Most People Don’t…But You Do!

Dual-screen of Bart Berkey and Elizabeth Engel recording the Most People Don't...But You Do! podcast

I was honored to join Bart Berkey on the Most People Don’t…But You Do! podcast recently.

Our conversation centered around the importance of asking tough questions and, even more so, how to deliver tough answers in a way that is direct yet empathetic, which makes it easier for people to embrace change.

Bart and I discussed challenges and strategies within the association industry, including membership management, revenue generation, and non-traditional fundraising methods, with an emphasis on practical solutions, critical thinking, and asking tough questions to drive meaningful change.

We concluded the session with a focus on the essential role of associations in society and the continuous need to adapt and innovate in response to evolving environments.

Download the episode at:

Associations Evolve: 2025 & Beyond

Associations Evolve 2025: Answers for Associations text over a grid of author headshots

The latest edition of Associations Evolve just dropped.

I’m honored to be included with 39 of my very smart association peers in this FREE annual publication, packed with advice designed to help associations worldwide get ready for what’s next in an environment of ever-accelerating change.

Inside, you’ll find:

  • Strategies for embracing AI without losing the human touch
  • Fresh takes on membership models that engage and inspire
  • Real stories of resilience and innovation from associations worldwide
  • Practical tools to help you adapt and thrive

Plus my piece, Innovate the Lean Way, introducing the key concepts in lean startup methodology and explaining why I think it’s an ideal approach for associations to take to evaluating new ideas for non-dues revenue programs, products, and services.

Whether you’re planning for the future, navigating technological shifts, or rethinking member engagement, this journal has been designed to spark ideas and provide practical guidance.

Download your copy at: https://bit.ly/AEJ2025.

The Circular Economy

Ellen MacArthur Foundation circular economy illustration

What is the circular economy? Why does it matter to associations?

Per the U.S. Environmental Protection Agency:

“A circular economy reduces material use, redesigns materials, products, and services to be less resource intensive, and recaptures ‘waste’ as a resource to manufacture new materials and products.”

This is in contrast to our more customary linear economy, “in which resources are mined, made into products, and then become waste.”

The Ellen MacArthur Foundation has created a useful graphic to illustrate how this works, which is the image for this post (to see a larger version, visit: https://www.ellenmacarthurfoundation.org/circular-economy-diagram​).

This graphic breaks all human activities down into two cycles: a biological cycle and a technical cycle. In the circular economy, all activities derive from and return to renewable sources throughout their entire lifecycle.

Once a material enters the cycle, the main question becomes: How do we eliminate waste?

The biological side is easy to understand, as we’re already familiar with natural restoration processes. As long as we do not take too much at any one time, or pollute natural resources beyond their ability to recover, any natural resources humans use can be fed back into the system in order to regenerate nature’s own stock. If you compost food or yard waste at home, you’ve already seen this process in action.

On the technical side, users and manufacturers share responsibility for eliminating waste.

The first level tasks users with sharing resources. In practice, that looks like Zipcar, public transportation, borrowing tools from a neighbor rather than buying, or checking out books and other resources from your local library.

The second level involves both users and manufacturers in maintaining or prolonging use. Manufacturers are tasked with developing durable, affordable, easy-to-repair products, and users are tasked with taking the trouble to repair those products when they break rather than just throwing them out. Even now, many municipalities offer free hands-on repair clinics, where people can bring in broken items and learn from experts how to fix them, with the necessary tools provided.

On the third level, reusing and redistributing can happen in a one-to-one user way, for instance, via Buy Nothing groups and neighborhood-based “curb-cycling,” or at a larger scale via thrifting and second-hand shops or even at the level of the original manufacturer taking used products back and reselling them. If you’ve ever bought a used car, you’ve participated in this process.

The fourth and fifth levels depend on manufacturers to refurbish products, break them down into their component parts for use in remanufacturing, or recycle base materials into something new.

In all cases, the goal is to minimize anything that drops entirely out of the system, e.g., “systematic leakage and negative externalities,” and to learn to live with less.

Questions for associations:

  • What resources might your association be able to share with another organization? Office space or equipment? Exhibiting materials?
  • If you sell or give away any physical objects, can you ensure that they’re durable and well-made, able to be used, repaired, and re-used over the long term?
  • Can you make it a policy to select vendors for durable goods your association purchases that have processes for refurbishing, remanufacturing, or recycling those goods when they’re at the end of their useful lifespans?

(excerpted from ​The Time Is Now: Association Resilience and Adaptation and the Anthropocene Climate Disruption​ – full text freely available at https://bit.ly/3qK5EfZ​)

What Do You Reward?

White West Highland terrier wearing a blue neckerchief

Novelty or loyalty?

We’ve all heard the come-ons: Switch your cable/cell/Internet/long distance provider and we’ll give you gifts, or better pricing, or premium services for free, or whatever.

Everybody’s always looking for new customers, right?

Association professionals should know better. But we don’t. We know that a retained member is more valuable than a new member. We know how much more expensive it is to get a new member. We know how important member satisfaction is.

But who gets the goodies?

New members – join now and you get free months, a free book, a free webinar, a free conference attendance, etc.

What if we rewarded loyalty instead?

What if you said: “As a thank you for your committee service last year, please choose any book in our bookstore.”?

What if you offered buy 5 get the sixth for free on your conference attendance?

What if you sent out a letter that read: “Congratulations on ten years of continuous membership! Next year’s on us!”?

How can you show the love to your most loyal supporters?

Photo by Egor Myznik on Unsplash

(Yes, that’s a picture of a dog. What’s the first thing you think of when I say “loyalty”?)

Big Footprints: How Associations Are Becoming More Sustainable

Engaging in the Next podcast logo

In the latest episode of the “Engaging in the Next” podcast, I had the opportunity to chat with Colby Horton and Frank Humada about why it’s crucial for associations to take action on climate change and sustainability.

Our conversation addressed  the importance of measuring and actively reducing carbon footprints, urging associations to move beyond relying on carbon offsets. We discussed examples of innovative practices within the association space and encouraged organizations to set small, attainable goals while leveraging their collective power to advocate for impactful environmental policy changes.

(We also got into being a foodie, heated sports rivalries – GO BIRDS! – and jazz.)

Check it out at:

The whitepaper we discussed is freely available at https://associationclimateactioncoalition.com/.

Also, the Association Climate Action Coalition has a free online community (thanks to the generous support of the team at Breezio) where association execs can gather to share resources and good practices, ask questions, and get advice for developing resilience and learning how to adapt to climate change at https://ac3.breezio.com/.

Power With versus Power Over

Graph of "Power Over" (finite, blame, shame, fear) versus "Power With" (infinite, connection, respect, equity and equality) leadership

There are (at least) two ways of thinking about power in interpersonal relationships: Power Over and Power With (sometimes recast as “Power To”).

What’s the difference?

Power OVER is about scarcity, rules, procedures, compliance, competition, rewards and threats, hoarding information, assigning blame, fear and skepticism, exclusion, silos, and control.

Power WITH is about abundance, principles, mission, commitment, creativity, focusing on what’s going right, sharing, being open, trust and confidence, inclusion, working together, questioning, inspiring and clarity.

As I’m sure you recognize, traditional hierarchical organizations rely on Power Over. And I suspect that’s where most of our associations fall. But they don’t have to.

In fact, forward-looking organizations need 21st century leaders.

What are 21st century leadership skills?

  • Communication
  • Emotional intelligence
  • Transparency
  • Authenticity
  • Influence (as opposed to authority)
  • Creative
  • Innovative
  • Inspiring
  • Bias towards action
  • About the “we,” not the “me”

Which of the above two power models seems like a better match for the realities of *today’s* work place? Looking at the lists above, where would you rather work?

How do we get from here to there? It comes down to each and every one of us honestly assessing ourselves and, each day, choosing to walk the talk of power with rather than power over. You’re not going to completely transform your organizational culture over night. But you can lead, even from the middle, by example. Not everyone will get it. Not everyone will come with you. But we have to start transforming the culture of work somewhere.

What type of leader are you? What type of leader do you want to be?

Image source: Sylver Consulting 

Associations, Apprenticeships, and the “Toolbelt Generation”

leather tool belt with hammer, blue plier handles, adjustable wrench

Recently, I’ve noticed renewed attention to the role of non-collegiate post-secondary training in helping people find lucrative, productive, fulfilling work.

  • The Washington Post has reported on the need for “millions” of apprentices in careers that don’t require four-year degrees and has called for the federal government to take action, which is a very good idea and which would have significant returns on a modest investment.
  • NPR has reported on a trend in GenZ choosing trade schools over college, “skilled trades make a comeback,” and identified them as the “Toolbelt Generation.”
  • As his first executive order after taking office, Pennsylvania Governor Josh Shapiro eliminated the unnecessary four-year degree requirement for 92% of state jobs in the commonwealth.

Alternative training and career paths are, after several decades of an almost exclusive focus on sending young people to four-year college, having a renaissance.

You know who else has a major role to play in alternative career paths and credentialing?

Associations!

In 2016, Shelly Alcorn and I released a whitepaper, The Association Role in the New Education Paradigm, that predicted this trend, identifying a significant and growing gap between education and employment driven by several factors:

  • Massive disruption in higher education
  • Ballooning student loan debt (at the time, Americans held over $1.23 trillion dollars in student debt – it’s now up to $1.75 trillion)
  • Decreasing public funding for education, at both the K-12 and post-secondary levels
  • Significant disagreement about what a college education is supposed to accomplish, the value of a four-year degree, and whether or not college is properly preparing young people for the workforce

At the time,  one-third of employers reported struggling to find qualified workers. That situation has also gotten worse in the interim, with 75% of organizations world-wide now reporting that they’re struggling to find skilled workers.

Shelly and I believe that associations enjoy major advantages that make us uniquely suited to addressing these challenges:

  • Direct connection to and relationship with employers in our relative sectors
  • Experience with certification and credentialing, supplements or even alternatives to four-year degrees that are gaining popularity and respect
  • Speed and flexibility, at least in comparison to hidebound higher education
  • “Halo” effect of our nonprofit status in the marketplace versus the many shady for-profit providers
  • Experience with non-traditional students and educational settings

Want to learn more about how your association can help solve this critical societal problem while also earning non-dues revenue, doing well while doing good? Download your free copy at https://bit.ly/29CIquL.

Photo by jesse orrico on Unsplash

Filling Your Well of Ideas

woman sitting on brown rock

With a significant portion of the association community (although not me) in Cleveland this week for ASAE24, I’ve been thinking about ideas and how we all go about getting them.

One of the challenges of solo consulting is that solo consultants need to generate a lot of ideas – for our clients most importantly, but also for articles and blog posts and conference presentations and whitepapers and ebooks and LinkedIn and all those other places we’re tasked with creating “thought leadership” for the community – while, sometimes, operating in a bit of a vacuum.  It’s not as if we have colleagues we’re with every day where we enjoy those moments of inspiration that come from serendipitous interactions, often not as a result of “so where do YOU think the future of AI lies?” type conversations so much as of “I just read the most interesting book” type conversations. And even for folks who work in teams, in an era of pervasive remote work, those types of chance interactions don’t happen the way they used to.

How do I fill my own well of ideas? 

  1. Several years ago, I realized that I needed to schedule one event per year solely for my own professional development. When you’re a consultant, it’s easy to fall prey to only attending professional development events where you’re being paid to speak (or at least getting a comp registration and travel funds). And that’s understandable – when paying to attend an event comes directly out of one’s own pocket, it’s wise to limit those expenditures – and, as I wrote several years ago, when one is at an event where one is being paid to speak, it’s also wise to participate as fully as one is able (go to sessions other than your own, talk to people). But for those paid gigs, I realized that I tended to be primarily focused on making sure I delivered good value for my clients, so my attention was mostly on prepping to give a good session, and I often can’t stay much beyond the day on which I give it. So I made attending one thing that’s just for me, where I just participate, both a schedule and financial priority. Aside from the opportunity to focus only on my own learning, I also get to relax into conversations and relationship building with other participants in ways that seem less accessible when I’m there as a “sage on the stage.”
  2. I am a voracious reader, and rarely of business books, which I find to be largely a waste of time. I still read the print newspaper every morning. I subscribe to (and actually read) a variety of high-quality magazines, from the New Yorker to MIT’s Technology Review to The Atlantic. I read fun fiction. I read literary fiction, including books that have been translated from other languages. I read quality non-fiction. I re-read books that changed my life at earlier stages of my life. One of the things I’ve missed about the return to relative normalcy post-pandemic is I have less time to read now. Not that I’m eager to go back into lockdown, but I do miss the slower pace that allowed more time for reflection. Relatedly….
  3. Unplug. Regularly. One of the habits I’ve lost from the lockdowns was taking a daily walk. At the time, it was one of the few options available for exercise and for leaving the house, and I was dedicated – rain or shine, heat or cold, I was out there. Stanford University researchers conducted a famous study about a decade ago that demonstrated that walking specifically increases creativity. Since I’ve resumed more typical forms of exercise, sadly, my daily walks have vanished, and I find that I’m doing a poor job of setting aside time for letting both my body and my mind to ramble, away from technology and other distractions. I’m pretty sure there’s a lesson there.

As I also wrote in that earlier post:

Our brains, our psyches, and our hearts need time away from the electronic hamster wheel. Different people need different amounts of time away and at different intervals of frequency, but we all need some time out to process, think, recharge, and refresh.

Where do you go for inspiration?

Photo by Jesse Bowser on Unsplash

Who’s Allowed to Have an Idea?

Sketch of a lightbulb on a yellow post-it note thumbtacked to a cork board

I’ve been thinking about innovation a lot recently, in part because of a big client project that just wrapped up and in part because the tenth anniversary of Innovate the Lean Way: Applying Lean Startup Methodology in the Association Environment is almost upon us (and if you’re wondering if co-author Guillermo Ortiz de Zaraté and I are planning on revisiting and revising that monograph in honor of its 10th anniversary, the answer is YES!).

A lot of my focus lately has been on lean startup methodology and how to apply it in associations (the client project, and a few conference presentations and article pitches based upon it), and on the insights G and I have gained in ten years of working with the methodology. Spoiler alert: the hard part isn’t the tools. It’s the culture change.

Which has had me thinking about another component of innovation and culture: Who’s allowed to have an idea?

Associations are accustomed to acting on HIPO: the Highest Income/Influence Person’s Opinion.

That “Influence” bit? It’s key.

For-profits take direction from their CEO just like associations do. But we also take direction from our boards of directors, particularly from the chairs of those boards.

The problem is: Their experience is not typical. And by “their” I mean both your CEO and your board chair.

Whose is?

Your “rank and file” members and the staff members who work with them every day, providing customer service, answering their questions, helping them with their problems.

Does your association allow room for innovation, aka great new ideas, from the people who actually use what you produce on a daily basis (your members) and from the people who help them use those programs, products, and services (your “line” staff)? 

  • What mechanisms do you have in place to solicit their ideas on a regular basis?
  • Once ideas bubble up from members or line staff, what happens next? Do you do anything with them?
  • Regardless of the outcome (because not all new ideas are necessarily good), how do you let people know what happened and why?

The thing is, your members and line staff are a lot closer to what you’re doing and producing, ostensibly for members’ benefit, and to how it does or does not work for them on a day to day basis.

Why not ask them what they think about how you can make your offerings better for them, and then try to do something beneficial with what they tell you?

Photo by AbsolutVision on Unsplash

Have It Your Way

cheeseburger with all the toppings

Almost 14 years ago, I addressed a question first raised by Jeff Dc Canga:

How will we manage the change from a pre-set package of options (membership) to an individually negotiated exchange of value?

In that original post, I addressed issues of consumer expectations around mass personalization and customization, the concept of “cafeteria” membership, deciding whether or not to gate content, and the necessity of the occasional sacred cow barbecue.

As a commenter on that post put it:

Figuring out the balance between revenue needs, information sharing and the value proposition for membership is key to a vibrant association.

Exactly.

This topic seems to be at the fore again. I’ve recently had several inquiries and some new clients all looking to address their dues structure and value proposition.

I suspect this is another lingering effect of the pandemic. During the pandemic, many associations held the line HARD on dues increases while at the same time adding a bunch of new “included with membership” benefits. Which is totally logical: We were in a MASSIVE economic crisis, particularly in that first year, when then-president Donald Trump was badly mis-managing every single aspect of the public health emergency AND the economic emergency.

However, in the past four years, the situation has improved. Dramatically.

The US economy is now so strong, it’s literally propping up the entire global economy. The rate of inflation is up significantly, something we all feel every time we buy groceries, but job creation is at historic highs (as is the stock market), unemployment is at historic lows (particularly for people of color), and wage gains have outpaced inflation for more than a year.

Meanwhile, many associations are still, from the perspective of what we offer members and customers and what we charge for it, operating as if it’s April 2020.

Admittedly, it *is* hard to start charging for a benefit that’s been included with membership, particularly when that’s been the case now for several years. It *is* hard to raise dues appropriately when you’ve left them alone while inflation is up more than 20%.

All of this, to me, strongly indicates that it’s time, maybe past time, to examine your membership model.

  • Are your dues structured in a way that makes sense for your profession or industry, not as it was in 2019, but as it now is?
  • Should you shift your basis of dues calculation?
  • Is your basis of dues calculation equitable within your profession or industry?
  • What is your current cost to serve? Are your dues adequate to cover it?
  • What *else* are you expecting dues revenue to cover? Is it appropriate to require members to fund those programs, products, or services as part of their membership?
  • What are your “loss leaders”? Are you confident that’s the right approach for those particular programs, products, or services?
  • What do your members most value and use? What *don’t* they value or use?
  • Should your “included with membership” benefits change?
  • Do some programs, products, and services need to move from “included” to “optional” (with fee)?
  • Have some programs, products, or services outlived their usefulness? Is it time to take out some of those sacred cows?
  • Did you discover some new programs, products, or services as a result of the pandemic economic crisis that were initially intended to be temporary, but have proved so valuable they need to be made permanent? If so, what infrastructure or process changes do you need to make so you can move from “making do” to “this to core to who we are”?
  • Did new audiences find you during the pandemic? What are you doing to learn more about them and their key goals and biggest problems, so you can provide the solutions that generate long-term loyalty?
  • Are you being intentional about what’s available only to members, what’s freely available to everyone, what’s included for members and offered at a fee to customers, and what’s offered at a (differential) fee to both members and customers?
  • Are you still offering a “you can have it in any color you want, so long as it’s black” membership model? That may still be appropriate to your profession or industry. But maybe not.

As I concluded that original post 14 years ago, I don’t have THE answer to these questions. There isn’t ONE answer that fits for all associations (of course, I am available for hire to help you find the answers for YOUR association). But I do know that we need to figure out how to let our audiences have it their way in a way that makes sense for them, meeting their goals and challenges, and also for us, providing the financial stability we need to create those solutions for them.

Photo by amirali mirhashemian on Unsplash