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Guest Posts

Diversifying Your Association's Membership: Know The Answers Before You Begin

These days, many associations are looking to diversify their membership in order to survive. Diversification into additional markets outside your association’s original industry may provide some advantages—increased revenue from membership dues, additional outreach into other communities, increased sponsorship or exhibitor revenue opportunities—but also bring about the “cons.”

These days, many associations are looking to diversify their membership in order to survive. Diversification into additional markets outside your association’s original industry may provide some advantages—increased revenue from membership dues, additional outreach into other communities, increased sponsorship or exhibitor revenue opportunities—but also bring about the “cons.”

Before taking the leap into a more diversified membership, association executives need to take a step back and think strategically before proceeding. Are your current staffing levels able to handle the potential influx of new members? Will you be able to target offerings and member benefits to those outside your niche industry?

Know the answers to the following 3 questions prior to recruiting members outside your association’s industry:

1. Why diversify?

If you’re leaning toward diversifying your membership, why is this your strategy and what do you propose the end result should look like? Does your value proposition align with what these potential members will be looking for? It may be time to review your content—online and offline—to ensure that you are able to consistently provide value to this new market.

2. What will we offer?

Are you currently offering new members a reason to join? Associations MUST NOT be selfish, and just look to increase their membership number, and in turn, revenue. What kind of education are you providing? What other resources are you making available that they would find interesting (and not find elsewhere)? What kind of advocacy do you provide these professionals? All key questions to identify in order to come up with the proper membership recruitment plan.

3. Who will we invite?

Test the waters before diving in full-force. There are many organizations out there—who will you invite to join in? For example, if you are a pharmacist association, this could be pharmacists, pharmacy technicians, hospital pharmacists, community pharmacists, pharmacies, etc. Identify one market to test your recruitment campaign and determine what needs to be worked on and how you’ll measure success. Research the other organizations these potential new members could already belong to. What do these associations’ renewal timeframes look like? If they have an annual renewal that takes place every September for example, I would avoid conducting a recruitment campaign at the same time.


Once you have your answers to the above questions, your new membership recruitment marketing plan can be developed. Conduct focus groups in your chosen new, test market to identify what these potential new members would require in order to take your recruitment efforts seriously.

Have a look at other industry conferences and determine if there is an opportunity to combine and cross-educate. For example, the BC Land Summit, which brings together their respective associations for one large conference every five years. The goal of the conference to bring together professionals who are involved with land use in some form to cross-educate and network to better the respective industries in the immediate and in the future.

Incorporate various methods to attract different generations in this new industry, through direct mail, email, website updates, downloadable content, event invitations, social media and phone to ensure you are providing them communication and resources when and where they want them.

Have you expanded into new markets recently? Share your success stories. I look forward to your thoughts and feedback!

Zs came of age in an era of disruption

In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.

For example:

  • ‍Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represent only 46% of American households.
  • ‍Zs are the first generation to be born into a world where everything physical, from people to places to pennies, has a digital equivalent.
  • From the time they were infants, Zs had access to mobile technology. As a result, their brains have been trained to absorb large amounts of information, and Zs are especially adept at shifting between skills and subject matter.
  • Zs tend to have crystal-clear memories of sitting up for the first time at six months old because they can easily and quickly reference the photos and videos their parents shared on social media or saved in the “cloud”. 

Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.

Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.

Zs were raised to be competitive

In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.

With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.

Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.

Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.

Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.

Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.

In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.

Zs are career-focused.

While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.

The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.

Zs are seeking financial security. 

Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results.  Also, 71% of survey-takers have a paying job.

Zs value leaders who are positive and trustworthy.

When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.


Zs want to be challenged.

Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.

Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.


Does your organization have what it takes to engage the next generation? Take this quiz to find out.


Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.

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