Can We Talk Member Engagement?

As part of the release of the new Spark/The Demand Networks whitepaper, Leading Engagement from the Outside-In, co-author Anna Caraveli and I had the opportunity to present a webinar for’s Thought Leader series.

The free recording is now available:

In the webinar, Anna and I introduce the concept of outside-in engagement, share details of three of the eight keys we identified in our research, and touch on the stories of several associations who are doing this work successfully.

We also had the opportunity to have a follow up conversation with’s Rick Rutherford in which we address questions from the webinar we didn’t have time to address on May 20. That recording is ALSO now available:

Of course, Anna and I would also invite you to download the whitepaper itself - it’s free, too!

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Leading Engagement from the Outside-In

I’m excited to share the launch of the sixth whitepaper in the ongoing Spark whitepaper series, Leading Engagement from the Outside-In: Become an Indispensable Partner in Your Members’ Success.

Co-authored with Anna Caraveli (The Demand Networks), the whitepaper tackles the question: if engagement is so critical to associations (and we would argue that it is), why aren’t we doing a better job of it?

Of course, associations have always been “about” engagement, and in the past several years, we’ve had a renewed focus on engaging our members and other audiences. The thing is, most of us aren’t really doing it well. Could that be because we’ve been thinking about engagement all wrong, focusing on what we want members to do and how we define value? Leading Engagement from the Outside-In describes a radical shift in our understanding of engagement, one based on an approach that encourages us to view the world from our audiences’ perspective, focus on the outcomes they want to achieve, build authentic relationships, and harness the power of collaboration to co-create the value our organizations provide.

Speaking of, I’ll be blogging more about the whitepaper in the coming days, but in the meantime, pick up your free copy at, no divulging of information about yourself required.

Don’t forget to check out the other FREE Spark whitepapers, too:


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Are You Ready to Lead REAL Engagement?

The Spark blog has been a little quiet lately because I’ve been working on an exciting project with Anna Caraveli (The Demand Networks). Yes, the next Spark whitepaper is about to launch!

Associations have been talking a lot about engagement in the past several years, and that’s good, but we’re mostly still not doing a great job of actually nurturing real member engagement.

Anna and I think that’s because we’ve been going about engagement all wrong, putting ourselves and the association’s needs at the center of what engagement means, rather than viewing the members (and other audiences) and what they’re trying to accomplish as the heart of engagement.

So we wrote a whitepaper about it that features stories from ELEVEN different organizations who’ve cracked the code of generating engagement by being engaging and shares EIGHT keys to becoming engaging that we discovered through our research.

Intrigued? Join us for the official release webinar, next Wednesday, May 20, as part of the Thought Leaders series. You can find out more and register (it’s free! and it includes CAE credit!) at the website.

Oh – and check back here next week to download the actual whitepaper (also free).



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Supercharge Member Loyalty & Power Community Engagement

“Those who can, do. Those who can do more, volunteer.”

During our April 16 Higher Logic Learning Series webinar on volunteerism in honor of National Volunteer Week (#NVW2015), Peggy Hoffman and I were unable to get to all the questions in our allotted hour. So we’re hitting the rest now:

How do you find out what rewards the volunteers like/want?

EWE: Ask them! And it’s OK to be forward about it: “What would be a meaningful way for us to show our appreciation for your contributions?” But hopefully you – or someone else on your staff – are getting to know them at least a little during the course of their volunteer service, so you’ll have some insight into their personalities, hobbies, and key issues. Run with the fact that you know that she’s a dedicated cyclist or he’s a Washington Nationals super-fan. Also remember to scale level of thank you to level of contribution – in other words, someone who acts as a greeter at one of your chapter events probably shouldn’t receive the same type of reward as the person who served as chair of your Board of Directors for two years.

PMH: And ask others who know the individual. And build out your database to include age as a demographic category (which is a clue to understanding what generations people fall into), interest tracking, and robust tracking of volunteer roles.

One of our biggest concerns with creating all these additional volunteering options and levels of engagement is that they put the burden on the staff to organize and direct. Any suggestions?

PMH: Realize that there is a difference between start-up mode (more effort) and ongoing management (less effort). While you’re in transition, test procedures, technology, communications channels, etc., to find the ones that will best balance staff/volunteer time and effort.

EWE: It’s true – excellent volunteer management takes time, effort, and attention. That’s why many leading nonprofit organizations have one or more formal volunteer coordinators as full time staff positions. The thing is, if you add it up, your volunteers are saving your organization a tremendous amount of time and money by their unpaid labor. You owe it to them to provide appropriately professional support.

Can you share some ideas for micro-volunteering?

EWE: Opportunities for micro-volunteering are almost limitless. You can ask people to suggest topics for your newsletter, magazine, blog, webinars, or conference, or vote on topics others have suggested, a la sxsw. You can ask people to rate an article or comment on a blog post. You can ask people to vote in your elections. You can ask people to post a question or an answer to your LinkedIn group, private community, or listserv. You can ask people to make a personal call to a new member, welcoming her to your association. You can ask people to serve as welcome ambassadors at your chapter events, or as meeting buddies for first-timers at your annual conference. You can ask attendees to share their thoughts at a Town Hall meeting at your next event. You can ask people to take a poll or short survey. You can ask people to share your content through Facebook or Twitter. You can ask them how they’d like to contribute to your association. Truly, you’re only limited by your imagination.

PMH: Great question! I’d also like to share two blog posts I’ve written on this topic: Walking the Walk of Deep Volunteer Engagement and Micro-Adhocracy, Macro-Engagement, both of which offer additional suggestions.

Are there best practices around how much recognition to give at a given level of service? For example, should a micro volunteer get more than an email thank you?

PMH: Suffice to say there is no “best practice.” It is true you want to scale your recognition efforts, so think of it this way: appreciate equally and acknowledge in the context of the contribution, so follow the rule of saying thank you early and often to all volunteers. If the task was micro (say reviewing an article), can you include a note acknowledging their contribution? If the volunteer was part of the host committee at your annual conference, a special badge is appropriate. As the task requires more time or effort, keep the thanks early and often, but scale up the recognition.

Studies on volunteer satisfaction suggest that for micro or episodic volunteers, recognition is most meaningful and beneficial when it coincides with the service, so an immediate thank you (on-site and post-event or activity) is a best practice. Doing this trumps any “gift.” As you plot out your recognition plan, focus on early, heart-felt thanks that specifically references how the volunteer made a difference.

The 2013 Volunteer Canada Volunteer Recognition Study showed that for 80% of volunteers, the most effective recognition was hearing about how their work has made a difference. 70% of volunteers said they would like to be recognized by being thanked in person on an ongoing, informal basis.

(By the way, least preferred ways of thanking volunteers in this study included: banquets, formal gatherings, and public acknowledgment in newspapers, radio, or television.)

Do you have any “HR program” that manages a lot of these processes that you have talked about today, and best practices?

EWE: If by “program” you mean software, just as there are loads of AMS, CRM, CMS, and LMS systems, so there is a plethora of volunteer management packages. Capterra runs a continuously updated rating system, as does Software Advice.

Now from the perspective of staffing for volunteerism, many associations opt for the “Joe staffs committee X and Mary staffs committee Y” model, which works OK for a traditional committee structure. But if you want to move more in the direction of ad hoc/micro/virtual volunteering, you need a volunteer coordinator. That’s a model that’s much more common in service organizations, like your local Food Bank, where they likely have a whole team of people whose entire job is to recruit and work with volunteers.

So how do you make the transition? Find someone on staff who’s interested in this and has at least a little capacity, and start with one task or project. Assuming that staff person does well and likes it, and the experiment goes well for the volunteers, too, you can start building more of these kinds of projects under the staff person’s direction, and gradually move her into a volunteer coordinator role, as the volume of work merits it. And then you might want to encourage her to become a Certified Volunteer Administrator, but that’s a whole ‘nother ball of wax, so to speak.

PMH: Elizabeth is right; there are many volunteer management packages (my favorite is and you’ll want to ask Higher Logic about their new Volunteer Manager. But for best practices, the challenge is that most of the formal materials are geared to service organizations. To create or evaluate your own, start by looking at the service organizations for a checklist. Then conduct a satisfaction survey to find out where you’re doing well and uncover weaknesses. Two go-to sources are: Tobi Johnson’s resource portal and the 501 Commons Volunteer Management Guide.

Building an online audience is so critical for us. How do we recognize our influencers for their contributions to audience building?

EWE: Again, I would urge you to talk to them and ask what they would value. “Top contributor” or “most valuable contributor” badges or ribbons, leaderboards, and feature contributor profiles are popular choices in many online communities, and they’re relatively easy to implement. But if you have someone who contributes actively because she wants to help people or build community, she’s probably not interested in “star status” – in fact, it may be in direct opposition to what she’s trying to accomplish.

Fill in the blank: Volunteers are….

EWE: Volunteers are AWESOME! No, seriously – they tend to be our most dedicated members who renew year after year, and they also tend to care deeply about the association, otherwise they wouldn’t be working for it for free. Which is really important to remember when yet another volunteer comes to you with yet another great idea you lack the budget or staff resources to implement.

Volunteers are also often UNDERAPPRECIATED. Staff can get into this, “What do you want from me now? Why are you creating more work for me? For the love of God, would you just leave me alone for 10 minutes?” mindset. Take a deep breath, take a walk, take a Xanax if you have to, but realize that the association doesn’t belong to the staff alone – it belongs to the staff, the volunteers, the members, the customers, and the other stakeholder audiences all together, and try to find your inner Zen.

Do you have any suggestions for how to convert millennials into volunteer leaders?

PMH: Two thoughts: (1) Implement an effective orientation and training program and they will convert; and (2) tap your chapters and components as farm teams. In my chapter, we just booted out all but two Boomers and brought in Xers and Millennials in an overhaul. There were limited opportunities for training, but the stakes aren’t as high in one of your component groups – it’s a safer environment.

EWE: Pair them with Boomers in a cross-mentoring relationship. The two generations are relatively inclined to like each other and get along (think about how many Millennials list their parents among their closest friends), and if you can help create an environment of mutual respect and information sharing, the Boomer mentors can help prepare the Millennial padawans with what they need to know and do in order to be successful, while the Millennials can share their unique perspectives and experiences to help keep the association leadership structure current and relevant.

And don’t be afraid to give your Millennial volunteers a chance. You might not want to run out and elect a 22 year old chair of your Board of Directors, but give her a shot to run a small project or a task force. The only way to get experience is to, you know, get experience. As she gains more skill and confidence, start scaling up the size or profile of the projects you ask her to run. And don’t equate lack of experience with lack of aptitude or interest. It’s like developing staff, only without paychecks.

I’m looking to build engagement around volunteer positions. Any advice?

EWE: As in, “why did these people volunteer if they didn’t intend to fulfill their commitments?” In the moment, intervene as soon as you notice a problem. And remember from CAE training: volunteer to volunteer. You need to talk to the volunteer in charge of your slacker, alert that next up the chain person to the problem, and ask the supervisor to talk to the person who’s not living up to her commitment. The conversation shouldn’t be accusatory: start by asking what’s going on. She might have a valid reason she hasn’t delivered yet. Maybe she wasn’t clear on what she was supposed to do, or on when it was due, or she’s waiting for something she needs from someone else (paid staff or volunteer) to move forward, or something has changed in her personal or professional situation. Discover the problem first, then focus on fixing that problem. If it’s unresolvable, remember that it’s OK for a volunteer to quit, and it’s also OK to fire a volunteer.

To prevent this from happening the future, think about the whole issue of the volunteer continuum Peggy talked about in the webinar, where you can test people’s level of commitment in small scale jobs before you assign them large scale jobs. Also consider auditing your orientation and training program to make sure you’re giving people accurate and sufficient information so they know what they’re committing to do, and they have the skills and information they need to complete those tasks on time.

PMH: Or if what you’re asking is: “how do I recruit people the first place?”, try breaking the jobs that are going unfilled down into smaller roles. Also, you should create action statements for the job, which directly tie the job to an outcome. Often, “no thanks” really means “I don’t understand the job and don’t have time to ask for clarification.”

In order to get and keep volunteers, create a strategy around getting connected or getting involved. This is essentially expanding your online “Volunteer page” to a “How to get Involved” portal. ASAE’s Get Involved portal is a good example in that is shows how to position volunteering options. It also draws you in, and lets you sign-up and opt-in for alerts easily. That, combined with a membership onboarding process that matches members to opportunities, will grow the culture of volunteering in your association. Once you have them plugging in, create a regular communication with them. Use updates, badging, and volunteer highlights to stay top-of-mind for them. And train your leaders to be talent scouts and talent mentors.

“Don’t ever question the value of volunteers. Noah’s Ark was built by volunteers; the Titanic was built by professionals.”

Interested to learn more? Get the free recording of the session.



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Turning Good Ideas Into Action

Looking to increase your association’s revenue?

Growth can come about either through acquiring new customers/members or increasing sales to existing customers/members. And you can sell either existing programs, products, and services or new programs, products, and services.

In short, Ansoff’s matrix.

Ansoff matrix

The thing is, associations often struggle with this. Why?

I would argue it’s because of a lack of clarity, a lack of commitment, and/or a lack of execution.

Find out more about these barriers and how your association can overcome them on your way to growth in Association News.

Image credit: Edraw

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Review: When Millennials Take Over

“Every 20 years or so, a new generation enters the workforce, and the rest of us, quite frankly, freak out about it.” 

Cover Image - When Millennials Take OverI recently had the opportunity to read a review copy of When Millennials Take Over, a new book by Jamie Notter and Maddie Grant of Culture That Works designed to help us get past the freak out and to a “ridiculously optimistic” view of the future of work.

Their basic thesis is that the environment in which our organizations operate has changed – we have to move faster, with less hierarchy and more sharing of information, and learn how to be digital native institutions.

Sounds hard, right?

Fortunately, the Millennials, the generation born between 1982 and 2004, can help us. Although GenX is currently the largest segment of the workforce, within the next three years, the Millennials will be taking over. And that’s a good thing. As Notter put it during a recent book release event sponsored by ASAE: “The goal is not to ‘deal with’ Millennials but to learn from them. It’s not that Millennials are extra special or have all the answers, but they’re a ‘secret decoder ring’ to help us understand and adapt to these changes.”

Notter and Grant have identified four key capacities that they believe will drive the future of business:

  • Digital
  • Clear
  • Fluid
  • Fast

Digital expects widespread customization and personalization, which includes staff as well as customers and members, and continuous improvement. Going digital is not just about how much you spend on technology (although most of us ARE underinvesting); it’s also about developing a digital mindset, in which you design around the needs and convenience of your audiences (both internal and external), even if that makes things harder for the organization.

tl;dr: In the era of Amazon and apps, your old excuses for 20 years outdated tech and processes won’t fly.

Clear demands information at everyone’s fingertips. Millennials have always had the “why” explained to them – that’s how they were raised. The great thing about this is, when our organizations share more information in a more transparent way, we dramatically increase both the speed and the quality of the decisions we make.

Fluid requires us to break out of our silos, not to the point that there’s no hierarchy at all (Google tried that and found it didn’t work), but to the point that teams are flexible and ad hoc, and different people get opportunities to lead based on their skills match with the project and task at hand. That means that EVERY person needs to know what your organization’s key performance indicators, that is, the keys to success, are.

Fast is the end result of all of these. As Notter and Grant point out, not everything needs to be ultra-fast all the time – there is still room for institutional knowledge and deliberation – but speed is important. As Grant observed at that same book release event, think about how quickly you dump a smartphone or tablet app that doesn’t work as expected. We need to move faster on idea generation, creating rudimentary prototypes, gathering information, and improving/scaling, pivoting, or killing those ideas as appropriate.

tl;dr: Don’t do another member survey! And don’t make decisions about what to do based on the HiPPO (Highest Paid Person’s Opinion). Create a Minimum Viable Product, and decide what happens after that based on actual data about whether people buy and use it, and what they think about it.

The book makes an excellent companion to Notter and Grant’s earlier Humanize. But where Humanize was a bit heavier on theory, When Millennials Take Over focuses heavily on the practical, sharing detailed case studies of four organizations who exemplify the authors’ four key capacities:

The American Society for Surgery of the Hand, a small membership organization that still manages to invest well in technology, personalize and customize, learn from experiments, and incorporate results-only work environment principles.

Menlo Innovations, a software firm that is so transparent about information that they’ve invented their own resolutely low-tech project management system so that every person knows exactly what every other person’s top priorities are and where they stand on achieving those goals. This lets teams that are ahead of schedule know immediately who needs help and offer it without the intervention of boring project status meetings or project managers or complicated negotiations over email. Menlo even invites clients into the office on a weekly basis so they can see first-hand what’s going on with their projects and make more effective decisions about their own budgets and priorities.

Quality Living, a rehab center for people recovering from brain and spinal cord injuries, that understands the importance of shifting decision-making authority and action to the individuals and groups who are best equipped to be successful in a particular situation, no matter what their official place in the organization’s hierarchy. That might mean that someone very “low level,” who is closest to the patient and her needs, values, hopes, and dreams, directs care for that patient across the entire team of more “senior” people.

Happy State Bank, a community bank operating in Texas, that is able to make good decisions almost absurdly fast thanks to their laser focus on caring and relationships (not exactly traditional for financial institutions). As Notter is fond of pointing out, trust enables speed, and that’s exactly the environment Happy State has created, not just among staff but between staff and customers.

Ultimately, this is about all of us – Boomers, Xers, and Millennials – working together for the good of ourselves, our organizations, and our customers/members. We take turns leading the change:

For every Luke Skywalker (Millennial), there is always a need for an Obi-Wan Kenobi (Baby Boomer), and even an occasional cynical and independent Han Solo (Generation Xer). We know it is cliché, but we’re all in this together.

When Millennials Take Over is available in Kindle and print editions at For a limited time, the Kindle edition is only $0.99 (that is not a typo), or you can download a chapter as a preview for FREE.


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Coming Soon from Spark

coming soon signAll kinds of exciting goodies on the horizon, which is part of the reason the blog’s been fairly quiet of late.


Winter is for writing, and that’s what I’ve been up to! I’m excited to share that I’ll be coming out with two new whitepapers this spring/summer.

The first, co-authored with Anna Caraveli (The Demand Networks) is on member engagement. This is, of course, a hot topic for associations and has been for some time, with recent ASAE Foundation research, conference presentations, books, and other reports all published within the past year.

Anna and I aim to turn the concept of member engagement as we in the association community have been viewing it on its head, encouraging associations to take an outside-in perspective on their relationships with their members and other audiences to promote vital community, sustainable growth, and authentic value.

The second, co-authored with Guillermo Ortiz de Zarate (National Council of Architectural Registration Boards), is on lean startup methodology. Not to be confused with lean manufacturing or lean six sigma, lean startup encourages organizations to move quickly, release minimum viable products, work intimately with stakeholders, and test, measure, learn, and pivot, all with the goal of reducing waste and getting to the right product at the right price to the right audience as efficiently and effectively as possible. Guillermo and I think this approach could be a game-changer for perpetually resource-strapped associations.


In addition to upcoming chapter leader training for the California Dental Association, the Consortium for School Networking, and the American Academy of Family Physicians, I’ve also been working on some session for my association peeps:

The Mission Driven Volunteer, ASAE Marquee Management Series, March 2015

If you’ve missed the previous sessions Peggy Hoffman and I have given on our eponymous August 2013 whitepaper, you can catch us at ASAE later this month.

Evidence-Based Decision Making in Action: Converting Data into Real Member Value, ASAE Great Ideas Conference, March 2015

Speaking of whitepapers, Peter Houstle and I released one on evidence-based decision making last spring. This session is the 201 course, involving two of our case studies from the whitepaper, looking at *how* they did what they did and where they are a year later.

Peggy and I are also going to be presenting one of the morning fitness sessions at Great Ideas, too, focusing on how dance can help you fill your creative well. Yes, participants WILL be dancing.

Supercharge Member Loyalty & Power Community Engagement, Higher Logic Learning Series, April 2015

In April, Peggy and I are going to be presenting a 201 take on mission driven volunteering for the Higher Logic webinar learning series, focusing on the critical role of effective volunteer management and orientation and sharing practical ideas for how you can get started introducing mission driven volunteering in your organization.

California Society of Association Executives ELEVATE, April 2015

Also in April, I’ll be traveling to Tahoe to talk about evidence-based decision making (with Peter) for our colleagues on the West Coast, and reprising the highly participatory marketing materials review session that was one of the top-ranked sessions at 2014′s ASAE Marketing, Membership, and Communications Conference.

Evidence-Based Decision Making in Action: Converting Data into Real Member Value, digitalNOW, May 2015

For those who can’t make it to Great Ideas, this will be another opportunity to catch Peter, Guillermo (Ortiz de Zarate), Frank (Fortin), and me in action, applying the lessons of evidence-based decision making to real association situations.

Member Engagement: It’s Not About You, ASAE Marketing, Membership and Communications Conference, June 2015

Anna and I are targeting release of our member engagement whitepaper for May. This will be our first in-person presentation on it. Joining us will be one of our featured associations from the whitepaper and an organization that’s featured in a book Anna is also soon to release, with ASAE (she’s been a busy lady lately).

(I’ll also be reprising the marketing materials review session from last year’s event.)

I hope to see you at one or more of these events – and keep your eyes open for the whitepapers, which, as always, will be free to the association community.


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Volunteers Have Changed – Have You?

You have TWO upcoming opportunities to join me and Peggy Hoffman to explore a new model that allows associations and our volunteers to focus our limited resources, measuring everything we do by how well it supports and contributes to the mission of our organizations.

Option one: In-person at ASAE

Peggy and I are presenting for ASAE’s new Marquee Management Series, Monday, March 30.

The Mission Driven Volunteer will be highly interactive (no sitting back and just letting the knowledge wash over you). We’ll be hitting the high points of our eponymous whitepaper and talking about some new/additional research that’s come out in volunteer management since we published in August of 2013, and facilitating conversations around issues like:

  • What is – and isn’t – working in your volunteer programs?
  • What is your association doing to respond to demographic trends that are impacting the ways people want to and can volunteer, and what they’re trying to accomplish in their volunteer activities?
  • How is your association using new models like micro-volunteering, ad hocracy, and virtual volunteering? What results have you seen?

Register now (small fee applies)

Option two: Coffee Chat Webinar

This event took place Wednesday, February 18. Get the recording.

These sessions will inspire you to take a new look at how you approach volunteerism in your association to one that results in greater member engagement and satisfaction, lower costs, faster turn-around, and laser focus on work that advances the mission of the association.

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Recruit the Whole Person

Last week, I was teaching the volunteer management course for ASAE’s Association Management Week with the smart and talented Andrea Rutledge (Executive Director of the National Architectural Accrediting Board), and she and I got chatting about membership recruitment.

Andrea’s been a volunteer with ASAE’s research committee, which supports the work of the ASAE Foundation, and we specifically got talking about the Future of Membership project. She said that one of the things that had most struck her and has been on her mind since the reports came out last year was the concept, raised in the University of North Texas study, of “recruiting the whole person.”

The UNT study was a bit different than the other research projects: rather than doing surveys or case studies, the UNT team did in-depth ethnographic-style dives into the lives of a handful of international graduate students. What they discovered in all cases was that the Decision to Join was not an individual one.

It’s easy to dismiss this finding: small sample size, people with different (possibly less individualistic) cultural backgrounds, in the limbo land of being a grad student, where you’re no longer an adolescent, but you’re maybe not quite fully an adult yet either.

In short, “that’s nice, but doesn’t reflect the reality of my association.”


Do your members pay their own dues, or do their employers pay?

Even if they pay their own dues, do they make financial decisions in a vacuum, or do they have spouses/SOs/dependents who are involved in those decisions as well?

Are they entirely and solely in control of how they invest their time, or do bosses or elderly parents or kids or other commitments influence whether it’s acceptable for them to be gone for conferences or committee meetings?

We think that the join decision is a simple one: Mary, we want to offer you X benefits that will help you in Y ways for Z dollars – yes or no?

In reality, the decision to invest the money and time in our associations, rather than the myriad other ways those resources could be invested, is likely not being made by individuals acting completely alone, uninfluenced by anything other than our shiny marketing materials. You may also need to convince a supervisor that the money your member is requesting for membership will return something that will make him better at his job. You may also need to convince a spouse that the time you’re asking your member to invest will provide enough career benefit to merit his absence from family and community activities.

Is this even on your radar? What are you doing to “recruit the whole person”?


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Farewell, Associations 101

For the past two years, Spark, in partnership with Scott Oser Associates and Peach New Media, has sponsored the free Associations 101 monthly webinar series: “10 tips in 20 minutes” on a variety of topics, designed to provide a quick tactical overview of key issues in association management aimed at new – or new to the profession – association staff.

Over the course of the past two years, we’ve covered:

  • Volunteer Management
  • Branding
  • Advocacy
  • Working with your Board
  • Publishing
  • Membership Sales
  • Association Websites
  • Exhibits, Sponsorship, and Advertising
  • Developing Brand Advocates
  • eLearning
  • Online Communities
  • Culture
  • Fundraising
  • Creating Marketing Collateral
  • Segmentation
  • Using Data Effectively
  • Content Creation
  • Corporate Partnerships
  • Recruitment and Retention
  • Diversity and Inclusion
  • Leadership and Succession Planning

After two highly successful years, we have elected to end the series.

[sad face]


The archives of EVERY SINGLE WEBINAR are available online FOR FREE at the Peach site.

Each session is by a different presenter, mostly association execs rather than consultants/vendors, who is an expert in the particular topic. She (or he) presents 10 key tips about the topic in 20 minutes, followed by a brief (no more than 10 minutes) Q&A period.

In other words, you can watch one over lunch and still have time to take a walk around the block to get some fresh air.

Thanks to Scott and Dave for being great partners in this outreach and to the hundreds of you who attended the live webinars and/or viewed the archives in the past two years.

I quote one of our attendees:

Thank you for the outstanding webinars. I’ve sent your link to dozens of my fellow association managers and directors.

Remember that the archives are freely available, so go ahead and watch (and share) at will.

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