Membership

In recent months I’ve seen several cases where individual members have pursued their association with such ferocity you’d think they were trying to bring it down altogether. At best, it’s puzzling. At worst, it’s toxic. Either way, it’s worth understanding why this pattern is becoming more common, and what it means for the leaders charged with holding these organisations steady.

I’ve been conducting a process review recently. As always, it’s fascinating how every conversation follows the same pattern: Ask someone how the organisation operates, and they’ll tell you exactly what’s wrong - with everyone else’s area. Marketing takes too long to sign off. Finance slows everything down. IT doesn’t understand the business. HR gets in the way. Leadership lacks focus. But when we get to their function, their processes, their team, and their role, the tone shi

Membership and professional associations are rarely short of activity. Reports are published, events delivered, campaigns launched, and committees convened. Each quarter brings a new flurry of outputs that fill board papers and populate dashboards. Yet for all this activity, genuine impact, the kind that changes behaviour, shifts policy, or strengthens an industry, remains notoriously hard to prove.

WWE’s pricing surge exposes how fragile loyalty becomes when perceived value fails to keep up with cost. The product itself isn’t poor (storytelling and in-ring quality have arguably improved) but the experience hasn’t doubled in quality, even if ticket prices have

The Netflix analogy has become a favourite in the membership sector. Leaders talk about “being more like Netflix” or “moving away from a Blockbuster model.” It sounds compelling, modern, inevitable. Yet when asked what this looks like in practice, the answers can become vague. Streaming-era language without streaming-era systems does not deliver streaming-era results. To turn the Netflix aspiration into a real member experience, we need to understand what the streaming model

This sector doesn’t need more sponsors. It needs collaborators. The kind who bring ideas, challenge assumptions, and deliver capability members can feel. I stand ready to do that work, and many, many others do too. The question is whether associations are ready to meet us there.

Membership organisations are constantly juggling the need to listen to their communities while also innovating to stay relevant. Every new benefit, pricing model, or service tweak comes with a familiar question: how will members react? Traditionally, the answer has been found through surveys, focus groups, or pilots, all of which are valuable, but can also be slow, resource-intensive, and vulnerable to “respondent fatigue.” Enter a new and increasingly powerful tool: syntheti

Who could argue with fairness? Who wants to be accused of gatekeeping in a world obsessed with openness, inclusion, and accessibility? But the reality is that for membership organisations, this way of thinking can be fatal. When everyone has access, the very purpose of membership disappears.

Over recent months, the UK trade association sector saw a slew of new CEO announcements and each had something in common: a middle-aged white man taking the helm. I am categorically not questioning the abilities of the appointees because each individual brings invaluable experience and dedication to their new organisations; but when the outcome is always the same, it tells us something important about trade associations, i.e., their leadership pathways are too narrow and too

Membership organisations exist to serve, represent, and empower their members. Yet in too many boardrooms and inboxes, the people running those organisations find themselves on the receiving end of cynicism, contempt, or outright hostility. It's time to bust some myths.

If you’ve ever sat on an association committee, you’ll know the rhythm: a packed agenda, familiar faces, and the creeping sense of déjà vu. Decisions inch forward, minutes pile up, and enthusiasm quietly ebbs away. Committees have long been the workhorse of association life: part governance, part member engagement, part legacy; but maybe, just maybe, they’ve had their day.

A calculator doesn’t decide which sums I should do; a keyboard doesn’t dictate what I should write; and AI is no different. Its real value is in how it fits into your work, your needs, your priorities.

Opening a business bank account should be straightforward, yet for many membership bodies, trade associations, charities, clubs, and professional societies it has become anything but. Over the past two years, an increasing number of organisations have reported long delays, outright refusals, or sudden account closures. For bodies whose very survival depends on secure banking facilities, this is more than an inconvenience. It threatens credibility, financial stability, and mem

Talk of new models isn't new. Before COVID-19, the sector buzzed with talk of subscriptions, micro-payments, and modular benefits. Then came the pandemic, which forced experimentation but also prompted many to retreat to safe ground once events resumed. The result is paralysis. Organisations know they need change but fear the perceived risks. Adjusting the business model means rethinking the very systems that underpin income. It feels dangerous, even existential. Yet risk

Associations and professional bodies increasingly face the same dynamics. Membership today is borderless, always on, and profoundly portable. For associations and professional bodies, the challenge is to build systems and cultures that reflect this reality, so that no matter where your members are, they feel their community is right there with them.

One of the most persistent challenges I encounter in association governance is the member who insists that, by virtue of paying their annual subscription, they are entitled to see everything: board minutes, confidential contracts, draft strategy papers, detailed management accounts, even notes from development meetings.

The association sector is full of grand strategies, slick digital platforms, and promises of “the next big thing” in member engagement; but when economic turbulence hits and budgets are tight, the organisations that thrive aren’t necessarily those chasing the shiny and new. Instead, they are the ones doubling down on the fundamentals, i.e., the “back to basics” essentials of recruitment, retention, and relationships.

The technology gap between native apps and mobile websites has closed. Today’s responsive sites scale beautifully across devices, offering smooth navigation, embedded video, and interactive features. Progressive Web Apps (PWAs) go further: they allow offline access, background updates, and even push notifications, all without the friction of app downloads.

Shared leadership is not a shortcut to inclusivity. It is a demanding model that requires clarity, trust, and discipline. Done well, it can harness complementary strengths and broaden reach. Done badly, it confuses, divides, and weakens.

I recently completed an Independent Non-Executive Director (iNED) recruitment process for a client. As part of closing the loop, I...