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Newsletter - February 2008
The State of "Volunteer Leadership Today" - Taylor Fernley, President & CEO
You may detect a theme revolving around association members in this issue. Individually, each article speaks to a specific aspect of membership, yet together, they could be used as an instruction manual to recruit and retain members.
The best place to start is always by gathering reliable data. Once you know the major factors that influence an individual's decision to join an association, you can develop a targeted message that addresses those specific objectives.
The subject of transparency has been a hot topic ever since the scandals that rocked the for-profit world a few years back. The key is knowing just how much information to share and with whom.
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Executive Summary of "The Decision to Join" - By Suzanne C. Pine, Executive Vice President
Fundamentally, this study contributed a research breakthrough by pooling the population of many associations and establishing more useful definitions of current, former, and never members. Other significant methodological contributions include the distinction made between attitudes toward associations in general versus a specific association in the respondent’s field and the importance of environmental challenges as compared to association capabilities. This executive summary is only the tip of the research iceberg, however, it will hopefully provide readers will a little insight into why membership recruitment and retention efforts are so challenging.
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Market Research Tips - By Linda Rink, President of RINK Consulting
When people think of market research, surveys are often the first thing that comes to mind. And for a good reason: the easiest way to get information from someone is to simply ask them -- in person, over the phone, in a mailed questionnaire, or via the internet. Conducting surveys is also a very cost effective method of obtaining information, especially using one of the many electronic survey tools available today. Surveying your members annually can be an effective way to ensure that the association's goals and initiatives accurately reflect the individuals or companies that support it.
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Volunteer Spotlight - Stan Langhofer, President of the NRAA
Our editor caught up with Stan Langhofer, President of the National Renal Administrators Association to gain his perspective as a volunteer leader of an association undergoing a change in professional management. His straightforward responses should provide solace to other volunteer leaders contemplating or undergoing similar transition related challenges. There is a light at the end of the tunnel.
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Nothing to Hide - The Truth About Transparency - Overview by Kent Van Amburg, Executive Director
How much do your members really know about the inner workings of your association? Do they know your annual budget and the level of your reserves, the names and contact information of your leadership or how the governance structure operates? Can they easily access the minutes of your last Board of Directors Meeting or the current version of your Strategic Plan? Do your members understand how to influence the decisions that are made and what programs and services are available to them?
Most importantly - do you want them to know the above? Do you want an organization in which nothing is hidden or secret and the level of trust and ownership is high? This should be every organization’s goal.
In most associations there is a large gap between the information available to the leadership and information provided to the rank and file members. Board members and committee chairs are provided the majority of their information in briefing books for meetings and monthly management reports from the staff. Unfortunately, the average member is left in the dark about developments beyond what they learn during the abbreviated report by the President or CEO at the Annual Convention. As a result, many members feel disconnected from their own associations and have a lack of trust in the decisions being made on their behalf by the elected officers.
The following article written by Paul D. Meyer
, CAE, principal partner with Tecker Consultants, LLC, talks about the strong link between transparency and trust and the actions that are needed to create the culture of trust that is required in today’s associations.
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Are You Responding to Generational Shifts for Your Meetings? - Overview by Trish Keppler, Sr. Meeting Manager
It is not enough to plan the same meetings year after year for the same audience. The times, technology and our members are changing and so must our meetings. Audiences are now comprised of a unique group of members representing three distinct generations; Baby Boomers, Generation Xers and Generation Y. Meeting planners must adapt the format and delivery of all standard components of meetings such as awards banquets, entertainment, and registration to reflect the varied preferences among the generations. Some associations are steering away entirely from printed materials and opting instead for strictly electronic communications with members. Meeting brochures with downloadable registration forms and/or online registration web links are widely accepted these days. Handwritten, manually tabulated post-conference evaluation forms are being replaced with online surveys that allow members to quickly and effectively offer their feedback with a few clicks of the mouse. These are just a few examples of how Fernley & Fernley is embracing the generational shift and responding with flexible, customized solutions to meet the needs of our client associations and their members. This article was authored by David Gabri, President & CEO of Associated Luxury Hotels International.
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Volunteer Leadership Today is produced quarterly as a service to the non-profit community that Fernley & Fernley, Inc. has served for well over a century. Articles or statements appearing herein are presented for informational purposes and do not constitute legal opinion, advice or judgment, and should not be relied upon as such. Inquiries or comments should be directed to info@fernley.com . For more information on Fernley & Fernley, Inc. and the professional services we offer visit our web site at www.fernley.com or call (215) 564-3484. © 2008 Fernley & Fernley, Inc.