Delivering Value Virtually With Video

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A shortage of opportunities for face-to-face interactions has created obstacles for associations in conveying membership value, but it has also opened doors to effectively communicate with members in new ways. Video is proving to be a must-have medium.

A case in point is Skate Canada, the association that promotes figure skating in the country, which had to get creative when its in-person options vanished. Earlier this month, it hosted its 2021 Skate Canada competition, a precursor to the Olympics, virtually. It would normally be held in an ice-skating rink in Toronto or Montreal with lots of people attending.

Not this year.

Instead, all the skaters from across Canada recorded their routines on video and sent them in. Skate Canada assembled the videos and created a virtual broadcast center to host the event. The judges, who were at home, viewed the athletes skating online.

“Associations are either going to wait out the storm and hope things come back, or they have to put in a different skill set to better communicate with their constituents,” said Perry Boeker, principal and marketing strategist at Red Rocket Creative Strategies.

Video is emerging as a great way to communicate in a virtual world that no one was anticipating. For associations, it has the potential to significantly increase engagement, participation, value, and community. The average user spends 88 percent more time on a website with video. And putting the word “video” in the subject line of an email doubles open rates and increases click-through rates by two to three times.

The way associations have done business has changed, so it is essential to communicate more effectively with members, Boeker said, noting that “they are not going to pull that information from us, we have to push it to them.”

Boeker said videos are easily consumed content that can meaningfully and authentically express the character and philosophy of an organization. “We need to embrace video streaming technology in a much better way than we have in the past,” he said. Out of necessity, people are becoming much more proficient in video production, which no longer requires an outside expert or a production company.

The people consuming content are skewing younger, Boeker said, and millennials are influencing lots of decisions. “If they’re not getting what they want from you, they’re going to find someone else to deliver that,” he said, making it imperative to deliver content to members in the way they like to consume it. He recommends embedding video in communication strategies with a plan, structure, and the ability to track its performance.

“Smart organizations that can recognize how they’re going to deliver their value proposition electronically are going to prosper in a material way in the coming years,” he said.

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Going Beyond Data in Decision Making

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Data analysis is an important element in making informed decisions, but it’s not the only one.Your own experience and your team’s expertise can complement your data with a layer of human insight.

Leaders have access to an ever-growing sea of data to inform their decisions. But data is subject to bias, may not tell the whole story, and doesn’t always predict the future, especially as the world becomes more uncertain. That means relying only on data could lead organizations down the wrong path.

Data-based decision making is a powerful strategy, but leaders are more likely to unlock their organizations’ full potential by using data in tandem with other insights that may feel less concrete but are still valuable.

“The limitation is that you never have enough data,” says Meredith Low, a strategy and governance consultant who has experience with associations. “You still have to overlay judgment, intuition, and preferences on top of data.”

Reflect on Experience

The shift toward data-driven decision making “by and large has been a good thing,” Low says. “But you have to understand that data doesn’t tell you what to do. It’s one form of input.”

Data can provide valuable information, challenge preconceived notions, and eliminate incorrect assumptions, but it still might not provide you with a clear road map. That’s when leaders must draw on past experience to assess a situation and make the right call. Studies show that experience is valuable when leaders are confronted with uncertain information and complex decisions.

“Any data that you’ve got does not fully represent the complexity of the situation that you’re in,” Low says.

Don’t Dismiss Intuition

Using your intuition—the ability to understand something immediately without the need for conscious reasoning—might seem unwise when making big decisions. But studies suggest that nonconscious information can boost decision accuracy. And for psychologists like Gerd Gigerenzer, intuition is a valuable decision-making tool.

“We need statistical thinking for a world where we can calculate the risk, but in a world of uncertainty, we need more. We need rules of thumb called heuristics, and good intuitions,” Gigerenzer said in an interview with Harvard Business Review.

Intuition is valuable when you need to make quick decisions under pressure. Research psychologist Gary A. Klein’s Recognition-Primed Decision Model describes how people use past experiences to pick up on situational cues so they can make decisions in high-pressure conditions with little time for assessment.

“Any decision you’re making has to do with the future. And any data that you have, at best, is some kind of signpost to what you think possibly the future might be,” Low says. “There’s always that fundamental point where the data does not tell you what to do.”

On the other hand, relying too heavily on your gut without any critical analysis could cloud your judgment and leave you susceptible to being influenced by the way a problem is posed or framed.

Engage Others

When making decisions, consulting with a diverse group of coworkers or volunteers who offer unique perspectives can lead to better outcomes by mitigating any biases that might influence the way you interpret data or view a situation.

“The more diverse people are in decision-making bodies, the better the decisions are,” Low says.

With that in mind, the Association of American Medical Colleges created an executive committee to make important strategic decisions using a clearly defined process. As a result, the organization became more deliberate and transparent in its decision making, and all relevant parties had an opportunity to vet new ideas before they were finalized.

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How to Boost Membership by Emphasizing Value Over Networking

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One of the biggest challenges associations continue to face is the inability to offer members face-to-face networking opportunities. But by highlighting the value proposition of membership over networking, one association increased its associate membership. Here’s how.

The National Asphalt Pavement Association was ready to kick off a new membership campaign in mid-March 2020 targeted to its producer members, who are a loyal group with a 96 percent retention rate. It’s an expensive membership and usually takes a long time to sell—a minimum of three to four months, according to Steve Shivak, NAPA’s director of membership.

NAPA represents asphalt pavement and asphalt producing companies. A couple of months into the pandemic, all 50 states deemed the industry essential, so NAPA knew its producer members were faring well because they were getting funding from state and local governments.

Considering the lengthy sales time and the expense of producer membership, Shivak’s team decided to revise its membership campaign and focus on their supplier members—which they call associates—instead. NAPA’s associate members have an 85 percent retention rate, so not as strong as the producers, but still growing.

A Valued Partnership

NAPA’s associate members like coming to its in-person meetings for the opportunity to network and mingle with producer members. Recognizing that in-person meetings were quickly diminishing because of the pandemic, however, Shivak and his team switched the theme of their messaging from networking to being a valued partner.

They quoted NAPA’s board chairman, James Winford Jr., Ph.D., who described a valued partnership as one where members have “uninhibited access” to all their customers. It’s a partnership in every sense, where NAPA learns how members conduct business and in turn, members learn how NAPA does business.

In addition to changing the messaging, NAPA decided to ask associate members to give two main reasons why they wanted to join, and if it didn’t align with what NAPA does, the membership team would be very honest and tell them NAPA is not the right fit for them. “With this kind of retention rate, we don’t want one-and-dones,” Shivak said.

A Surprise Messaging Success

Shivak’s team conducted split testing on the new messaging and went old school with direct mail. The first test was a memo on NAPA letterhead with reasons to join, a hardcopy of NAPA’s membership application, with a postcard-size index card stating NAPA’s value proposition, and no return envelope. The second test was a personalized letter to each prospective member on why they should join, with a glossy printed invitation, a return envelope, but no information on the value proposition like the first test.

They were positive the glossy invitation would be a hit. It wasn’t. “It bombed,” Shivak said. The hardcopy memo, on the other hand, “blew it away.” NAPA went from an average of 35 associate members joining a year, over the past four years, to 46 in one year—during a pandemic.

The hardcopy memo resonated because recipients appreciated that NAPA understood the value they brought to the table, he said. It wasn’t a transactional request, asking for money, or sponsorship, or to advertise.

The memo wasn’t about how joining would be an opportunity to network, Shivak said. It was, “You’re a valued partner and you can make a real difference to the industry for best practices, innovation, technology, and where the industry is going,” he said. “It gave us an opportunity to tell the story versus the invitation, which was all flash but no substance.”

The memo also had a call to action asking prospective members to respond by a certain date to get a free seat at NAPA’s online member meeting last June. They were still getting responses into July, well past the deadline.

“That was the other way we knew we had a hit,” he said. “People didn’t care about the free seat; what they cared about was access.”

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How to Find Nondues Revenue Sources in 2021

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The new 2021 Association Annual Survey Results report suggests reduced dues revenue and declining membership in the year ahead. For associations wanting to stay ahead of the curve and generate nondues revenue, focus on showing value and creativity.

With 2020 defined by the pandemic, many associations are hoping that 2021 will have a different and better defining ethos. A new report from GrowthZone AMS, 2021 Association Annual Survey Results, looks at emerging trends, with the goal of helping associations best navigate what’s ahead.

So, what is it that associations need to prepare for?

“The trends we’re seeing so far, is that membership is dropping, and with that, there’s a correlation with dues,” said Amy Gitchell, senior marketing communications specialist at GrowthZone. “So, it’s going to be more important than ever to think through what those nondues revenue sources are and how you can leverage any opportunity for that.”

The good news, Gitchell said, is that, according to survey responses, associations have been finding innovative ways to keep the nondues revenue flowing. “What was surprising to us was the number of people both the on association and chamber of commerce side, who referred to what we’ve been calling ‘contract work,’ as a source of revenue,” Gitchell said. “Some examples of that were renting out parts of their building; grant writing and administration; management fees for major programs that were assigned by the government, lab testing, and marketing services.”

Another example of associations leaning into what’s working was the prevalence of one type of fundraising event. “Our support team and training team were hearing that people were having success with golf tournaments,” Gitchell said. She noted that associations were able to carry them out safely during the pandemic because they were outdoors and done with little contact.

In addition, Gitchell said that while some novel approaches are helpful, the real revenue drivers will be associations showing members and others the value they bring to the table. “It ties back into value proposition,” she said. “Organizations need to be clear on what their value proposition is, and how they are helping and aiding their members now.”

Many organizations did this by boosting their online education offerings and hosting virtual conferences. “They were able to generate revenue off of that, by having it online, and people were really enthusiastic about virtual events,” Gitchell said.

Associations also must be willing to adapt so the revenue flows. “This is unfortunately not as temporary as everyone was hoping,” Gitchell said. “What has worked in the past isn’t going to be as successful, because the game has changed. So you don’t have a choice. Adapt and survive. … Not everything is going to work, but the reality is not everything has worked in the past, either. If you don’t try it, you’ll never know.”

Adapting can be difficult, but she noted that organizations can lean on each other in this process. “Probably one of the most helpful things—and this is when it’s hard when there are no face-to-face meetings—is when association executives talk to one another and are having conversation about what’s working and what isn’t working,” Gitchell said.

What methods is your association looking at to boost nondues revenue in

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Membership Pro Tip: Offer Bite-Size Engagement

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Instead of overwhelming new members with a long list of benefits in a traditional printed brochure, the International Society of Arboriculture uses email to give them a handful of easy first steps to get involved.

How does it work? The International Society of Arboriculture restructured its new-member communications and went from a printed brochure and membership card to an emailed piece. The message offers opportunities for new members to begin to engage with ISA in bite-size ways through its website, online community, social media, publications, certifications, and products.

“A lot of folks didn’t realize we had a Facebook page, and they’ve been members for 20 years,” says Tip Tucker Kendall, ISA’s director of member services.

Instead of making the communication a sales pitch with a list of 40 benefits, the goal is to get members to focus on what they can do in five minutes to get deeper into their profession and become more invested in the community, she says.

Why is it effective? “It is an opportunity to engage in a relationship with the association. And part of that onus is on the member,” she says. By outlining a few ways to show up and get a return on membership, ISA sets up a dynamic where both the association and the member have a role to play. “It’s a contract,” Tucker Kendall says.

What’s the benefit? New members are usually one of the most at-risk groups for not renewing, she says. So, it’s been more effective to push the bite-size engagement pieces upfront rather than taking a sales approach. “Overall, new member engagement is up,” she says.

Do you have a membership pro tip? Please share in the comments or send me an email.

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Where Associations Need to Focus Their Efforts in 2021

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As associations adapt to challenges ushered in by the global pandemic, new research by Personify provides a guidepost for strategic decision-making.

Looking at 2020 in the rearview mirror, it’s easy to see that associations faced unprecedented changes, disruptions and threats to their operating models. (Understatement of the century, anyone?) But gazing into a crystal ball at 2021 and beyond, it’s difficult to determine what shifts are permanent and what newly adopted practices and behaviors are here to stay.

To better understand what may lie ahead, Personify conducted a survey of nearly 1000 association and nonprofit members and staff to learn how they are adapting to these shifts. In a series that begins with this article, we’ll highlight key areas of concern with both the short- and long-term in mind.

Here are some of the high-level takeaways from Personify’s research:

Your digital networks are more crucial now than ever before. More than half of all survey respondents shared how important it is for their associations to provide both digital networking and a digital community for its members. While associations have historically leaned on routine in-person meet-ups to court potential members, a successful association has to explore new avenues, such as networking in the digital space.

While productive and meaningful connections can take more time to navigate and nurture in a virtual world, people are adapting and finding themselves more engaged than before. According to Personify’s research, 48 percent of members said they were more engaged in 2020 than in 2019.

“That feeling of being seen and understood gets worse when you’re working remotely, so companies will compensate for that; they’ll start ramping up their recognition and rewards programs,” David Johnson, the principal analyst for employee experience at Forrester Research, told Fast Company. “Companies are going to invest quite a bit in up-skilling managers and investing in technology that will help them better understand employee engagement when working remotely.”

Similarly, investing in tools that complement virtual planning and events can benefit people not only in the interim but in coming years when many might opt into remote gatherings as a choice, rather than out of necessity. And with the adoption and application of these new services and skills, planners can empathetically and productively launch hybrid in-person/virtual member engagement.

Virtual engagement is here to stay. Even when it’s safe to return to in-person events, only a minority of members surveyed want to engage in them—merely 15 percent of members said they would want a mostly or entirely in-person event (under the assumption that it is safe) in the second half of this year, with 50 percent of members preferring a mostly or entirely virtual event, and 33 percent preferring a combination of virtual and in-person for 2021. This could be attributed to the fact that virtual engagement is seeing a more widespread and welcome adoption.

Once we can safely return to in-person gatherings, the digital shift won’t disappear. It’s going to remain a constant within networking communities. Rather than focus on ways to phase digital settings out, a forward-thinking association will discern how to maintain its online presence while still conducting in-person happenings in the months and years to come.

“Anyone who is planning to host an in-person event in 2021 should also be prepared to have a virtual back-up plan, or plan a hybrid event, as there will be many unknowns throughout the year and no guarantee that events will be safe by 2021,” Gianna Gaudini, Director, Global Head of Events at Softbank Investment Advisors (Vision Fund), wrote for Thrive Global. “Smart planners will communicate early and often with attendees to get an idea of attendee sentiment around live vs. virtual gatherings, and what will make attendees feel 1) safe and 2) part of a communal experience.”

Career skills and certifications still matter. This was cited as the top reason among members to continue to engage with their association (46 percent very important for members), followed closely by being able to network with others (45 percent) and belong to an organization that advocates for their industry (44 percent).

LinkedIn reported that in the first week of April 2020, people watched 1.7 million hours of content designed to teach a new skill on LinkedIn Learning, compared to 560,000 hours watched during the first week of January 2020, before the pandemic hit. That’s triple the amount of time spent watching skills-centered content once people were isolating. It’s evident that people are gravitating toward learning new skills and achieving certifications. Associations should tap into this by finding out what content members are interested in and providing relevant programming.

“Most of us have new skills we aspire to learn, but chipping away when we’re stuck at home requires a superhuman act of willpower,” Taylor Jacobson, founder and CEO of Focusmate, told Fast Company. “We’re used to relying on in-person structures—go to a dance studio, take a yoga class, meet your guitar teacher. These structures provide the accountability to actually show up, invest time, and make progress.”

Association membership remains valuable. Many members said that belonging to an association has either become more important (44 percent) or is as important (48 percent) as it was pre-pandemic. Associations Now reported that a study published in April by strategic research firm Association Laboratory, Inc. found that 57 percent of association leaders reported more investments in online education, 52 percent reported exploring virtual conferences and 62 percent reported plans to digitize their content.

Dean West, FASAE, president and founder of Association Laboratory, told Association Now that the concept of digital membership is hardly new, but interest has accelerated because of the pandemic. He suggests analyzing membership, cost and returns on investment for programs, dropping the ones that don’t yield meaningful results.

“You can’t look at a crisis only as a threat,” West said. “You have to consider it as an opportunity to create energy toward strategic change, because we know the crisis will eventually subside.”

In short, it’s not about sitting on the sidelines and waiting for this to pass, which could lead to associations running the risk of losing their relevance in their members’ professional and personal lives.

Stay tuned for the remainder of our series, where we highlight how smart associations are preparing for the journey ahead. And while we can’t predict the future, we hope this series will be a good starting point for making lasting improvements.


This article is the first in an 8-part series focused on studying the shifting association landscape and how smart organizations are planning for both short- and long-term challenges–and solving them. Backed by original research conducted by Personify and brought to life through the stories of association leaders who are meeting these challenges in real-time, this series is intended to serve as a guidepost for associations who are reacting to fundamental market shifts and proactively building a better future for their organizations. Sign up for Personify’s webinar on Jan 27 that will walkthrough this research in detail.

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How to Keep Your Virtual Attendees Tuned In

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Although it can be difficult to keep virtual attendees engaged, it’s imperative that you do—and it must go beyond a chat feature. A look at some investments for associations to make to improve engagement.

As I wrote in my final blog post of 2020, associations really need to adjust their virtual offerings so they better meet attendee expectations this year. Complicating that, however, is that people are sick of sitting in front of their computer screens.

According to the 2020 Redback Report, 86 percent of respondents said they have left a virtual event early—up from 66 percent a year earlier. So, what can associations do to ensure that participants don’t tune out during their virtual events? Here are three ideas.

Invest in Production

If we’ve learned anything from working remotely for almost a year now, it’s how to make yourself look good when videoconferencing. (Hello, ring lights and high-definition external webcams.) That means that your attendees aren’t going to put up with speakers who look like they are in the Witness Protection Program or whose sound is muted or garbled. That’s why associations need to help their keynoters and other speakers look their best, whether by providing specific instructions for sound and video or by sending them recording equipment.

The American Academy of Pediatrics did the latter for its plenary and VIP sessions at its 2020 Virtual National Conference & Exhibition in October. AAP sent speakers recording packages that included a high-end laptop, high-end webcam, nice microphone, and a hardwired internet cable. These speakers also recorded their sessions with a producer and technician. Other breakout session presenters could schedule an appointment with a technician prior to the event to get feedback on their setup.

Encourage Creativity

While your attendees will appreciate speakers who look and sound good, they’ll get tired of sitting in front of their computers watching presenters who are also just sitting in front of their computers. In-person keynotes and education sessions are compelling partly because dynamic speakers walk around the stage or even draw a picture or do something else creative while presenting. Find a way to get your virtual presenters to do the same.

For example, during his prerecorded keynote for the Turnaround Management Association’s IMPACT 2020 virtual meeting, Duncan Wardle, former head of innovation at Disney, walked around, used different camera angles, and had large paper slides hanging behind him that he illustrated himself. (He did something similar at ASAE’s 2020 Virtual Annual Meeting last August.)

Try Something New

Some things that may have been huge successes—and revenues wins—for your association at your in-person annual conference just won’t translate to the virtual environment. So, now is the time to experiment and try something new that will appeal to your attendees.

For example, next week’s CES 2021 will feature CES Live, a new livestreaming hub for news and interviews. Shot from Microsoft’s production studios in Redmond, Washington, according to Variety, the news desk will be anchored by talent including YouTuber Justine “iJustine” Ezarik and “The Ready Room” host Naomi Kyle. Karen Chupka, the Consumer Technology Association’s executive vice president for CES, told TV Technology that they’ll provide continual updates throughout the show and talk about what’s “new and hot at the exhibits and conference sessions.”

What have you found successful for keeping attendees engaged for duration of your virtual events? Please share in the comments.

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Three Tactics to Make the Most of Influencer Marketing During the Pandemic

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Influencer marketing is still going strong at the moment even with the shake-ups of COVID-19, and a thoughtful strategy can help associations make the most of the outreach opportunity.

Much of the modern economy has slowed down in recent months for various reasons, but one segment that seems to be moving along without too much heartache is the influencer economy.

Turns out that people still need to buy things during a pandemic, and influencers can still help them make a better decision. And even if they aren’t buying things, influencers still draw in lots of eyeballs. Associations are well-positioned to take advantage of these high-profile figures online, even during a pandemic. A few suggestions to leverage influencer voices:

Focus on education. Influencers are often treated as key sources for buying products, but they’re also well-suited to educate their sizable audiences, notes Sarah Ware of the site Talking Influence. “Influencers have the power to utilize their platforms and can engage in a more personal way with their followers, something these entities typically lack,” she writes. “When it comes to spreading messages quickly and efficiently, social media platforms do the trick.” Ware notes that influencers are a good fit for campaigns related to public health, government, and family services—three areas that have struggled with messaging in the past.

Offer more creative control to influencers. Last year, the U.S. Tour Operators Association worked to teach the public about new REAL ID requirements by hiring a comedian to explain the law, and that comedian, Harrison Greenbaum, credited USTOA for offering him complete creative control on the ads. In an article for Forbes, Alison Bringé of the firm Launchmetrics said that creative control is essential for connection-making authenticity. Citing the example of the fashion brand Pretty Little Thing, she said that they found similar results by taking a similar approach. “Giving these influencers creative control over what they posted as well as their individual looks not only made it more relatable, but I believe is what made it so successful,” she wrote. “The brand was able to build a larger and stronger online community, which we know is crucial during challenging times. ”

Favor smaller influencers over bigger ones. While it might sound attractive to hire a big name to promote your big product, smaller influencers might be a better bet—as they’re often more niche and tightly focused on a specific community. In comments to MarTechSeries, Socialbakers CEO Yuval Ben-Itzhak had this to say: “Nano and micro-influencers are now seen as high-value resources, bringing high impact without the big price tag of macro and mega influencers. As budgets remain tight, savvy brands will likely continue to expand partnerships with these smaller influencers as part of a smarter social media strategy in the wake of the continuing worldwide pandemic.”

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[Webinar] Rethink, Restart, Refresh Your Panels: Advice for 2021

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Ring in the New Year with advice from two renowned experts on speaker coaching and panel improvement, Kristin Arnold and Sarah Michel. The shift to virtual events has magnified the need to add spice and spunk to your conference’s panel discussions so that you leave the audience begging for more. You’ll get more than a few nuggets from Kristin’s just-published book, “123 Ways to Add Pizazz to a Panel Discussion.”

Please join us on Wednesday, January 27, from 12 noon to 1 p.m. EST for an interactive webinar.

By attending, you will learn:
• How to design an inspiring panel format for both virtual and in-person events
• Best techniques for curation and preparation of panelists
• Strategies behind question design
• And much, much more.

 

Register Here

 

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Membership Renewals, Value, and Messaging in 2021

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Associations responded remarkably well to an onslaught of challenges in 2020. A membership expert offers suggestions for navigating the start of a new year with your members in mind.

I don’t know about you, but in times of uncertainty I like to talk to experts, so I reached out to Scott Oser, president of Scott Oser Associates, to find out his thoughts about membership for the upcoming year. Nothing like the hot seat.

“The number one thing associations need to do is understand the state of their membership and their industry,” Oser said.

As gratifying as it was to wave goodbye to 2020, changing the date on a calendar unfortunately does not automatically erase all the difficulties of the past year. People are still being affected by the pandemic, racial injustice, and political and financial instability, to name a few of the ongoing challenges we face.

Understanding the state of the industry and where members are can mean many different things, Oser said. Some members might be strapped for money, while others might need their association now more than ever for career resources. Or you might need to communicate with members differently because they are bombarded with information.

Tweaking and customizing messages is just as important now as it was at the beginning of the pandemic, when every association was putting COVID-19 resources at the forefront, he said. Staying on top of what your industry wants and needs will help you fine-tune messaging and offerings to better communicate with and serve members.

“We can’t go back to doing business as usual because we are definitely not in business as usual,” he said.

Communicate Value

An ongoing communication stream that shows members your value—either through social media, newsletters, or member-to-member communication—is necessary, Oser said. And these ongoing communications need to do two things: Address member needs and show how your benefits and services are meeting them.

The messaging should be bite-size, he said, not a list of 30 member benefits. Concise, easily digestible messaging is essential because, in many cases, people are busier than ever before because they’re home, juggling kids, pets, spouses, and everything else on top of trying to do their work.

“You need to focus on one or two things that will prove to be valuable in the moment,” he said.

Keep Sending Renewals

It’s a challenging time but renewals still need to go out, using slightly different tactics, Oser said. Some industries were particularly hard hit by the pandemic, so you might need to reduce dues or extend membership terms. But, overall, he recommends tweaking your messaging to show that your offerings can help members with what they’re going through.

“There are industries that are thriving and there are industries that are suffering, but people are still renewing because they find value in their membership,” he said.

Having a hardship plan in place is also a good idea, so every staff member at the association knows what they can offer if a member comes to them and says they can’t afford dues. But you don’t have aggressively promote it, Oser said. You can add it to the fine print of every invoice you send out stating that if a member is having financial trouble because of the pandemic or other issues, they can contact the association for other options.

“You can’t leave money on the table because not everybody is being impacted by COVID and not everybody needs a reduction,” he said. “Associations are a business.”

Going forward, Oser predicts that associations will continue to be strapped for resources, so they’ll need to make sure that everything they do is effective and efficient.

“There’s not going to be a lot of ‘nice to do’ anymore,” he said. “There’s going to be a lot of ‘need to do.’”

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