Communicating the value of membership: your special role in membership development.

Think back to when you first joined your association. You may have been attracted by the association's brochure . . . or its lobbying . . . or its helpful publications. But chances are, what clinched your decision was the enthusiasm of someone who was already a member.

If so, that's a typical experience. Nothing "sells" an association like the witness and example of current members and leaders.

As a volunteer leader of your association, you play a special role in membership development. By leadership and example, you can communicate the value of membership, lead others in recruitment and retention, identify members for leadership roles, guide staff planning and implementation, and ensure that your association responds to member needs.

Planning guidance

Unless your association is unusually small, you won't get into the nuts and bolts of membership development activities: developing detailed plans and budgets, producing mailings, and tracking membership data. Those kinds of planning and implementation are staff responsibilities.

However, you and other leaders will guide membership planning. As the association's eyes and ears in the field, your firsthand knowledge is an important supplement to staff surveys, telephone and mail contacts, and other experience. Your membership committee and board will help define membership messages (What issues are hot? What benefits are most important?), identify prospective member segments, pass on valuable feedback from the field, and help spot possible problems and opportunities.

Reaching out

Volunteers also extend staff resources by playing a direct role at appropriate times. For example, your board might be asked to

* help develop lists of possible prospects in their geographical area;

* solicit members by personalized letter or phone call;

* staff exhibits or membership displays at meetings;

* provide testimonials for brochures or displays;

* make a personal pledge to recruit members;

* participate in a member-get-a-member campaign; or

* host a local event for prospective members.

Did you know that one of the most common reasons given for not joining an association is "Nobody asked me"? Your invitation can be the personal touch many prospective members need.

You can add that touch after members join, too. To retain members, make them feel welcome and needed. Did someone join at your invitation? Send that person a personal thank-you letter. With your executive committee, greet new members at an orientation session or special reception. Follow up with non-renewing members by mail or phone.

You can also identify and groom future leaders. Seek out members with potential and encourage them to run or volunteer for leadership roles.

Model of involvement

Activities appropriate for your participation will depend on your association's membership plan. You'll need a calendar for follow-up calls or personal contacts. But your role in membership development is really much broader.

Association officers are models of involved membership. If you, as a leader in your industry or profession, find the time to participate . . . if you use the association's products and services . . . if you act as a mentor . . . others will be inspired to do the same. If you remember to ask others whether they are members, to enclose a brochure, to mention upcoming events, you will boost the association's visibility.

It's hard to get members involved these days. Everyone has more commitments and obligations, and less time for association activities. So don't forget to keep up with the times. Mention your association's Web page, your e-mail address, your fax service, and other channels for quick access.

Ultimately, you want others to think they don't have time not to be a member, because the professional or personal payoff is so great. Your example sends that message most effectively.

Cynthia Davis, CAE, is executive director of the National Association of Workforce Development Professionals, Washington, D.C.