Keys to Creating Member Value in the COVID-19 Era
Anne McInerney – NATIONAL Public Relations
COVID-19 has upended every aspect of our professional and personal lives; for many, blurring the two in a way no one saw coming.
This fall, as we respond to the challenge of a second wave and continue along our slow path to recovery, we face some harsh economic realities that will undoubtedly hit professional associations: deficits, bankruptcies and unemployment. Across the board belt-tightening is required.
Right now, your members are evaluating their expenses and fighting for their budgets. And professional memberships are on the chopping block.
Meanwhile, you’ve had to adjust your typical approach to engaging and communicating with members. Perhaps you’ve had to cancel events, delay outreach to governments or other stakeholders, and quickly ramp-up your virtual offerings.
How have you adapted to our new normal? Have you remianed connected with members? Are you aware of their perceptions and expectations? Can you meet them?
NATIONAL has worked with a broad variety of organizations this year, including those that are member-based, to transition their approach so they can continue to be effective in their communications and engagement plans.
Together, we’ve learned that changing times dictate changing approaches to member communications and engagement. And, more specifically, our shared experience has given us insight into the ‘must do wells’ for 2020 that are fast becoming the mark of communications best practice.
So, how are the best professional associations demonstrating and delivering real, tangible member value in spite of this year’s challenges?
1. They’re taking the time to check in with their members, employees and stakeholders
When you’re facing change, it’s critical to check-in with your audience. We all know the rapidly changing landscape has had an impact on your members. The question is: how much? Have priorities or values changed? What are your members thinking, feeling and doing? If you don’t ask, you won’t know – which means the important perspectives of members, employees and stakeholders are left out of planning and priority-setting.
We know engagement is the emotional connection members have with an organization, so it is important to check in with them, listen to them and engage them in the process of providing feedback. Done well, you’ll be left with an uptick in engagement – and members who are more likely to feel valued, participate and remain engaged long after the crisis has passed.
2. They’re hosting virtual meetings and events that are a cut above the rest
The bar has been raised when it comes to hosting virtual meetings. As it currently stands, good sound, lighting and WiFi are the baseline. So now organizations need to be thinking about how to create a high level of interest and engagement for virtual meetings and events. Content is king – what are you saying, who is saying it and what’s the interactive experience? In the virtual space, listening is as important as a strong delivery – and ensuring that your message is reaching each and every participant in a way that is compelling and meaningful.
3. They’re continuing to work with the media to craft their message, boost their visibility and safeguard their relevancy and reputations
In a news cycle dominated by pandemic news and economic fall-out, elections and protests, pitching and securing media coverage is akin to threading a needle. But being proactive is as, if not more, essential than ever before in creating a two-way flow of information between your association and the news media. The more proactive you are over time, the less severe the reaction by media in a crisis situation. If they know you to be open and honest through years of access, then the worst part of a crisis (the dreaded ‘what are they hiding’ storyline) can be mitigated or, at the very least, minimized.
4. They’re continuing to generate awareness and build understanding and support for the issues that matter to members, through (digital) advocacy
What has been almost true for several years has become a reality this year: if you’re doing political advocacy work, it is by definition digital. Your story, your advocates, your opposition are all taking shape online, with or without your participation.
As the House of Commons and many provincial legislatures resume this fall, many of us, including the decision makers, remain working from home (WFH) or are bracing for rolling WFH episodes as the pandemic continues. And for many in the public service, just like other fields of work, this has been exhausting. Zoom fatigue, news fatigue, childcare fatigue, work fatigue – just reading that list is enough to make you tired.
The state of general lethargy means that how we advocate for policy change has shifted toward digital, and attention has never been more tested and sought after. Digital advocacy will leapfrog ahead in 2020 as organizations embrace it more than ever out of necessity. We have learned that we can adapt and grow in a matter of days and weeks, achieving changes that historically would have taken years to implement.
It also means that the fatigue affecting the bureaucracy and elected officials seems to be less true for advocates, whose industries are pivoting in multiple ways. If 2020 has shown us anything, it is that rallying to change the status quo is top of mind. Some advocacy partners we work with report that are seeing record rates of advocacy activity. Activists are energized and will take action.
It is a good time to ask people to act.
While all of the above and the implied actions are true, we can’t forget that people are tired, overwhelmed, and facing challenges they have never met before. As we look to the winter ahead, commitments to lead with purpose, meet people where they are, create space, demonstrate value and openly and consistently communicate will serve us all well.
We hope these best practices in communication and engagement help your own planning as governments, interest groups and associations continue to respond and position themselves at a very unique time. The 2020s will give rise to more challenge and opportunity to many aspects of communication: advocacy and creating value for members are no exceptions.
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