Member engagement directly impacts an association’s ability to survive and flourish. Associations who report higher rates of engaged members also report higher renewal rates. What is clear, from research, articles, blogs, and white papers dedicated to this topic is – members define what engagement means, not the association.
This principle drove the research done by author Anna Caraveli and became the organizing theme for her new book – The Demand Perspective. Citing interviews and case studies from numerous associations, Caraveli highlights the contrast between engagement as one-way delivery of activities from provider to customer and a partnership with a purpose. Engagement for Caraveli hinges on an association’s ability to see the world through a member’s perspective, so the value provided resonates exactly with the value perceived.
Key Engagement Realignments for Leaders
Misalignment between the association’s and its members’ perceptions of value is a huge barrier to connections between the two. Following are four key re-alignments that emerged in Caraveli’s research as crucial to achieving authentic and meaningful customer engagement.
1. From Prescribed Roles to Strategic Relationships
There is no doubt what inspires today’s members has changed dramatically from even a decade ago. Yet many associations maintain the same assumptions for what motivates their stakeholders and how engaged members should behave. Caraveli discovered in her interviews with countless volunteer leaders that they found value working with associations to develop new product/program/service lines, bringing corporate relationships to the table, and leveraging opportunities to build a new member base.
2. The Value of Connections
Participation is one way to measure a member’s relationship with an association. While helpful, these metrics miss the potential connection points with members that are at the heart of retention and engagement. Not all members are equal in terms of the value they represent for an association. Strategically engaging decision makers, for example, is far more likely to result in retention than having to coax, educate, and convince them of the value.
3. Purposeful Engagement
One of the major differences between participation and engagement is purpose. Members who choose to make use of an association’s benefits to meet specific needs or solve important problems will be far more engaged than a “check book” member. Caraveli notes these members are engaged because their relationship with the association enables them to do something they want to do in the first place, better than they would be able to do on their own. In short, members choose to become engaged to achieve outcomes that matter to them.
4. The Interactive Organization
Most members do not prefer to sit passively on the sidelines while an organization works toward its goals. Associations should provide relevant and meaningful opportunities for members to shape its future. This means core functions, such as finding solutions to problems and testing new concepts, shift from internal to a collaborative process.
In summary, engagement is a relationship, a point at which members and association executives work in partnership to create mutually the greatest possible exchange of value.
