Younger association members know
what they want, and they have specific preferences for membership associations. Millennials are generally a tech-savvy and frugal group who value work/life balance,
personal fulfillment, and connection. They want a clear sense of the benefits
of being a member, something they generally don’t feel they are getting now. Mission
impact and community service are significant deciding factors for Millennials
and Gen Z. Career-focused messaging, personalization, and á la carte pricing
are the most effective ways to connect with young members. Gen X and Boomer
members expect the same.
Connection and fulfillment are
universal desires for members today, from memberships in trade associations to
cultural institutions. According to
trend tracker Colleen
Dilenschneider, “Supporting the organization’s mission matters a lot – mission-motivated
members are more likely to buy higher-level memberships, renew their
memberships, and find greater value for cost in those higher memberships that
they are purchasing. A problem, however, is that not all cultural organizations
recognize the importance of highlighting these benefits and instead focus almost
exclusively on transaction-based benefits.”
Associations used to be the place to go for ongoing professional development and engaging conversations
with colleagues in your field. That is no longer the case as members use free, open-source alternatives such as webinars, online courses, and
LinkedIn video content. Co-working spaces and meetups are ever-present
substitutes for busy people seeking connections on terms. Associations can
distinguish themselves by focusing on the credibility and brand of their
offerings and highlighting their high-touch, in-person interactions.
Your members have more options
than ever. Engage in ways that are meaningful to them.
Karla Raines of Corona will be joined by her friend Gretchen Kerr, COO of the Children’s Museum of Denver at Marsico Campus to chat about the power of a 20-year visioning horizon. The Museum’s new 2030 Master Plan used a long horizon to leap over the usual constraints of shorter-term thinking. Moon colonization? Autonomous vehicles? Yes and yes.
Using a case study approach, we will share the advantages of
a longer horizon, discuss the essential topics to explore, and share how your
scan can illuminate possibilities you hadn’t envisioned as you build buy-in for
an exciting future.
We all love a good story. There is increasing evidence that storytelling is one of the most effective ways to communicate information that
will be retained by an audience. An analysis of the 500 most popular TED talks demonstrated that more than 65% of the
content was storytelling. The ability to communicate a clear and emotionally resonant
narrative of impact is essential for nonprofits and purpose driven
Three of Corona’s associates will take you past the buzzword
of storytelling and breakdown what makes for an effective impact narrative. You
will learn how tools of strategy, qualitative research, and quantitative
analysis can help your organization share the story of why you matter.
SWOT analysis, one of the most prevalent tools in strategic
planning, is in dire need of an update. Can you name another tool that hasn’t
evolved in 50 years? To put it in perspective, it is akin to using a rotary
dial phone in the age of the tech-enabled smart phone.
Karla Raines, Corona’s strategy guru, will share four notable shortcomings in the existing approach and highlight innovative alternatives that will position nonprofits to make the most of their next strategic analysis. Once you understand the shortcomings you will be primed to consider alternatives, including how to optimize your next SWOT.
We sat down
recently with Mike Yankovich, Gretchen Kerr, and Amy Burt of the Children’s
Museum of Denver at Marsico Campus to reflect on our work together. We asked them to take us back to
Twelve years ago, our
hero’s journey began, as many do, with a quest for knowledge. Feeling a bit
like the cartoon character “Underdog,” the Museum knew they had potential to
make a more notable impact on the community yet weren’t quite sure how to get
there. The facility was a bit too crowded—a theme that would emerge again in
later years. Their search for answers led them to Corona Insights, as the
Museum endeavored to gather customer insights to determine how to make the most
of the available space, enhance quality, and solidify their reputation.
leader is tasked with creating meaning for their teams. They answer questions
like, “Where are we going? How will we get there? Why is our work important?
What matters most to our customers?” The role of “meaning maker” is especially
relevant given the frenetic pace of the change. When you lose sight of where
your organization is going over the next 3 months and 3 years, the
hyperactivity of today is that much more distracting. Before you know it, your
organization has shifted course by default rather than intention.
As we learn to “say
no to say yes” we give ourselves permission to focus on how we truly make a
difference for others. No matter how large our organization, ultimately there
is another human deciding to engage with us. Its important not to forget the
For more insights on strategic leadership listen to my interview on the Groler Podcast.
Research Program’s operating
environment is both complex and demanding.
So too are its internal operations. Add to that a group of MDs, PhDs,
JDs, researchers, and other smart folks and you have the potential to spend the
better part of your retreat down the rabbit hole as you endeavor to address
individual needs for clarity, and a desire to understand a few details to the Nth degree.
We sat down recently with board member Ken Dawson to reflect
on their most recent board retreat. Ken is retired from the insurance industry.
A few years ago, he joined the community engagement committee of CCRP and then
was recruited onto the board of directors. This is Ken’s first time serving on
a nonprofit board. We initially worked together in February 2018, when I
facilitated CCRP’s annual board retreat.
We are thrilled to celebrate the creation of the College of Arts, Humanities & Social Sciences at the University of Denver.
The creation of the College is a direct result of their strategic planning process. The exciting Keystone Strategic Plan commits the college to nothing less than the transformation of the liberal and creative arts education in alignment with the University’s transformation under DU IMPACT 2025.
What role will the social sciences, arts, and humanities play in a world that increasingly operates through artificial intelligence, the internet of things, and big data? A very important one. The careers and lives of tomorrow will be defined by distinctly human qualities such as ethical judgment, creativity, adaptability, agility, and storytelling.
“This plan represents the best of our strategy work at Corona. We are thrilled with the resulting plan and look forward to the momentum and positive changes it creates for the students, staff, faculty, and alumni of the college,” said Karla Raines.
Read the full press release here. See the video that DU produced about the plan below.
While that statement might seem far-fetched, after all it wasn’t that long ago that we were getting used to the idea of a digital native as a person familiar with computers and the Internet from a very young age, it isn’t too early to plan for a future defined by virtual reality. Children born over the next two decades will grow up with it. Not only will these children grapple with developing their own imaginations, they’ll be discerning what is really real from what is virtually real. Might the 2 year-old of 2030 have a virtual imagination?
It’s time to get ready. Parents, care givers, educators and children’s museums will be shaped by this new reality.
You read it here first. Virtual native – a person familiar with virtual reality from a very young age.