Sometimes I think associations are much like soap operas.

Now….let me explain before defense mechanisms go into over-drive and reading is terminated.

While time passes and changes occur, much remains the same. Doesn’t take too long to get caught up with the issues, even if you’ve been away for awhile.

It is clear that associations – or as we refer to them as membership-based organizations (MBOs) – are about advancing some type of change (or limiting some changes from occurring). It is also clear that changes in the larger environment influence how these organizations (and their members) operate.

But interestingly enough, despite the constant outward or inward changes, some things remain constant. And from our research, whether the year is 2010, 1990, 1970, 1955 or even 1865, securing a satisfying level of member involvement has remained a challenge.  From published histories to personal interviews, this issue continues to persist. Despite a short departure from working with associations, it didn’t take long upon my return to hear the admonition once again.

Since my first foray into the nonprofit world, I was instructed that “people are too busy – so don’t expect them to volunteer….or to commit a great deal of time.” That was in 1978! That belief was reinforced by new colleagues when I shifted from a philanthropic focus to association management. And I continue to hear that belief to this day. Yet, my experiences with members as volunteers has never aligned with this long-standing assumption. A conundrum for sure.

It made me wonder who was perpetuating this notion, why was it being perpetuated and was it indeed true?  Interestingly enough, surveys done recently by several national associations have finally codified the feeling I’ve had about this issue. The first I learned about was reaffirming. When I learned of the second survey, I was encouraged. When I learned of the third, I was ecstatic. But when I was catching up with an academician who conducted a major survey of members of many MBOs, I felt like I hit the lottery! The responses from members across all disciplines were reinforcing one thing – members want to play an active role in their association.

These surveys have proven that members – of all generations – are indeed interested in being active in their associations. Their reticence in stepping forward is more a function of ignorance than intent. Their frustration is more a function of the organization’s inability to define a range of opportunities and readiness to provide adequate support to those who do volunteer.

The good news is that these are issues that we can address. And it starts with the understanding that “the membership community” is the key.  That means diving deep into the “concept of community” rather than being satisfied with merely focusing on its “sense.” The future of associations is certain if we focus on learning the dynamics of community development and learn how these concepts need to be adjusted to fit the distinctive nature of these organizations.  

Sometimes I am amazed of the life’s experiences that are put in our path. The day I made the commitment to pursue an advanced degree in community psychology, I had no idea how I’d use the knowledge. I don’t wonder anymore!

At the Melos Institute – we’re actively engaged in examining community and its application in these distinctive and remarkable organizations. Do let us know if you are interested in this topic as well.

In the early days of my career, I worked at a nonprofit that provided programming services to women. Members were those women and girls who paid to participate in what I thought was all the other more interesting things that the organization did. The membership department was the place that did all the necessary administrative things to make that happen.  Anything related to membership had to be routine, dull and probably really boring. The ‘real action’ was in the program departments that offered lifelong learning and health opportunities.

That was then…..

By a quirk of fate, I ended up in Washington, D.C. working at the American Association of University Women (AAUW). And the only job available was …you guess it…in the membership department. With no other hope of employment at the time, I took the job thinking it could lead to something more worthwhile.  Boy was I wrong…and glad of it!

The experience I had working in the membership department opened my eyes to an understanding and a realization of what a membership community is within these organizations; and from the members themselves learned how it manifests itself….or not.

Two that changed my life forever were Sally Tyler (Illinois) and Helen Olsen (South Dakota). I was fortunate to be involved in a special membership project with them decades ago that took me out of Washington, D.C. and into their world. With each, I traveled around their state…meeting other volunteer leaders and members…listening to their stories…and learning what membership meant to them…and discovering their membership community in real time.

It was a transformative experience.  It made me realize that the promotional copy I was writing for the recruitment and welcome letters about becoming part of the “membership community” had real consequence. I am indebted to these two remarkable women…they probably wouldn’t accept the role they played …they were just being authentic members and caring volunteer leaders.

They showed me the impact that could be made on each member’s life when the focus was on building the membership community…and not just on building the size of the association. It has been over 20 years since that experience and yet it inspires me to this day.

I have a photo with Helen on the wall of my office that was taken in Deadwood, South Dakota to memorialize our work together. We are garbed in frocks and hats from the old west…need I say more? It is a daily reminder that community is about relationships and authenticity. Helen and I have kept in touch sporadically over the years….we’ve both moved on from AAUW.  Last December, I heard from Helen…that ‘full-of-life’ voice that is distinctively hers was on my message machine. The relationship was rekindled in moments. The feeling of being connected was instantaneous. The power of being part of that membership community expressed itself once again with a feeling that is hard to replicate.

This is now…..

Reflecting back on that experience today reinforces within me the need for our profession – the association management profession – to recognize that our effectiveness is not solely found in the institutions that we build…but the quality of the membership community that we cultivate.

If you share the desire to learn how to build, shape and transform membership communities – and you have found us…let us know. We’re going to be on the look-out for you!

David Brooks' column in today's New York Times speaks of how the "lean years" have such a negative impact on specific groups in our society.  He offers three suggestions for helping young men especially (who are having a very hard time finding work during this crisis) to become more successful today and in the future. His overall message is that the future will be directly impacted by our actions in the present moment. Good message....got to consider the consequences long-term, not just address the short-term. It's the hardest thing to do...but necessary for positive change to occur.

The first suggestion deals with improving education to keep yong men in school (for the first time, young women outnumber young men in college) and older men to pursue service jobs. The second suggests anti-poverty programs/government intervention in more vulnerable rural areas to keep the working class from disintegrating in these areas. These needs can be best met by other nonprofit organizations that are designed to deliver education and empowerment services to individuals.

So, where is the relevance for us in his message?  Read on....

It is his third suggestion that is most relevant. He states, "Third, Facebook is great, but social networking sites do not by themselves create support networks when jobs disappear and poverty looms. Somebody has to provide institutions for unaffiliated 24-year olds." 

My first reaction was a welcome affirmation that technology - while a powerful tool - does not in and of itself create nor sustain community. My second reaction was....'why doesn't he recognize that some membership-based organizations can and do provide support to these young men and help them prepare for better lives?  Why do we - as associations - remain ubiquitious yet invisible?

It may be true that many of these young men may not be sufficiently educated to join highly professional organizations. But surely our vast association community has some associations that can and do offer a home for these young men...a place for them to gain greater skills, self-awareness, and self-worth. A place to gain important connections....mentoring....a community interested in their success. And if one does not exist, one of our existing organizations can facilitate the formation of one that does. Yes, even with our own economic woes, it can be done.

For those who are eligible to join, are we actively pursuing them or have we largely resigned seeking their participation? Is it that we've given up on this generation because we believe they have found a home with Facebook, Twitter, Skype, along with Instant and Text Messaging? It would seem that these types of technologies provide connection but not community. The kind of community that builds and affirms lives in good times and bad.

For those who are not eligible to join...what steps can we taking to invite these young men to our meetings to expand their awareness of what life could be like...with more education. Is it too much to reach out to this population in our communities (or in the communities in which we hold meetings)...at least once a year to blend cultures, ages, and backgrounds? Consider the power of spending a brief bit of time talking seriously with these young men to offer perspective and insight. For many have no opportunities in their present lives to be challenged or be sensitized of the possibilities beyond their immediate environment. 

Our membership communities practice Stanley Milgram's small world theory; you can get to anyone you want within six steps or connections. Yet, we've proven that membership-based organizations can do it faster and with fewer steps. We have something meaningful to offer....we can play a vital role in rebuilding our economy moving us all away from the "lean years."

Finally, the larger lesson here seems to be that technology does not and cannot - in and of itself - create nor foster community. That can only be done by people reaching out to people with a desire to find common ground, develop bonds, and establish long-lasting relationships.

Associations are specialists in helping people associate. We are specialists in building community. The time is now for us to proclaim our rightful place and let our presence to be known.

Member….membership. 

Clearly these two terms hold great meaning within membership-based organizations. They represent the very reason for their existence. And when operating within an association community, it would seem these terms represent and communicate something unique and distinctive. Until you step outside the “protective bubble of associations” into the larger community.

No matter what you read or where you go, the opportunity to become a “member” appears everywhere. Become a member of a price club, a credit card, a health club, a purchasing club, and an electronic network; not to mention being a member of a church and a community. The term is ubiquitous…everywhere.

Years ago, I felt as though the term had been “stolen” by for-profit companies as the next technique to increase market-share; making the individual feel “part of a special” group. With the onset of “one-to-one” and “relationship” marketing, building a membership rather than a customer base was proving to become a more productive path to building brand loyalty. At whatever point this phenomena first occurred, the meaning of the term “member” became distorted.

What this means for us is that the individuals we seek to recruit have been oriented (or disoriented depending on your view) that member and customer are synonymous terms; and ultimately synonymous roles. If this is not addressed in our literature, individuals will make their decisions based on previous association experiences and the more recent marketing strategies that inundate their world.

For us, that means two things:

(1) Building a customer base is a very different action from building a community. The roles are vastly different. Understanding and embracing that distinction by volunteers and staff will have a direct impact on how your organization develops the kind of support that resonates with your membership.

(2) Be aware that a wide range of stereotypes exist surrounding the terms member and membership. Communicating what it means to be a member (rights, privileges, duties and responsibilities) within a membership community is essential if the expectation is to secure their full involvement.  

We have the capacity to make these terms mean something special again...and in the process provide a place where individuals as members can have a transformative experience.

Here at the Institute, we’ve been examining and defining the distinctions. Preliminary descriptions are available in some of our articles on this site (see specifically, If You Build It Will They Come? The Future of Member Involvement in the Electronic Age.

More formal models will be available soon.

It was a time - much like this 30 years ago - that motivated me to return to school for advanced study. My first professional job was in a nonprofit health-related organization. So..I thought my future study would focus on public health.

But unexpectedly, while combing through graduate programs on public health, I found a "Community Psychology" program (PsychoSocial Science/MPsSc) at Penn State Univ. It promised I would understand organizations as social systems: learn how to assess the underlying root problems/real issues affecting its dysfunction (or functionality), learn how to discern where the power and influence lie...but most important .... learn how to develop an intervention strategy to achieve a desired change.

Intrigued but uncertain of its use, I pursued it. Before I even finished, I found myself as a community organizer in Harrisburg, PA - working on issues of teenage pregnancy and adolescent sexuality. And through that job...I was eventually introduced to a remarkable woman (Tin My Thein, Ph.D.) who would become my first boss in my first association (American Association of University Women) in Washington, DC.

And it was then I realized how this advanced degree in "community psychology" would have value. From the get-go, I knew these organizations had a significant role to play in our society. And, that the members of these organizations were not only 'agents of change' for their profession...but for one another. That experience and perspective has been reinforced ten-fold over the years. And I have become passionate about these organizations and their ability to provide a transformative personal and professional experience for both members and professional staff.

Fast forward to today. We've done an exceptional job at learning the business practices necessary to operate these organizations; sometimes at the expense of cultivating the membership community. These organizations at the start were no more than "supra-geographic communities." The opportunity we have as we move forward is to retain the sound business practices while learn more productive ways of building, shaping and transforming the membership community as well.

As we move foward, we expect to have more questions than answers....for that will ignite a desire to seek that which can be.....rather than accept the notion that the status quo is as good as we can get.

In what ways have you had a remarkable experience in working with or listening to members?