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Five Tips for Success with Ad Hoc Volunteers

Thanks to ASAE’s 2008 Decision to Volunteer study, we know that our members are eager to volunteer. But thanks to generational trends and research, we know that our volunteers are looking for different volunteer experiences, more of the ad hoc or micro-volunteering type.

many hands raised to volunteer

 

 

When you’re used to working mostly with standing committees, though, it can be tough to figure out how to create good ad hoc volunteer work. The top five tips to success are:

  1. Make a specific ask. Bad: “We need some articles for upcoming association enewsletters. Contact (generic email address) if you’d like to be considered.” Good: “Mary, you’ve demonstrated expertise in (specific topic). That’s the theme of our upcoming December issue of Association News Monthly. Would you be willing to write a short piece on that topic for us? Thanks, (your name)”
  2. Provide clear instructions. Let’s assume Mary says yes. You should immediately let her know how long you want the piece to be and when it’s due. Tell her who she’ll be working with in case she has questions. Let her know if you’re after a particular editorial “tone” (more or less formal, first person/third person, case study, secondary research review, etc.). Ask her if she has a particular angle or question she wants to address, and be ready to suggest some if her answer is “no.”
  3. Provide a defined timeframe. Micro-volunteers need to know not only when things are due, but also approximately how much time it’s going to take. Before they commit, they want to know: is this 15 minutes? An afternoon? A few weeks? A few months? And don’t assume that just because Bob picks a 15 minute task this time, that’s all he’ll ever want to do. Next time, he might be up for a task force that will stretch over a few months. Or vice versa.
  4. Recognize! You probably do a pretty good job of recognizing and thanking your Board members and standing committee members. Micro-volunteers want to be recognized, too. You probably don’t need to parade them all across the stage at your annual meeting (if you’re doing a good job of engaging people, that could take FOREVER), but you need to find ways that are meaningful to them to shine a little light on them and thank them.
  5. Mission. I probably should have started here, because this is the most important tip for success. Even small jobs need to clearly relate and contribute to your mission.

Want more? Check out the recent Spark/Mariner Management whitepaper The Mission Driven Volunteer.

Image Credit: Open Briefing

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What I’m Reading

Quick list – there’s been lots of good stuff lately, but I’m sharing most of it via my Twitter feed these days.

  • Great post from John Haydon about the human factors that influence email open rates (hint: it should be all about THEM, not all about YOU).
  • I’m usually not a fan of “10 tips to be more productive” articles, mostly because those lists tend to be comprised of SERIOUSLY OBVIOUS stuff, but this one isn’t and it’s quite good.
  • Jeffrey Cufaude shares 10 volunteer engagement crimes – which are you guilty of?
  • What does your association do to truly evaluate the impact you’re having on your mission?
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Membership Marketing on a Shoestring Budget, NAHB-Style

I had the opportunity to present Membership Marketing on a Shoestring Budget for the National Association of Home Builders’ Association Leadership Institute earlier this week. As usual, when I deliver this session, I solicit great inexpensive marketing ideas from the participants as well. Here’s what the chapter leader smarties at NAHB came up with:

Barter!

  • Swap a trade show booth for an association need (like decorating or landscaping for your new office)
  • Trade a membership for ad space, or a service (like with your local Better Business Bureau to handle conflict mediation for your members)
  • Give a firm a sponsorship in exchange for reduced rent, or for providing incentive prizes for a membership contes

Email!

  • Automate your blog content posting into an e-newsletter – for bonus points, let your members set their preferences for topics they’d like to hear about, and send PERSONALIZED e-newsletters
  • Run email contests to inculcate a culture of paying attention (like old radio contests – everyone who responds by a certain time will get a certain prize) – this one led to a 45% open rate on all association blast emails, which is damn impressive
  • Pay attention to your open rates, and send emails when your members are receptive to them

WOM!

  • If you have a great member program that saves them a significant amount of money (maybe even more than their dues?), ask members to share their stories
  • Create member discount reminder cards like you get for becoming a member of your local public radio or TV station
  • Create your association’s TV channel on YouTube, and interview members (short, sweet, interesting) for it – they’ll tell their friends
  • Generate some excitement around your Member Get a Member campaign with outstanding prizes and public recognition (nothing like a little competition/peer pressure)

Customer Service!

  • Educate and train your staff
  • No passing the buck – if you don’t know the answer, find out
  • Remind people that the best thing to do if the problem is your fault is admit it, and move to solutions
  • Educate your members to share information
  • Show appreciation for them

Your Tips!

  • Use YouTube creatively – do member on-site visits, get them to provide short how-to videos
  • Engage students in your field – they might have a service they can provide in exchange for a free membership
  • Engage students NOT in your field – could you work with a marketing student on new collateral, save money by paying her at a lower rate, and help her get experience in the process?
  • Visit your members, ask for their feedback ALL THE TIME (and do something with it) – create a REAL relationship
  • Educate yourself about your members’ operating environments

 

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Adopting the Mission Command Mindset

A few weeks ago, the Washington Post ran an article about some of the latest developments in military leadership, and, as part of it, they shared the idea of the Mission Command Mindset.

At its simplest, Mission Command dictates that senior leaders provide guidance and intent — the what and the why — and that subordinate leaders have maximum latitude to design the how. It embodies deep trust between senior and subordinate.

In other words, senior leadership sets the vision, and all the details about how that vision is executed are pushed down to those closest to where the activity is taking place, like so:

Mission Command graphic

All I can say to this is: YES!

Associations NEED this approach, because far too often, we go the opposite way, with senior staff micromanaging every detail of every thing.

Our Executive Directors/Chief Staff Officers are supposed to be the bridge to the Board. Like the Board, they should be focused on the 30,000 foot vision and strategic direction, but often they don’t, and they end up dans la merde, losing their focus on where the association is trying to go overall, and in the process, working a million hours a week.

“But I can’t trust my people to do a good job if I don’t insist that they let me review every single marketing email before it goes out!”

(That’s an actual recent example from a $100M annual revenue association client.)

Look, if that’s really the case, then you either:

  • didn’t hire the right people
  • didn’t get them the right training
  • don’t understand that just because someone does something a little differently than you might doesn’t mean that they’re wrong

I’ve written about this before around the concept of being willing to unplug, but the point is that your staff members know things you don’t by virtue of being close to the situations they’re dealing with on a daily basis. Which the US military apparently understands, and their situations are often life-and-death. Don’t you think you can trust your staff to send out a marketing email without getting five layers of approval first?

Image credit: globalsecurity.org

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Three Keys to Inspire New Ideas from Staff

What does it take for associations to succeed at innovation?

I’ve been doing some research on innovation initiatives in associations for a client and had written a bit about it for the Spark blog a few weeks ago. I recently had the opportunity to speak with Mark Athitakis from ASAE about what I’d learned in a little more length, and he wrote the following piece for Associations Now. They’ve graciously given me permission to share it.

The best ideas for your association may come from your employees, but how do you get those ideas launched? Money matters, but so does trust and support.

Your staff has ideas about new services your association can provide for members. Some of those ideas may be very good ones. Problem is, how do you help get those ideas organized and tested?

Elizabeth Weaver Engel, CAE, CEO and chief strategist for Spark Consulting, has recently been interviewing leaders at associations that have launched internal innovation and new business development programs. “We talk about innovation in the association world a lot,” Engel says. “I wondered what was happening. Is anybody doing this well?”

The answer is yes, though not without some serious effort. Engel’s research uncovered three common elements of successful programs.

1. It needs its own funding. Success here, Engel says, requires “paying attention to opportunity and then being able to do something about it now, not in 24 months when you can finally make room in the budget.” The American Speech-Language-Hearing Association, for instance, maintains a $500,000 fund that’s used annually to invest in new ideas from staff. That includes hiring people dedicated to working on it, as opposed to burdening current staff with new duties.

2. It needs a clearly defined process. A marketing staffer may have a brilliant idea, but that doesn’t necessarily mean she has the financial know-how to put together a business plan to show how it might work. The three associations Engel studied each had a clearly defined process for staff to propose an idea, institutional support for making the proposal, and a clear set of benchmarks for it. “They’re asking, ‘What criteria do you need to meet in order for this thing to continue passing the test?’” Engel says. “It can be a revenue criteria, but it doesn’t have to be. It has to be clear what standards you’re going to need to keep going.”

3. It needs institutional support. This can be trickier than it seems. Chuck Cochran, CAE, ASHA’s chief staff officer for operations, says the association launched its own program in 1997, during a reorganization. ASHA was in silo-smashing mode, looking to flatten hierarchies, make board activities more transparent, and involve staff in more of the decision making. “The culture change in the organization was huge,” he says.

That kind of hard-won trust and transparency encourages staffers to come forward with their ideas. “I can’t imagine what [the program] would be like if there was distrust,” Cochran says. “People would be afraid they’re going to be zapped.” Cochran estimates that today about 80 percent of the ideas proposed via the fund are successful—that is, proved themselves financially viable after three years and became part of the regular operating budget.

You don’t get to that point, Engel says, without leadership endorsing the concept. “The CEO or executive director has to be supportive of the decision,” she says. “Senior leadership has to say, ‘Yes, this is a good thing.’”

But practically speaking, you also don’t get there without money, and not every association has half a million dollars available to road-test a new idea. Cochran encourages associations to look at the status of their reserves; if they’re in excess of 50 percent of annual unrestricted operating expenses (the typical target for reserves), those excess dollars may provide the start-up costs for a fund.

Because new ideas may require dedicated staff, the amount of money matters. But Engel suggests that even a smaller-scale effort is worthwhile. “It’s a lot easier to find a spare $500,000 set aside for your innovation budget if you’re ASHA than if you’re a $2 million association,” she says. “The raw amount of money doesn’t scale. But the concept—if all you can set aside if $5,000, even if you can get 5 percent time, that part of it is scalable.”

Does your association have a program to encourage staff to propose new ideas, and how do you make it work? Share your experiences in the comments.

Reprinted with permission. Copyright, ASAE: The Center for Association Leadership, July 2014, Washington, DC.

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What I’m Reading

  • Do you know the content marketing 4-1-1?
  • MGI’s 2014 Membership Marketing Benchmark report is out. One, you should download it ASAP. Two, Associations Now has been doing a series of posts on the results, and I love the point of this one: “you have to eat your vegetables.” Yep.
  • Advice from Aaron Wolowiec about getting your comms and events teams to work together to create a better event. Kim Howard also has some advice on this topic on her NEW BLOG. (Did you know she had a new blog?)
  • Attention Minutes” are a much better measure of online success than clicks or shares – and Upworthy wants you to have the code to do it for free.
  • Didn’t make MMCC two weeks ago? Fortunately, Kathi Rabil has a roundup post of some of the best content.
  • What makes an effective organization? It’s not what you think it is.
Posted in blog roundup, communication, conferences, curation, innovation, leadership, management, marketing, membership, social media | Tagged , , , , , , , , , | Leave a comment

Getting Your Donors (Members?) To Fall In Love

I often find that the cause-oriented/fundraising nonprofits do some awesome stuff associations could and should learn from. Case in point: this fantastic presentation by Big Duck‘s Farra Trompeter on getting your donors to fall in love with you.

Key points for associations:

  • It’s all about lifetime value, whether we’re talking donors or members, so retention is critical
  • Study engagement patterns so you can recognize when a member has fallen in love – that might involve things like investing money AND time, responding when you call, talking about you to other people, etc.
  • The way you get there is to target your communications (both message and medium), provide the largest variety of ways to engage you can, and track and learn from what happens
  • Make sure you’re making your case well (i.e., learn what your audiences’ value and then show them that)
  • Make it easy for your audiences to be involved with you – that means creating volunteer opportunities that meet their needs and capacity, removing barriers to involvement (how easy is it to navigate your website? to complete a transaction?)

 

 

Posted in communication, fundraising, membership, presentations | Tagged , | 1 Comment

Always the Last to Know: Cognitive Computing

IBM is trying to teach computers to be more like brains. Called “cognitive computing,” the systems involved are trained to think, using artificial intelligence and machine learning algorithms.  The goal is to allow humans and computers to work together better for “integrated intelligence.”

It’s basically taking Watson, made famous on Jeopardy!, to the next level.

Read more at MIT’s Technology Review.

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Rethinking What It Means to Be a Member

ElizabethEngel_PodcastCover

A few months ago, I had a chance to sit down (virtually) with Beth Brodovsky and talk about what’s changing in membership relationships. The podcast is out! Some of the key points include:

  • Not all members are created equal, and because of that, your limited resources should not necessarily be evenly distributed among them.
  • You need to start paying attention to your data and segmentation ASAP.
  • If you’re tracking what the association values and not what your audiences value, your data is likely to return false positives in looking for triggers for behavior.
  • Associations are “elective community,” not just a series of transactions. (which is a point Mark Golden has also made)

It’s a pretty interesting conversation, if I do say so myself, so if you’ve got 45 minutes – or will have on your commute home tonight – you may want to take a listen.

(You can also subscribe to Beth’s podcast series, Driving Participation, to hear more good conversations like this.)

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What I’m Reading

  • Is counting members the right measure of success? (My whitepaper co-author Peter Houstle talks about this a lot, too.)
  • Maddie Grant’s session at MMCC on tech tools for the socially savvy got a ton of good word of mouth last week. Did you know she created a post about it?
  • Also, Associations Now has a nice roundup post on the conference, and the MMCC website has a good summary, too.
  • Maddie McGary breaks down the reasons associations have trouble with content marketing.
  • Which of these 20 business mistakes is your association making?
  • Facebook keeps changing their rules for Pages. John Haydon helps you stay ahead of the game. (I know I post something virtually identical to this periodically. From that, you should definitely take that, if you’re in any way responsible for your association’s social platforms, you need to be following John Haydon. Need more proof? Here’s even more good info on using Facebook well from John.)
  • Great reminder from Reputation Capital that brand is a LOT more than your logo (I particularly like their emphasis on culture.)
  • Confused about how to use Facebook Graph Search to do anything really useful? Social Media Examiner can help you out.
  • Five reasons start ups fail. How many is your association guilty of? Short term thinking? Lack of a business model? Getting so excited about your great idea that you launch without even checking to see if anyone cares?
  • Jeff Hurt asks: what is your event’s “heart value“?
  • Researchers find the best way to determine who are the best connected people in any given network: ask the people in the network.
  • 30 ways to encourage divergent thinking. This is posed in a classroom setting, but there’s no reason you couldn’t apply it to your staff or Board.
  • Got more than seven people in the room? Your chances of accomplishing anything in that meeting just dropped dramatically.
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