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Do staff regularly conduct memberresearch? Are listening tours, welcome calls, or member interviews on your list of to-dos? When testing new benefits, do you ask for member feedback? But memberinsights are hard to come by. Members are busy, and likely they will continue getting busier in the future.
Member workplace challenges. This memberresearch report from Halmyre Strategies describes the challenges faced by various professions as a new generation enters the workforce , including burnout, work-life balance, client demands, value of credentials, diversity, and changing workforce roles. . Ok, and then what? 1 CAE credit.
When it comes to memberresearch, and maybe even feedback, your board is not a reliable source. Board members may: Remember the good old days and want to return the association to that time. Come from a few enormous organizations with extensive resources. Be much more advanced in their careers than the average member.
This is great advice but it is awfully hard to do when we don’t know our members’ why. For every action (or inaction) members (and non-members) take there is a why. As established organizations, knowing our member’s why helps us develop and communicate our why.
They believe the mission or the promise of the organization is critically important and they know the association needs to improve. They are going through some massive cultural shifts as they reorient the decades old organization toward the future with a new focus on rapid innovation. How does this apply to memberinsights?
In preparation for other strategic planning processes the association conducted quantitative member surveys but found the results were not all that actionable because there continued to be so many unanswered questions. With this in mind they decided to test out a qualitative research methodology as input to this strategic planning process.
While conducting memberresearch new members and long-time members share why they engage with their association (and why they don’t). Because they are ready to switch organizations and they know networking can help them secure a better job faster.
Often from the board, sometimes from members, periodically from volunteers, and maybe from staff. Most of the time, the feedback is directed at the organization. We want to be responsive to our members, but wouldn’t it be great if we knew if the feedback was correct or not? Sometimes the feedback is personal.
Our members are self-centered. Our members have… no time. Only organizations that solve our member’s problems, speak their language, and understand them will get their time and attention. Not in a bad way, we are all self-centered. and their attention is scattered.
Day 1 is the term that Jeff Bezos uses for an organization’s startup and growth phases. He talks about “Day 1 vitality” which I assume he means when organizations are delivering to their customers’ much needed great value. We can change the organization’s strategy. Day 2 is the spiral of decline.
Whenever I started a new job, I would schedule one-hour meetings with my colleagues to learn about the organization, their job, their goals, and how I could help them. Rather than feeling like I was wasting time in meetings, I felt like this productively launched my time at the organization.
The data showed that the organization had a 96% satisfaction rating and that thrilled one professional. Two people were talking about the same data represented in a chart, but you wouldn’t know it. The other professional focused on how dissatisfied the remaining 4% were.
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