By Jacobs, Sheri
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Extra info for Membership essentials: recruitment, retention, roles, responsibilities, and resources
Underestimating the ability of your members and prospects to comprehend intangible benefits can weaken your value proposition. We all understand that everything in life can’t be counted in dollars and cents, and you can play up the fact that some things your association does are priceless. When describing the value of intangible benefits, you might say: “Through our public service campaigns and the 40 million media impressions that followed, we helped increase public awareness of the important role you play in the business world.
Printed Name Signature Date G o v e r n a n c e a s I t R e l at e s t o M e m b e r s h i p 3 7 Now, does what has just been described mean that directors are not and should not be (to varying degrees) “doers”—rolling up their sleeves and undertaking tasks? Are their functions merely, though not inconsequentially, limited to governance and policy (as per the ASAE Bylaws)? Absolutely not! There certainly are hands‐on functions that directors can and should undertake, both to fulfill their duties and to advance the organization that they represent.
There is no commonplace standard in this area; practices vary widely. 40 membership essentials Similarly, there is no prevalent practice in terms of dual memberships being optional or mandatory. Ernstthal in Principles of Association Management (pp. 61–62) advised associations contemplating a chapter‐based structure (or examining the continued viability of an existing structure) to “consider whether membership will be integrated—that is, whether a member must belong to the national organization in order to belong to a state or local chapter.