Image source: http://www.fundraising.co.uk/

In the face of the ever-changing knowledge economy; now more than ever, there is no manual for a successful career (however one chooses to define success). After nearly 10 years in the working world, I’ve unconsciously sought and received mentorship from a “crowd” of engaging, successful and extremely generous people.

Traditional mentor model

The traditional mentor model involves one-on-one guidance where a senior/seasoned professional provides advice, guidance and advocacy (for the career of) a younger/emerging professional. A few years back the President of the association management company I work for, Base Consulting, was assigned to serve as my mentor; this relationship has been highly productive we shared some of our thoughts on how to structure a mentorship program in an article for Forum e-magazine.

It is important to note that a traditional mentor may be part of your wider “crowd” and is likely to be giving more specific thought to what will be most helpful to you.

Crowdsourcing

It is helpful to understand what I mean by crowdsourcing, and to be very clear that in this instance I do not mean crowdsourced funding (such as the process employed by kickstarter and similar websites). I’m talking about crowdsourcing as the gathering of ideas/data/information from a large group of people (the crowd). Crowdsourcing is most useful when that information is then consolidated, with the very best ideas used to draw a conclusion or a solution.

Last year I attended TEDxToronto for the second time. One of the talks that got me thinking was given by Vas Bedner that outlined the potential application of crowd sourcing to solve public policy challenges (the video really gets into the heart of the issue around 4:15). If crowdsourcing can be applied to policy – one of my first loves – it must be applicable to other everyday situations!

Harnessing my accidental crowd

I have used the advice, counsel and constructive criticism offered up by peers, bosses and others as open data in my crowdsourced mentor model. None of this was done with some grand plan in mind, instinctually I have cultivated a crowd (network) that has provided me with the ideas, data and information that I have used to make decisions in my career and in life.

Step 1: Find your crowd. Your crowd will shift over time, it must be continuously refreshed, and sometimes a light spring-cleaning will also be in order. Not everyone in your vast network is a suitable member of your crowd. The most enduring and insightful members of my crowd have achieved an element of success in an arena where I aspire to be a player. Is this person someone you want to emulate?

In the case of my very first boss I found someone with a similar educational background, similar beliefs and values, and in terms of a world view that includes gender equality. We were also both on the same page with career goals I would be more than pleased to follow. As it turns out, I have been lucky that she is always generous with her time and advice.

Step 2: Listen and Learn. As with open data, the advice that your crowd gives you every day is useless to you unless you capture (listen and absorb) it in an algorithm (in this case good judgement) designed to make the best use of the consolidated data (a solution or plan of action). Sometimes the best advice must be plucked from in among some unsolicited advice you have no interest in hearing.

To return to my life as a political staffer, or rather, to the-beginning-of-the-end of that chapter of my life: In the summer of 2007 with the government I worked for facing a fall election I began to consider if it might be time to consider doing something else, had I made the difference in government that I had come to make? Was it time to move on? A senior (to me) colleague and I were having lunch one day when she asked me “so what do you want to be, a better policy advisor?” While I am sure that she was trying to get me to give some consideration to my options, I doubt that she meant for that line to be the only thing I remember 6 years later.

Step 3: Act! Once you know that the source is worthy (step 1) and have noted the gems of advice (step 2) its time to act. The plan of action in this case is how to move forward in your career and in life.

So there you have it, rinse, lather and repeat! A special thanks to my crowd, who remind me every day of my favorite quote by Booker T. Washington ~ “There are two ways of exerting one’s strength; one is pushing down, the other is pulling up.”

The following guidelines will help you conquer the digital divide:

Research your members’ online habits.

It’s hard to plan a digital strategy without understanding how your members prefer to receive information from you. Conduct a survey to find how what types of devices your members own and how they are using them in relation to you. Ask about member reading habits as well. Do they do most of their association reading online or do they prefer reading your print publication (if you still have one)?

Consider a dual print/digital strategy.

Consider a strategy that includes both print and online communications rather than an “either/or” approach. Though more expensive than an “online only” strategy, this allows you to cater to both younger and older members (although it’s important not to make assumptions about user patterns based solely on age) and increases your chances of being effective due to the likely repetition of your communication messages.

Embrace responsive design.

As the number of devices, platforms, and browsers that need to work with your site grows, so does the need for flexibility. Responsive web design crafts sites to provide an optimal viewing experience—easy reading and navigation with a minimum of resizing, panning, and scrolling—across a wide range of devices. Yet many associations are worried only about updating their website—not making it viewable on other platforms—putting them behind them behind the curve when it comes to the digital divide.

Budget for technology.

The average $4 million dollar association spends 4.1% of its annual revenue on technology. (When staff salaries are subtracted, the number plunges to a measly 1.6%–barely enough to keep up with new equipment purchases and license renewals.) What’s your association spending? And what could you achieve if you increased this number? Consider developing a technology plan in addition to your strategic plan. (You do have one, don’t you?)

Keep pace with staff technology needs.

I’ve worked with association staff who have 10-year old laptops, organizations that have complex databases that only one or two staff members really understand and others who don’t allow texting for association business. How do you think these associations do when it comes time to recruit new staff talent–what about the Millennials? If you want—and or need—to be competitive when it comes to hiring, don’t be a technology dinosaur.

Like it or not, the digital divide is here. Wise associations don’t just acknowledge it—they are embracing it. How’s your association doing in this arena?

Naturally, a good pitch includes a strategy for delivering it, how and when.

Listen to them

What am I looking for in an organization? What’s missing from my professional life that I’d be willing to pay money for? You don’t know, do you? You know what your organization can offer, but you don’t’ know the best way to sell it to me. One good way to find out, talk to me. Better yet, listen to me. Until you know what I’m looking for, how can you be sure you are selling the right aspects of your organization? Take time to listen to what I need  and what I’m looking for in an association. If it’s something you can offer, I’d love to hear about it.

This might mean a number of personal conversations. In a room full of prospective members, each might be looking for something completely different that you can provide. Find out why they join.  Especially when it comes to recruiting Gen Y, they will be impressed if you take the time to show some personal interest in their needs before trying to push membership.

Make them feel special

Your association needs members to survive, but do you want just any members? Maybe, but you should also be recruiting for the talent you need. When conversing with a potential member, find out what their skills are and what skills they’re interested in pursuing. If it’s a need your organization has, let them know you have a role for them, specifically.

People are more likely to get involved if they know they will play a specific role. Recruiting for talent you need is a way to make prospective members feel valued before they even join and strengthen your association.

Millennials are looking for ways to gain experience and job skills to give them an advantage in the tough job market. When it comes to associations, they are looking for a way to engage in a meaningful way.  Let them know that your organization can offer them a value worth joining for.

Ask them to join

I hate to point out the obvious, but at some point, you’re going to need to ask a prospective member to join. Even if they understand the value you can bring to them, the gaps that your association can fill, asking someone to join is an important step. Even if their answer is “no,” it will give you a good sense of where they are at and if you need to answer more questions. If they aren’t interested in membership at the time, make sure you find out the best way to follow up with them in the future. Then, do it.

If you want to keep adding members to your ranks, you need a good pitch. And keep in mind, no matter how good your pitch is, if you want to keep that member, you’ll need to deliver on everything it promises.

Millennials not only want to buy things they feel good about, they want to talk about them, tell others to buy them too. You want them talking about you online. To get that, you need to engage them. Sounds simple, right?

When it comes to Gen Y, you need to forget about the sale and create an experience.

Create an appealing online environment

Website

Tech savvy Gen Y is going to be shopping online, on your website, from their mobile phones. Your site needs to fit their lifestyle, their smartphones. Make sure your website has responsive design so no matter how they connect, it will be appealing and easy to use.

Social media

Social media is a must for a couple of reasons. First, your social media presence makes it easy for Millennials to share your information with friends and reference you in a brand correct way. If they have a good experience with you, they’ll want to tell their friends; they’ll do it on Twitter, Facebook, Foursquare, Pinterest, etc.

Second, social media makes it easy for you to reach them wherever they go with content they’re interested in and engage them. The number one reason people follow brands on social networks is to get coupons, but 6 of the top 11 reasons are about content and the value it can add. They’re looking for you on social media,it’s just up to you to deliver the engaging content.

Post about trending topics, what’s happening in the news, respond to what they’re talking about, ask them what they’re talking about, use humor and images. Mix it up. See what works, constantly evaluate your strategy.

Engage, quickly

If customers are talking to or about you, respond. Quickly. Gen Y doesn’t want to wait three days for an answer to their question about your product. They don’t even want to wait 60 minutes. If you want them to engage with you, you need to do the same. Request for customer support on social media has increased by 25% in the last three months. Giving great customer service with social media will help you build relationships and meaningful connections with millennials.

Looking for more insights on how to engage the Millennial consumer? Download our white paper “Getting Gen Y to Buy.” It takes you into the mind of Gen Y and is full of real life examples and interviews to help you reach the Millennial generation.

Image credit: Wikipedia

Last time we were together, we discussed the disconnect between Baby Boomer centric Associations and Gen X and Gen Y membership recruits. Mainly, X and Y are not joining Baby Boomer centric associations.

All is not lost, however. When it comes to relating to X and Y, we don’t have to abandon ship. X and Y do bring significant value to associations:

• Gen X and Gen Y offer flexibility and the willingness to try new things. They are usually amenable to taking on different responsibilities – whether it’s part of their job duties or not – in order to gain the experience that will help them advance their careers.
• Because they are largely a tech-savvy group, Generation X and Y are able to offer ways to do things faster and more stream-lined.
• These generations know their way around technology. They know all the shortcuts and the ways to communicate with others. They can help keep on top of social media trends and they can get the word out to others.
• They are good at personal branding, which can then flow into association branding. Their personal branding can benefit us and our mission.
• Gen Y is very community oriented, have strong desires to help others – obviously a great benefit to associations.
• Millennials also want to gain experience to put on their résumé. We can provide them experience and skills that are transferrable to the workplace
• Gen Y especially – they like groups.  They will bring their friends!!

Well, what do you know? X and Y bring value to the table after all.

But, there ain’t no such thing as a free lunch. There may be strings attached to these value propositions, such as:

• X and Y are looking for empowerment to take on bigger roles and to make decisions or at least be part of the decision-making process.
• X and Y will job-hop. They don’t feel the sense of loyalty that the Baby Boomers felt towards their employers, rather, they’re looking out for themselves, and if that means changing jobs every two years, then so be it.
• This group is more of an instant gratification crowd, so moving up the career ladder needs to be sooner vs. later with them. There seems to be a growing sense of entitlement, especially among Gen Y. Are their expectations realistic? Of course not. But unless an association’s CEO is Ponce de Leon and recruit Baby Boomers for the rest of eternity, the association has to come to terms with it.

The key point for associations is to embrace and not resist the change that is coming. Associations smart enough to recognize and capitalize on the value proposition of X and Y will be the associations that grow and thrive. Easier said than done, sure.  But it sure beats the alternative.

Choose Chicago is the official sales and marketing organization charged with bringing regional, national and international business and leisure visitors to Chicago for the economic benefit of the city, the community and its partners. XYZ University chose this organization as the “Next Generation Association” of the month because of its new, accessible and inclusive membership model as well as the association’s digital offerings and features that allow them to keep up with the next generation and deliver its message based on value, relevance and flexibility.

The XYZ University team recently spoke with Nina Winston, vice president of strategic partnerships for Choose Chicago. Nina has 20 years of experience helping organizations build results-oriented initiatives based on mutually beneficial partnerships with a global range of government, nonprofit and Fortune 100 stakeholders. She was a wealth of knowledge when it came to sharing how Choose Chicago has successfully revamped its membership strategy.

What has been challenging for Choose Chicago as it relates to membership recruitment, engaging new audiences and sustaining your organization’s growth? How have you overcome these challenges?

Nina Winston/Choose Chicago: Choose Chicago, the city’s destination marketing organization (DMO), had a static and pricy membership model for its non-hotel partners which had been in place for decades. With an entry-level fee starting at $950, it was costly and also inflexible in its offerings. This led to ongoing retention issues and an inability to capture new audiences. In particular, there was a need to engage smaller businesses and organizations that are a critical segment of the visitor industry, including restaurants, not-for-profit cultural organizations and retailers in Chicago’s diverse and vibrant neighborhoods.

2011 brought new leadership to Choose Chicago, and in 2012 we became a newly shaped organization with expanded and enhanced responsibilities. This elevated the need for an accessible and inclusive membership model that delivered on value, relevance and flexibility.

New membership structure

A third party consultant performed external research in early 2012 which was the basis for identifying a possible new membership structure. While the tiered approach was considered, it was not the only option – other possibilities included a new single price with many a la carte add-ons, or doing away with a fee altogether and simply having “pay to play” options.

What ultimately led to the decision for the new Partnership Packages model at Choose Chicago was a series of internal and external meetings and discussions – we wanted our prospects and existing partners to have more control over how they connected with us, but we also wanted to simplify the process for them and establish some consistency in benefits between our partners.

It is also important to note that a strategic decision was made at this time to transition the metrics of the department away from the primary performance measure of membership sales. While department revenue goals are one measurement of results, the department’s focus has evolved and is now centered on excellence in service, communication, building a cohesive partner community, and delivering compelling marketing, educational and networking opportunities. Sarah Sladek’s book, “The End of Membership As We Know It“, was a great resource for me as we worked through our new membership structure process.

In addition to your new membership model/structure, how are you using next-generation communication tools (ie: apps, responsive design, social media) to engage younger generations and members “on the go”?

Nina Winston/Choose Chicago: Our communication efforts can be categorized into B2B (business to business) and B2C (business to consumer) efforts. We offer a variety of methods for both groups.

B2B communication

With a completely redesigned partners section of choosechicago.com, we have been able to redefine what it means to be a part of our organization. The messaging is friendly, the online registration and secured payment process is completed in four easy steps, and we have created a digital one stop shop – which is all well-tuned to how people working in a fast paced industry and environment want to make decisions and perform transactions.

Additionally, we have completely redesigned our ongoing partnership communications and rolled out a monthly e-newsletter which goes to all of our partner contacts. This not only highlights our services, events and programs, but also features a monthly profile written by a partner and interactive content to ask key questions of our stakeholders.

Before we made changes to our website, the password protected section of our Partners section, the Partner Extranet, was not user friendly – we rebuilt this section to create a much more logical space for sharing data, educational resources and delivering account management capabilities to our partners. We also engage our partners using our LinkedIn group, which has close to 2,000 members, helping to grow our online conversation.

Finally, we worked in partnership with Second City Communications to create three short videos that highlight the new partnership model in a lighthearted way. Each video lives on a different page within this section of the site.

B2C communication

In terms of specific benefits and services we now offer through which our partners can reach visitors to Chicago, the following new media have been leveraged:

• Introduction of a free mobile app for iPhone and Android, featuring partner content for visitors to access – to date we have had over 40,000 downloads.
• Mobile couponing which allows our partners to feature special offers that can be accessed directly from our mobile app’s in the “Deals” section in partnership with Trippons.com
• Links within partners’ customized listings to their social media pages and reviews on Yelp and TripAdvisor.
• Increased use of Facebook (35,000 friends), Twitter (38,000 followers) and Pinterest to connect with social media savvy visitors

Can you talk about the success of collaborating with other organizations as a result of your new model?

Nina Winston/Choose Chicago: In the 60 days since the new model launched, we have begun conversations with key local organizations to engage their stakeholders in ways that will continue to build our face to face and online community of partners.

An example of this is our outreach to Chicago’s neighborhood chambers of commerce.  As Choose Chicago develops marketing strategies promoting the neighborhood experience to visitors, partnerships with these organizations will grow. Neighborhood organizations can ultimately share with their members the added value our partnership program delivers, and in time our connection with neighborhood businesses will grow significantly.

What about your partner events and programs? How have you revamped those efforts to be “next generation” as well?

Nina Winston/Choose Chicago: In addition to the areas already covered, we have reinvigorated all of our partner events and programs to create more interactive engagement, and have committed to consistently featuring digital materials from our presentations on our Partner Extranet following our educational events. We also did away with some of our longstanding networking events and are reformatting them to feature a wider range of our partner base and more varied venues for connecting in new ways. Finally, creating a stronger online community remains a top priority and we hope to launch a blog specifically for our partners in the coming months.

For more information, or to join the digital conversation with Choose Chicago, click on the icons below to be directed to their website and/or social media channels:

“Strive not to be a success, but rather to be of value.” – Albert Einstein

In 1965, 75 percent of all physicians belonged to the American Medical Association. Today less than 25 percent do. This decline can be attributed to six major issues: technology, generational differences, value expectations, market structure, competition, and time constraints. In these challenging times, how can trade associations recruit and retain members?

This question can be answered by outlining the realities that frame an individual’s decision to join (recruitment) and proven strategies for long-term sustainability (retention). James Dalton and Monica Dignam surveyed 16,944 association members, former members and nonmembers from 5,200 associations worldwide to produce The Decision to Join: How Individuals Determine Value and Why They Choose to Belong. Their research uncovered what factors influence an individual’s decision to join:

• Expectations
• Reputation
• Levels of involvement
• Generational differences
• Career level
• Employment setting
• Gender

Built on the proven strategies of Jim Collins and published by the American Society of Association Executives (ASAE) and The Center for Association Leadership, 7 Measures of Success: What Remarkable Associations Do That Others Don’t highlights three themes (purpose, analysis, and action) and seven measures found in associations who maintained a consistent member/donor base throughout the entire fifteen-year study period:

• Commitment to Purpose (a customer service culture, alignment of products and services with mission)
• Commitment (data-driven strategies, dialogue and engagement, CEO as a broker of ideas)
• Commitment to Action (organizational adaptability, alliance building)

The market is inundated with books, consultants, recommendations and opinions on trade associations. In my experience, The Decision to Join (2007) and 7 Measures of Success (2006) are two must-have books. Both proved especially useful in my role as Executive Director of the Arizona Parks and Recreation Association.

Other notable reads are Race for Relevance (2011), Road to Relevance (2013), The End of Membership as We Know It (2011) and The New Recruit (2007). The majority of noteworthy association literature comes from the American Society of Association Executives, which continually proves its worth as a provider of current, valuable information for association professionals.

Image created by Danielle Russell.

The Problem

The staff and volunteer leadership of today’s professional associations are faced with two related realities. One, Generation Y is on the cusp of taking over from the Boomers as the most significant cohort in the economy, making them the future of membership. And, two, there has been a slow and steady decline in the membership of many professional associations, with this decline disproportionately concentrated in professionals in the first 10 years of their career.

As early as 1996, Canadian Economist David Foot warned of the coming rise of (the yet to be moniker’ed) Generation Y in Boom Bust & Echo: How to Profit from the Coming Demographic Shift. What the association industry is now grappling with was an unforeseen rise in technology, job insecurity and shifting values, that has led to that same Echo generation’s failure to take out memberships on mass.

Side Note: As Generation Y and the Echo Generation are both defined as those born in and around 1980 or thereafter (although in defining Generation Y there is no definitive text) I intend to use these terms interchangeably, as I am also apt to do in conversation.

The Solution

With the constrained resources of many of today’s professional associations, intensified by declining memberships and the resulting decline in that revenue stream, no association can afford to ignore its greatest resources. In the case of the generational shift in memberships, professional associations must leverage their own staff to arrive at and implement a strategy to deal with the coming tide.

As with any issue involving generational issues, and a healthy dose of intergenerational tension, every solution must start with respect. In 1967 Aretha Franklin sung to a world divided by sexism and racism, R-E-S-P-E-C-T, find out what it means to me; in 2013 this same idea can be applied to addressing issues that are at times tinged with ageism. Gen Y Association staff understand what it “means to me” or rather what it “means to them” and how to demonstrate this respect.

A combination of the following strategies should be employed:

1. Changes to internal processes to empower younger employees to innovate and meet the needs of others in their age cohort. While social media is increasingly relevant to all generations, it remains especially important as a means to recruit, engage and retain members in their first 10 years of their careers. Your organization should have clear policies in place to both empower and set boundaries for online engagement. Similar policies and procedures should also be considered, organizations that are unsure of what is needed should consult their own staff about changes that would assist them in reaching this key demographic.
2. Succession planning for boards and committees where demographics are given due consideration. Allowing young people the opportunity to contribute to an organization in a meaningful way through leadership will allow your professional association to be more appealing, Generation Y isn’t looking for recognition but they are looking for meaningful ways to flesh out the ol’ resume and network. Staff in the same age cohort should be engaged in determining selection criteria to ensure that a short resume isn’t a handicap while still requiring the right mix of experience and enthusiasm to ensure that the organization’s needs are met.
3. Peer-to-peer guidance, helping your staff to help volunteers in their same generation. Many young volunteers feel (rightly or wrongly) that they are not respected because of their age. While these same volunteers often need guidance to understand their responsibilities, particularly the fiduciary responsibilities associated with being a board member. Generation Y staff should be provided with the tools, resources and knowledge to provide empathetic support to your volunteers.
4. Leverage your assets. This list could go on forever, each professional association is unique, and with those quirks come unique problems and equally unique solutions. Leadership of professional associations should be seeking advice from their younger employees on how best to appeal to younger members.

Final thoughts

One of the keys to success will be an open mind, allowing Generation Y to engage their peers in meaningful ways will require the leadership of professional associations to let go of “the way we’ve always done it” thinking and to embrace change. In this shifting environment organizations will also do well to think beyond membership (as this trend is likely not fully reversible) and think about how revenue streams and claims to industry representation can be maintained.

The relationship between Generation Y employees and their peer group among members and volunteers will lead to strengthening of your association. However, another key component will be appropriate recognition of the efforts of volunteers of all age groups. As we celebrate Canada’s National Volunteer Week, I urge you to thank those who work so hard to make your association strong and vibrant.

Unfortunately, with the shift in generational demographics, that is no longer the case.

I remember joining the alumni association of my sorority immediately after graduation because I thought it would be a great networking vehicle and provide a way for me to engage civilly with my community. Every meeting I went to I was referred to as a “younger sister.” It appeared to be a true hierarchy in the chapter and standard operating procedure was for “younger sisters” to simply do what they were told. I felt as if I had no true value as a member of the chapter and I shared that opinion with friends that asked me about joining other alumni chapters of my sorority.

The new word-of-mouth marketing

When looking to involve, recruit and showcase value to young members of your association, reach them where they are. And if you don’t know where they are? Find out.

A hint: Generation Y has been charged with over-sharing given our affinity and usage of social media, blogs and websites.  Associations have to market to Millennials (Gen Y) in the language that we speak. Social Media is a great vehicle because it enables young members to find and share information online (good and bad). When we are members of organizations that we believe in, find beneficial and believes add value to our lives–we share that organization with our friends and network via social media. Associations that are actively  engaged in various social media platforms have success in reaching, attracting and retaining members.

Flexibility

Generation Y values flexibility. Associations should be willing to reexamine their bylaws as they seek to attract a retain younger members. The current state of the majority of association bylaws offer no flexibility. Associations have to adjust with the times and recognize we live in a virtual world where meetings and consensus can be made without everyone being in the same room.

In order for associations to effectively reach and retain younger members, keep your reputation, actions and communication methods in clear view. One bad experience with an association can spread amongst Gen Y like the flu. It’s important for associations to actively and consistently engage in social media platforms; to reach members where they are.

In this edition of the Chamber Focus Show interview, they discussed:

• How some organizations are actually alienating the younger generations
• The importance of relationship building with younger prospects if chambers intend on growing their membership
• Opportunities for chambers who embrace the demographic and generational issues
• New chamber membership models including freemium and tiered.
• Chamber Boards bringing in young entrepreneurs and executives to sit on the board and provide the younger generation’s perspective
• The role of the “Experience” and the necessity of a ROI for younger generations
• Sarah’s take on courting young people rather than selling or obligating them

If you are involved in a chamber, or any organization for that matter, you are going to want to watch this video. Watch the full hangout here.