How to Revive Membership Organisations
Membership organisations have long been a cornerstone of professional industries, advocacy groups, political parties and community networks. ?Whether industry associations, trade groups, political or not-for-profits, these organisations have historically thrived on strong communities and a shared sense of purpose. ?However, the landscape has shifted dramatically in recent years, particularly since COVID-19. ?Many groups are now struggling to attract new members, let alone retain existing ones.
The challenge isn’t just financial—it’s cultural. ?Fewer people are willing to commit their time, money, or resources unless they see a direct and immediate return. ?The traditional sense of loyalty to an organisation has been replaced with a more transactional mindset. ?The question is no longer "Should I support this organisation because I believe in its values?" but rather, "What’s in it for me?"
This shift presents a major challenge but also an opportunity. If membership organisations want to remain relevant, they need to rethink their approach.
Why Are Membership Organisations Struggling?
The organisations I work with have observed clear trends that explain why fewer people are joining, engaging, or volunteering their time:
1. The Shift to Transactional Thinking
People still care about values and causes, but that’s no longer enough. ?Today, individuals and businesses assess involvement based on clear, measurable benefits. ?They ask, “What do I get in return?” ?If an organisation doesn’t offer exclusive opportunities, strong networking, or professional advantages, potential members simply won’t sign up.
2. Time Is a Scarce Commodity
We live in a world of constant demands—jobs, families, side hustles, and personal commitments. ?Many people struggle to justify regular meetings, events, or committee work when they’re already stretched thin. ?The expectation that members will volunteer significant time or energy is no longer realistic.
3. The Internet Has Replaced Traditional Membership Perks
Decades ago, membership organisations were the primary source of industry insights, political insights, training, and professional connections. ?Now, everything is available online—often for free. ?LinkedIn groups, specialist forums, webinars, and open-access research mean that people no longer need to belong to an organisation to stay informed or connected.
4. Membership Is No Longer Seen as Essential
There was a time when joining an association was almost a requirement for credibility within certain professions or industries. ?That expectation has faded. ?Younger generations, in particular, see membership as optional rather than essential. ?Without a strong, compelling reason to join, they simply don’t.
5. Volunteer Fatigue and Financial Pressures
Not only are people hesitant to volunteer their time, but they’re also more cautious with their finances. ?Membership fees, donations, and sponsorships have all been hit hard as individuals and businesses tighten their budgets. ?If people don’t see immediate value, they won’t justify the expense.
How Can Membership Organisations Adapt?
Rather than resisting these changes, membership organisations must evolve. ?The old model of simply expecting people to join, volunteer, and contribute without clear incentives no longer works. Instead, organisations need to rethink their approach:
1. Shift from a Membership Model to a Value-Based Engagement Model
Stop focusing on membership numbers alone. ?Instead, prioritise engagement. ?Offer flexible ways for people to connect—whether through one-off events, short-term projects, or online interactions. ?Give them multiple entry points, rather than demanding long-term commitment upfront.
2. Clearly Define and Communicate Benefits
If people are more transactional, organisations must respond in kind. ?Membership should offer clear, tangible benefits—whether it’s exclusive resources, discounts, industry influence, or career advancement. ?Avoid vague promises like “networking opportunities” and instead showcase specific benefits:
If membership isn’t solving a real problem or providing unique value, it will be a hard sell.
3. Go Digital—But Do It Right
The internet may be a competitor, but it’s also an opportunity. ?Organisations should invest in high-quality online engagement:
Instead of competing with free online resources, organisations should create premium content and experiences that justify membership.
4. Rethink Volunteering Models
Instead of expecting long-term commitments, offer short, flexible volunteering opportunities. Many people are happy to contribute—but in small, manageable ways. Consider:
Making volunteering easier and more accessible increases engagement without overwhelming people.
5. Create a Sense of Exclusivity and Influence
If membership feels like an obligation, people won’t join. ?But if it feels like an opportunity, they will. ?Organisations should reposition themselves as exclusive networks that provide access, influence, and insider knowledge.
Making people feel like they’re part of something important can increase both membership and engagement.
6. Strengthen Partnerships and Cross-Memberships
Organisations don’t have to stand alone. Partnering with other associations, businesses, and industry groups can provide additional value. Consider:
Strategic partnerships can make membership more appealing by broadening its benefits.
7. Charismatic Leadership
One of the most compelling reasons people join and stay engaged with an organisation is strong leadership. ?Inspiring, forward-thinking, and competent leaders can energise members, attract new talent, and create a sense of purpose and momentum. ?Organisations should:
People don’t just follow causes—they follow leaders. ?Organisations that invest in strong leadership will find it much easier to attract and retain members.
The Future of Membership Organisations
The traditional model of membership is fading—but that doesn’t mean organisations have to disappear. People still want connection, industry influence, and access to opportunities. The key is adapting to how they engage.
?By shifting from a passive “join and support us” approach to a dynamic, value-driven model, organisations can not only survive but thrive. ?The future belongs to those who meet people where they are—offering flexible, meaningful engagement that makes membership a privilege rather than an expectation.
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Chief Executive - Mitey : Sir John Kirwan Foundation
13 小时前Really poignant and on the mark - you can see this through the community sector with so many traditional organisations struggling to get membership numbers - People want to contribute to communities and purpose-driven organisations, but traditional membership requirements no longer fit their lifestyles. If the effort outweighs the impact, why would they bother?
Strategic leader | Stakeholder engagement | Food & fibre value chain | Independent Director | Audit & Risk Chair | C-Suite & Board advisory | Risk management
1 天前Some very sage words there Mike, thanks for sharing. Your point about creating a value-driven model is key. To do that, organisations need to understand what it is that their members or potential members want to receive (not what they want to provide). That may mean dealing with uncomfortable moments when it's realised that external value is different to internal. This is where the leadership becomes critical - change is hard, but when it's driven from a true understanding of the members or customers needs, it's got to be done.
Principal Tuhana Business and Human Rights Former Global Director Human and workplace rights The Coca-Cola Company
1 天前Amen Mike
Managing Partner Tauranga and Childcare Sales Ltd at ABC Business Sales Limited
1 天前Certainly something needs to change to optimize the value of organizations in the future.