In an Inc. story titled Do One Thing & Do It Better Than Anyone Else Jeff Hoffman advised:
“Become the best darn whatever-you-are that you can be. Set aside your other good ideas. The rest will follow. Find your "golden purpose" ... the reason you and your company (association) exist.”Find your golden purpose. Stick to it. Then, expand.
“What do you think happens when you try to launch three ideas at once?,” Hoffman asked. “Nothing. To implement even one good idea takes a mountain of work--strategic planning, product development, marketing pushes, financing, administration, human resources, and so much more. Taking one idea to profits is hard.”
So, what is the ONE THING that your association offers its members?
Hoffman then adds: “Once people have trust and confidence in you and your abilities, they will come to you for more. Amazon sold only books when it started, but it was the best darn bookseller on the planet. Once customers became comfortable with Amazon and loved buying books on the site, they started asking Amazon for more. Today Amazon sells thousands of products. But the company started by becoming the best at one thing.”
And, Hoffman shares some well-known examples:
- Google started out as a simple search engine.
- Zappos was just an online shoe seller.
- Richard Branson launched Virgin Records; only later did it become an airline, resort, mobile service, and even a commercial space program.
Listening to Hoffman, association success means being the best at one thing your members want or need. Focus on that one thing and do your best to deliver value to your members. Become irreplaceable to your members.
So, Hoffman encourages associations to be awesome at just one thing. That adds value. Which brings me to the second article ... Engagement, Value and Blaming the Member written by Andrea Pellegrino in TheDemandPerspective blogThis is a great article.
“If we can just get more members engaged,” associations say, “our membership retention problems will be solved! Members will find so much value in our membership, renewal will be automatic! We’ll grow and, we’ll have all the volunteers we need to staff our boards, committees, task forces, advisory boards and whatnot! It’s a win-win!”Wrong! Engagement does not drive value. Value drives engagement.
Pellegrino suggests that most associations blame their members for the lack of engagement. She says: “Value—as it is lived and perceived by the member, not by the association—is the only valid basis for engagement. The trick isn’t to convince more members to volunteer or mentor or come to meetings, or to inject “fun” into the drudgery of committee meetings. The trick is for associations to offer more engagement opportunities based around what members value so that more members become—and remain—engaged.
She offers five suggestions to help association executives increase value and engagement:
- Get to know members and customers as individuals, rather than as generic “members,” and “customers.”
- Lay out the goals of the association and decide where members’ input, interests, motivations, and experience can best be leveraged.
- Mesh what members value, time constraints and skill sets to specific association goals. Then structure engagement opportunities that match these criteria.
- Target opportunities and invitations to engage individual members or member segments.
- Most of all, stop blaming the member!
That’s where the third article comes in! In a Litemind blog posted titled Einstein’s Secret to Amazing Problem Solving Luciano Passuello offers 10 ways to use Einstein’s approach.
Start by clearly defining the problem! Einstein is quoted as having said that if he had one hour to save the world he would spend fifty-five minutes defining the problem and only five minutes finding the solution.
Here are Passeuello’s 10 tips (he offers more details in his blog):
- Rephrase the Problem
- Expose and Challenge Assumptions
- Chunk Up
- Chunk Down
- Find Multiple Perspectives
- Use Effective Language Constructs
- Make It Engaging
- Reverse the Problem
- Gather Facts
- Problem-Solve Your Problem Statement
- Start by asking the right questions and get outside your current leadership structure to ask prospects, former members, current members. (Remember Chip Heath and Dan Heath’s research on “The curse of knowledge?”)
- Determine the core value(s) for your members and prospects.
- Focus on one thing. (Remember Stephen Covery’s “The main thing is to keep the main thing the main thing”?)