Avi says that we all need to start using AI in some way. Use it to assist you in prediction and to help you move faster as you innovate. You’ll need to test the results with pilot projects and test cases, but AI will help you generate ideas.
Ewald Consulting welcomed Jeff De Cagna, AIMP, FRSA, FASAE to our Associations Trends Talk on July 17, 2024. Jeff is a long-time association community contributor and executive advisor for Foresight First LLC in Reston, Virginia. Here are some highlights from his presentation.
What will our successors say about us as association leaders?
They will evaluate our actions / judgments.
We need to take our current focus away from legacy — as that is a narrative about what we did, not what we did for them in the future.
Foresight lets us imagine how we can leave our associations better than we found them.
Duty of foresight
How do we avoid mistakes? As an example, Jeff told the story of how the board at Blackberry failed to anticipate competition, and ultimately became irrelevant.
To avoid failure, boards of directors need to choose the duty foresight, which involves intentional learning, short-term sacrifice and long-term action.
How does foresight work, and why is it essential?
Intentional learning is a non-negotiable requirement (otherwise, how can we learn what we need?).
Foresight is not just about data—it’s also about imagination.
We need to look at the far future (7-10 years from now) and imagine what the world will look like then — including a look at futures that are unfavorable and futures that are unthinkable.
Making sacrifices today will let us act differently moving forward.
We can practice foresight by repeating work to build performance and deepen impact (not just connected to strategy; it must be consistent, repeated work).
Choosing the future
Foresight is a choice that we must make. It will give our board a deeper sense of responsibility, and a mindset of long-term adaptation.
Association boards are human systems responsible for stewarding human systems into the future. Think about how to move the system of the association into the future.
The issues that are facing us and the choices boards must make won’t get easier; they will get more difficult. The sooner we can deal with the issues, the better we can prepare for a turbulent future.
The BANI Framework
Jeff recommended that rather than using a VUCA (Volatile, Uncertain, Complex and Ambiguous) model of the world, boards should use the BANI Framework developed by futurist Jamais Cascio.
Brittle: systems such as supply chains, food supply and health care are brittle, and we must look at how to shore them up and make them more resilient.
Anxious: the depth, breadth and intensity of brittle systems are causing great anxiety, exemplified by increasing rates of drug use and suicide.
Non-linear: Seemingly small decisions can have massive consequences; for example, the spread of COVID was non-linear and linear thinking probably allowed it to spread even more rapidly.
Incomprehensible: AI is a great example; even those who work with AI closely don’t understand exactly how those systems work.
Why does the board’s duty of foresight remain a radical idea ten years later?
We need to make this a radical idea so it never settles into a comfortable place of best practices.
Foresight is the only construct that challenges boards to prioritize their successors.
It demands unique board work. Rather than focusing on oversight or policy development, which can be assigned to other groups within the association, the board needs to focus on intentional learning, taking responsibility for stewarding for the future.
Foresight moves with the larger world. It doesn’t simply involve the trade or profession served by a specific association or nonprofit.
The big question: What will our successors say about us?
There are fewer than 2,000 days left in this decade. How will we take action? We want our successors to think about us as people who cared about them. The duty of foresight is a moral choice, and an important choice to make.
Ever since the global pandemic, leaders of professional associations have been under pressure to evolve their operations with renewed emphasis on value creation for members and the community being served. Associations have responded to quick changes in industry conditions while also keeping an eye on the efficiencies needed to sustain success and growth. An approach that has gained popularity is the hybrid staffing model.
The hybrid staffing model integrates a depth of industry knowledge and relationships of full-time staff with the specialized support of an Association Management Company (AMC). A hybrid staffing model offers benefits for association leaders, staff, and members to achieve greater outcomes than ever before.
Strategic Expertise and Industry Insights: A full-time Executive Director (E.D.) serves as the cornerstone of this model — contributing strategic vision, leadership stability, and an in-depth understanding of the association’s mission and the community it serves. This continuity is invaluable, providing a consistent voice and direction that resonates with members, stakeholders, and the broader industry. Full-time staff in the E.D. position — and potentially other staff roles, depending on scale — allows the association to combine a depth of expertise and familiarity in both association management and the professional community.
Flexibility and Specialized Support: Complementing the full-time staff, an AMC extends a diversity of specialized services such as marketing, event management, industry development/sales, member services, and accounting support. This collaborative approach enables associations to remain agile, responding promptly to industry trends, technological advancements, and evolving member needs.
Cost-Efficiency and Resource Optimization: A hybrid staffing model offers a straightforward solution for associations seeking cost-effectiveness. By retaining a full-time E.D. for dedicated leadership and gaining specialized function-specific support from an AMC, associations strategically allocate resources, focusing on areas crucial for growth while minimizing unnecessary overhead expenditures.
Enhanced Member Engagement and Experience: The undivided attention of a full-time E.D. on member engagement fosters strong relationships with members and provides added perspective for both staff and association leaders. At the same time, the specialized expertise provided by an AMC elevates the member experience through targeted marketing, event planning, and personalized services that an AMC often provides best.
Access to Cutting-Edge Technology and Innovation: The collaborative nature of the hybrid model ensures associations stay at the forefront of technological advancements. By partnering with an AMC, associations gain access to cutting-edge tools and innovative solutions without the burden of substantial upfront investments. The market focus and breadth of an AMC’s experience across multiple organizations means an association benefits from rapid, iterative experimentation and learning.
Risk Mitigation and Continuity Planning: Hybrid staffing inherently incorporates risk mitigation strategies. The diversified structure offers operational continuity, even in the face of leadership changes or unexpected challenges. This resilience enables associations to navigate uncertainties with adaptability.
Scalability and Growth Opportunities: As associations evolve and grow, the hybrid model offers scalability with ease. During periods of heightened activity, the AMC can scale its support, providing resources as needed, allowing associations to meet demands without the constraints of a rigid internal structure. Expanding operations in a specific area may not require making a high-stakes hiring decision or the time requirements of onboarding a new staff person. Associations can scale and grow more fluidly and at the right pace for their needs.
Conclusion Adopting a hybrid staffing model, matching the strategic leadership of a full-time Executive Director with the specialized support of an AMC, is quickly emerging as a forward-thinking solution for professional associations. This model optimizes resources, enhances efficiency, and equips associations to navigate the complexities of their industries with resilience and innovation. As associations strive to deliver the utmost value to their members, the hybrid staffing model is a dynamic and effective strategy for sustainable success in the modern association marketplace.
By Jessica Truhler, Director of Professional Development, Ewald Consulting
Associations serve as invaluable hubs for knowledge exchange, networking and skill development within various industries. Central to their mission is the creation of high-quality content that educates, informs and engages members. However, the task of producing relevant and compelling content can be daunting, often requiring significant time, resources and expertise from already busy volunteers. Fortunately, with the addition of Artificial Intelligence (AI), associations can now harness cutting-edge technology to streamline content creation processes, enhance member experiences and drive value like never before.
AI-Powered Content Generation
AI offers associations a powerful ally in generating diverse and impactful content. By leveraging various algorithms, AI tools can analyze vast amounts of data — including industry reports, research articles and member feedback — to identify trends, topics of interest and emerging issues. This insight enables associations to create timely and relevant content that resonates with their audiences, whether that is articles, whitepapers, webinars and/or podcasts.
For example, an association Ewald Consulting serves is hosting an in-person Summit event with a very specific theme. The team identified a challenge connecting the Summit theme to the organization’s overall professional development framework. What learning content could serve as a bridge between the professional development framework and this specialized Summit? We posed this question to an AI content-generating tool and designed a micro course on that specific topic. Not only did this serve as a bite-sized learning opportunity for curious members, but also a perfect marketing opportunity to showcase how that theme fits within the association profession. While AI helped with this project, humans ensured that the information generated would resonate with members and created the course.
Moreover, AI can assist in content development by generating topic suggestions, headlines and even outlines based on predefined criteria and audience preferences. This not only accelerates the content creation process but also ensures that the produced materials align closely with the interests and needs of members.
Conclusion
In an increasingly digital and competitive landscape, associations must adapt and innovate to meet the evolving needs of their members. By harnessing AI, associations can transform their content creation efforts to deliver timely, relevant and personalized experiences that drive member engagement, satisfaction and professional growth.
From generating insightful articles to curating personalized learning pathways and optimizing content performance, AI offers associations a wealth of opportunities to enhance their impact and value propositions. By embracing AI-powered content creation tools and strategies, associations can position themselves as indispensable partners in their members’ professional journey, driving lasting impact and success in an ever-changing world. We do need to maintain the human touch to verify information and create experiences that feel authentic to our members.
The ROI of an AI tool can be high The cost for an AI tool can vary widely, based on the features required and the level of volunteer and staff involvement in setting it up. But both Anna and Rick say that the return on investment has been high for their associations. Both MRAA and APMP have seen significant growth in membership and in member engagement since implementing their AI systems. Anna says she has sent ideas to the MRAA education team for freshening existing content or creating new content based on trends in member queries that have been submitted. Rick says their system has been essential in creating personas to help with marketing and in discovering untapped areas for education where, “we know there’s an interest and an audience.”
Use third-party partners A third-party partner can help your organization launch a user-friendly, highly professional AI tool very quickly. The MRAA chose Betty Bot, while APMP chose Rohirrim AI. Dozens of other options are available; you can learn more about the companies and their capabilities through ASAE and other organizations, and through events like the Consumer Electronics Show.
Closed AI models are trustworthy There’s a huge difference between open AI models like ChatGPT and closed AI models like those employed by MRAA and APMP. Closed models pull data only from within your association’s website and information you load into the system, and these models cite the information sources so members know where it came from and that it’s trustworthy. Open AI models pull information from sources across the internet that may or may not be trustworthy; they can be very useful in drafting copy for marketing or other uses, but you do need to verify that the material generated by open AI models is accurate.
Protect your association’s expertise It’s important to protect the intellectual property (IP) of the association and of your subject matter experts (SMEs). Rick says APMP owns all of its own information; they pay writers and retain rights to the work. Anna also cites the importance of getting buy-in from SMEs who may have authored books, publication articles or conference presentations.
Provide education to staff and members Anna says that when the MRAA staff saw the trial version of the AI assistant, they were immediately excited to move forward with the system. Rick says that webinars helped APMP members get used to the idea of using AI well in advance of launching the association’s AI system. He also highlighted that APMP has received feedback that the AI tool has become one of the top value drivers for members.
For a deeper dive on these and other takeaways from the Associations Trends Talk, watch the full video here.
Many elements must come together to create a successful annual convention. One great template for success is the approach taken by the Portable Sanitation Association International (PSAI). The association has seen 20 percent growth in attendance year over year for three years; sponsorship and exhibitor revenue has also increased along that trajectory. Executive Director Veronica Crosier reflected on the success.
Compelling Content
Listening to members who have attended the Convention and Trade Show for many years, Veronica and the planning committee decided to offer a more diverse set of experiences for conference education and networking. Of course, the niche knowledge is a big part of why associations host events. But, Veronica said, “sometimes you miss other opportunities or can get a little narrow on the scope of what your audience needs or what could contribute to their professional development.”
So PSAI brought in a keynote speaker to talk about mental health and another keynote on artificial intelligence — relevant topics for just about any business. “The folks that have been in operation for two decades are still coming away with something that can contribute to their business rather than just the fundamentals or rehashing the same best practices over and over,” Veronica said. “People appreciated that fresh perspective and a mix of topics and just having very professional speakers.”
More than 700 people attended the 2024 PSAI Convention & Trade Show, an increase of more than 200 people from the previous year
Location
Making it easy for people to get to your event is a very important element. The 2024 PSAI Convention & Trade Show was held in Daytona Beach, Florida. “It’s hard to find a time in Daytona when you’re not going to have sunshine and at least comfortable temperatures,” Veronica said. And there are major airline hubs in nearby cities where some attendees vacationed with family before or after the convention. For those who flew directly into Daytona Beach, it was a quick ride to get from the airport to the convention hotel.
Promote Early, Often — and with Video
Ewald Consulting has been helping PSAI’s planning committee for several years now. The result: most sessions and keynotes were confirmed four months prior to the event. That allowed Marketing Communication staff to build registration and promotion earlier than ever before, with plenty of time for testing before registration went live. For the first time with PSAI, our staff built a Conference Central page to make it easier for people to find the information they’re looking for quickly.
We changed up the content for the promotional emails frequently. Some emails were long, but they always began with quick links to registration, accommodations, sponsorship, etc. Sometimes we led with information about a keynote speaker; sometimes we focused on industry-specific breakout sessions. We listed all the exhibitors once we hit critical mass.
With help from volunteers, we had a few videos to work with. Veronica said, “this was the first time that PSAI has used paid advertising campaigns through Facebook and LinkedIn. I think we saw results from that for PSAI. I chose to invest a little bit more in some marketing materials as far as video content that we could use on those platforms. That was really eye-catching.
“If other associations are thinking of using video but aren’t sure if they have the budget yet for a professional videography team, volunteers can be very helpful.”
Enlist Suppliers to Promote the Event
PSAI invited some of its exhibitors and suppliers to create 10- to 30-second videos inviting people to come to the annual convention and trade show. This allowed them to plug what they were bringing to the trade show floor and say a little bit about their company.
“It gave a free benefit to our exhibitors and our sponsors, but we’re also putting that free content out as well,” Veronica said. “And it shows that we are a community and that all of our members play a part.”
PSAI’s supplier members promoted the association’s convention and trade show, leading to excellent attendance at the trade show and for product demos
Don’t Be Afraid to Try Something New
In addition to some of the other new things mentioned above, PSAI experimented with the length of the event. What used to be a full week of meetings was pared down to three days (with the first day being filled with optional training courses plus committee meetings). People could attend just two days or even just come for the trade show.
“I think that was beneficial in a couple of ways. One, most of our audience are folks who are running their own companies and to take a full week away from your company, from your business, is a big ask. That can be a real challenge for some folks,” Veronica said. “And then if they want to stay for some extra days to turn it into a family vacation, then they still can do that without it being too big of an absence from their work at home.”
Conclusion
Veronica said it’s crucial to listen to your audience. “When it becomes a group effort and everyone takes a little ownership in it and the word spreads, the enthusiasm spreads and it really shows itself in the aftermath.”
She continued, “just this year we’ve had almost 50 percent more sponsorship revenue than the year prior. And the year prior was a record as well. I think part of that is hearing the sponsors’ feedback and giving them the opportunities that they’re looking for.”
Every board meeting is an opportunity for your association to achieve its mission. Your board can change the circumstances of your members — and even the greater profession — so we must strive to do our best every time. These were among the top messages of our Associations Trends Talk on January 17, 2024.
Takeaway 1: Be mindful about building the meeting agenda
It’s easy to get into the habit of planning a meeting on autopilot. Both Eric Hauth and Tip Tucker Kendall stressed the need to prepare for each meeting thoughtfully and purposefully. Eric has a weekly meeting with his president to stay in touch and on top of issues that emerge between board meetings. He also finds it crucial to incorporate times when each agenda item will be discussed to maintain a good pace for the meeting.
Key for Tip has been simplifying the process for board members. Sending out a single PDF with all the documents the board will need for a meeting — and calling attention to priorities, such as the annual budget — makes it easier for board members to prepare.
Moderator Paul Hanscom added that it’s great to get questions about agenda items from board members in advance of the meeting.
Takeaway 2: Be clear about expectations for your board members
Tip recommended that we keep in mind how much time we demand from our board members. Give them an approximation of the time needed to review the agenda and/or complete tasks in advance of the meeting. She says it’s also critical to prep the chair in advance of the meeting to help keep things on track. And knowing what your board president values makes a big difference in building your relationship. Tip went from a very extroverted person to someone who is very efficient but less focused on relationships.
Eric gave an example of ICRI’s planning retreat, where board members are assigned to tackle individual domains and bring the homework to the planning session. The process created high engagement and high clarity about each domain.
Participant Jalene Bowersmith noted in chat that she does a couple things to help board members better prepare: 1) provide a video recording of less than 5 minutes highlighting the board packet items; 2) include motions on the agenda for each item requiring them.
Takeaway 3: Relationships are the cornerstone of an effective, engaged board
Tip stressed that building your relationship with the board chair/president shapes every meeting you have.
Eric shared that when his current board chair began his term, the chair called every board member individually to ask how the organization can support them, and what they want to get from the experience of serving on the board.
Takeaway 4: Regular assessment will strengthen engagement and drive improvement
Paul noted that feedback is important to the success of a board of directors. Assessments completed after each meeting can provide both quantitative and qualitative measures to help guide future meetings.
Tip shared the importance of having conversations about whether meetings include adequate time for dialogue, resolving conflict, etc. She sends assessment surveys after every meeting, and it helps to keep all board members engaged. Measuring the responses makes a big difference.
Takeaway 5: Volunteer orientation is vital to board member success
Tip said that onboarding helps each board member get up to speed and be successful. Her board meets with their attorney annually to provide board members with knowledge of their legal obligations. Tip’s association also teaches everyone how to read the financial statements. She says meeting with board members individually helps the chief staff executive learn the strengths and opportunities for each board member. Especially when a board has controversial issues to address, it’s important to cover how the board needs to speak with one voice.
Eric stated that his association starts with the basics during the orientation process and then gets into deeper knowledge. He stressed the importance of getting buy-in versus consensus among board members: it may be impossible to get consensus, especially from a large, diverse board — but everyone needs to accept the decision of the board as a whole.
In this episode we welcome back David Ewald, CEO of Ewald Consulting, to review association trends of 2023 and discuss what we may see in 2024.
Takeaways:
Hybrid Events are (Still) Here to Stay
Hybrid events, combining in-person and virtual components, have evolved into a significant and lasting trend. The adoption of virtual meetings, particularly during the pandemic, has demonstrated the benefits of extending reach, accessibility, and flexibility. Organizations now see the value of offering hybrid options, providing attendees with the choice to participate in-person or virtually, making events more inclusive and reaching a broader audience.
The Future of Technology in Associations
The discussion emphasizes the need for associations to stay on top of technological advancements beyond just AI. David anticipates continued evolution of mobile technology in the association space, encouraging organizations to embrace and optimize the mobile experience for members. Additionally, the potential integration of virtual reality in conferences and events is highlighted, posing a question about the future possibility of attending virtual meetings using VR technology. The constant evolution of technology is seen as a significant factor that associations must navigate to stay relevant and effectively serve their members.
Ongoing Challenges and Strategies for Associations
David underscores the enduring challenges faced by associations, such as budget constraints, changing demographics, and the need to diversify revenue streams. As associations navigate these challenges, the focus is on maintaining financial stability and operational effectiveness. Strategies discussed include meeting members where they are, understanding and adapting to demographic shifts, and finding innovative ways to generate revenue. Associations are encouraged to proactively address these ongoing challenges to ensure their sustainability and continued impact in the years ahead. Organizations also continue to face changes in workplace dynamics as we continue to determine what work will look like post-lockdown. All these things are important for associations to consider as they set goals for and navigate 2024.
The Association Trends Talk, “Energize to Mobilize: A Guide to Reviving Nonprofit Boards,” took place on November 15, 2023. Ewald Consulting welcomed Laura Orr, CEO of Forward Consulting, in discussion with Ewald Consulting’s CXO, Eric Ewald, on ways to keep board members engaged, ensure appropriate expectations for incoming board members, effective board leadership, and more.
Some of the key takeaways include:
Some reasons for an increased lack of engagement with board members can be competing demands for time, a disconnect between a board member’s expectations and the reality of responsibilities, a strained board culture, and more.
Opportunities for increasing engagement include regular board assessments, exit interviews, clear communication, effective board leadership, and clearly communicating the role responsibilities when recruiting new board members.
Be sure to spend board meetings on action items, provide agenda information at least a week in advance, include questions to frame thinking, and allow time at the beginning of the meeting for socializing/getting to know each other.
Board leaders can schedule voluntary small group meetings for board members to get to know each other; this can help board members create relationships with each other, which can help down the road when tough decisions need to be made as a board. Recognize and celebrate wins, big and small. Encourage ongoing involvement including volunteering, delegating tasks were needed to increase involvement, and fostering a positive working environment.
We look forward to seeing you on January 17, 2024, for our next Associations Trends Talk: How to Run the World’s Best Board Meeting. This discussion will feature Tip Tucker Kendall, Executive Director of the National Grants Management Association, and Eric Hauth, Executive Director of the International Concrete Repair Institute.
In this episode, we are joined by Toma Kinville Ossian, Executive Director at Global Management Partners and Liz Anderson, Account Executive at Ewald Consulting to discuss the importance of associations as we near the end of 2023.
Takeaways:
1. Associations are important because the offer community. There is a group out there for just about every interest you could think of. Bringing these groups together increases that sense of community and improves industries. Working within associations provides a feeling of service.
2. Service has shown to increase feelings of purpose, so it makes sense that Toma and liz both expressed feelings of fulfilment and joy working in this industry.
3. We should work towards increasing member value, ALWAYS. Toma explained that new technologies are always arising. Nowadays, it is very focused on AI. She said this will help the association management industry as it will free up space for us to be closer to our members.
