There was a lot of talk about measuring and scoring member engagement at December's ASAE Technology Conference.
People talked about scoring systems. People talked about tech platforms to track and report on the scores. People talked about engagement as the key to recruitment, retention, and upselling, whether that means getting members to invest money by buying stuff or invest time by taking volunteer positions. People talked about rewards for engagement. People talked about engagement being the core of the association value proposition.
We're all on the engagement bandwagon, yes, sir, we are!
So what's the problem?
I might have missed something, but nearly all the talk about engagement I hear was about scoring, tracking, and rewarding what the association values. We value committee service, so we give it a high score. We value spending money with the association, so we give it a high score. We value getting articles written for free for our magazine, so we give it a high score.
Spot it yet?
The perspective is totally backwards. Tracking, scoring, and rewarding what the association values tells you precisely zip about what the members and other audiences (do we even consider audiences outside the membership?) value about their interactions with us.
In other words, we're focusing our resources, our attention, and ultimately, our value proposition on what the association values, not what the members value.
And then we wonder why the membership model is in trouble.
What if we changed our engagement model to start with conversations with members and other key audiences about what they value about their interactions with the association and the other members and key audiences, then based our scoring and rewards on what they value? How would that change our value proposition? The way we invest association resources, including money, staff, and time? Our organizational focus? Our members' sense of involvement in and ownership of their association?