If you asked them, what would they say?

During an Association Executive workshop yesterday we went off-track to a great conversation about surveys. Most association executives know the value of conducting surveys, but about half of those that were in the room say they do not conduct a survey of their membership at least once a year.

Let's begin with a thought that will ground this discussion: Members don't join to solve association problems. Members join because they want the association to solve their problems. They want their association to be relevant. Danger: don't look to your board or your loudest members to tell you what's important to them. Invest in your members' feedback with a survey.

Some great questions came up in the meeting, so here they are below, along with the answers:

1. Should I send several small surveys or one large ones? I suggest one survey per year. They should be roughly the same questions each year. This way, an association executive can review results over time. I think polls are fine more than one time per year (a poll is defined as a one-question survey for a particular purpose, and not so often that it becomes an annoyance).

2. What is a good response rate? Reliable data depends on several factors — response rate is one of them. I like to strive for a 15% response rate for an association — and it is achievable. The next factor is percentage of accuracy, or your confidence level (it is easier to rely on extreme answers, like YES or NO, than middle of the road answers, so you'll have to decide what margin of error you are willing to tolerate.) Finally, your population size: the smaller your population or sample size, the higher your response rate should be to be valid for the entire membership.

3. Should I share the findings? One way to actively listen to your members is to show them you hear them. The best way to do this is to share the handful of the loudest or most revealing results, and say what you plan to do with them. Communication creates confidence, and confidence helps build trust.

4. What about focus groups? I love focus groups for specific, direct feedback on a specific topic. I wouldn't substitute a focus group for a survey. The sample size is too small.

5. How long should surveys be? A survey should ask the questions you most want feedback about — but no longer than 15 minutes to take the survey. You'll be wise to tell your members how long the survey will take and how you will show your appreciation for their time (see next question).

6. Should I offer an incentive? Yes, I rarely achieve the response rate an association needs without some kind of incentive. This can vary from 1 year free dues or fees, to a $25 gift card. Members are busy, so an incentive almost always improves response rates.

7. How can I assure members that the survey is confidential? One option a CEO suggested is surveying your members after a big meeting, in person. This way you can collect anonymous results. I don't recommend that option for one important reason: it doesn't represent an adequate sample size. You achieve an adequate sample size with either a random sample or your entire membership. Those members who attend meetings are a demographic of their own; they are not random. An electronic survey records email addresses; therefore, if this anonymity a priority, you might consider a third party to administer your survey.

And finally some advice no one asked for but I think is very important: Decide on the goals of your survey in advance. Don't just survey for satisfaction purposes. If you don't really want to know if your members find their membership valuable, then don't ask. And if you ask, be sure to follow up with questions like "What makes your membership most valuable?" and then "What one thing the association can do to make your membership more valuable?"

Collecting feedback should be as much a system as any other system you have in place. You'll see the value of conducting an annual survey year after year when you have the data to compare your results over time. Using your survey results to set new goals is productive. Setting new goals and then measuring improvement year-over-year will keep you relevant.

To serve members well I would share the following rule...associations should formally solicit feedback from members one time per year. Why? Because there is one person who can tell you if you are on the right track, and that's your members.

If you asked them, what would they say?

Communicating the Top 10 Benefits of Membership

When someone asks me the question about how to list or display the top member benefits, I ask the Association Executive what they think are the top benefits of association membership? Many times, that list includes features (a list of tools, offerings, classes, services, plans) described as “benefits” of membership. Beware the laundry list of benefits.

Benefits vary from person to person, but there are only a few true member benefits to any one member at any particular time. They usually fall into three categories: 1) What’s in it for our profession,  2) What’s in it for me as a business owner?  3) What’s in it for me as a practitioner to become better at what I do (or keep my license)?

I would limit your member benefits to  a few, and answer about the significant processes, tools, offerings, or services that you do really well and what it means to the member; the important things that members can count on you to deliver consistently from person to person, every time you interact with them.

I think association executives have a perfect opportunity to ask their board of directors together to talk through your most valuable member benefits. I promise you will spur some great discussion about what you do well today, and what you'll want to work on for the next 24 weeks of 2010 and into 2011.

Communicating the Top 10 Benefits of Membership

E-mail Etiquette: What's the First Thing You Want to See in Your Inbox in the Morning?

Each morning, I admit, while my single-cup coffee is brewing, I glance at my blackberry out of habit to see "what's going on". I also admit, I am rarely up after 10pm, which is when many of my vendors and colleagues do their best work. So often I'm getting answers and questions, and to-do's to move projects to the next step. Then there are mornings when I wake up only to this (see the image right over here).

Maybe others share my habit. I read from a so-called expert that if you want someone to read your e-mail, send it at 6:30am. I confess, I read some email as early as 5am. Listen, I don't want it to be from my association, and I don't want it to be even my own e-newsletter. PLEASE...

I will tolerate a "past due notice" from my hosting service, or a subscription. It's a gentle reminder of what I should do that day. 

So it got me to thinking about the best time for associations to send e-newsletters, calls to action, latest market statistics, education reminders, and other information material. So here's a list of rules I am establishing for myself as a mid-year resolution that you might want to think about too (July 5 seems a good half-way point in the year):

1. I will clearly identify the headline with a compelling title that will encourage my clients, future clients, and my followers to read it.

2. I will carefully shorten the topic of each of my three articles with a working link, so readers can make an educated decision to read it.

3. I will insert a relevant video or cartoon to entice, entertain, and educate my readers.

4. I will measure my open rates and links to see what my readers seem to be interested in. I'll take action to keep getting better at it.

5. Regardless that I only send one "mass" e-communication each month, I will send it on the same day, and the same time, but never first thing in the morning. 

My "first things" are for catching up on what I don't get to do the other 23 hours of the day. So unless I owe you something, or have a spectacular idea for you, I will not send general information first thing in the morning. Deal?

E-mail Etiquette: What's the First Thing You Want to See in Your Inbox in the Morning?