Can you say what the purpose of members (or, more simply, people) are in your organization?
I don’t mean something generic such as “to help us achieve our mission” but more to the point. How do people help meet the mission? What can they do? What is their role? What can a person (or a member, donor, supporter, volunteer) hope to really, tangibly do to be part of your team that is working so hard for change in the community?
The other day I wrote about the role of people in our organizations. We spoke of people generally but were mostly thinking of staff and other direct team members that are actively part of the day-to-day workings of the organization. How these people fit into and excel in our rapidly evolving organizational systems is critical to the success of nonprofits, social ventures and other organizations. The role and value of people in the organizational context is changing, as Maddie Grant gets at in her Future of Work: A Manifesto.
But staff/team members are only part of the puzzle. In a highly networked and social media driven world, organizations are asking more from supporters and relying on them for their word of mouth, their networks, their time, their likes and retweets, and, of course, their money. All of that (and more) is important to organizations.
What IS the purpose of your people?
But what is the purpose or role of members/supporters in any given organization? What is the mission of the member? WHY do organizations have members (or email list subscribers or social media supporters)?
While at The Wilderness Society I kicked around the idea of a “member mission statement.” The organization has, of course, its own mission statement that you can find if you look for it. But it says nothing about what people (aka members, fans, followers, donors, supporters, and so on) can actually DO with/for/alongside the organization.
A member mission statement would have two audiences. The first (and most important) is the organization and its staff. The days when a “membership department” sent out recruitment and renewal notices while (perhaps) a volunteer organizing unit had people make phone calls or mail literature are gone. Every person in your organization has a public-facing role and is, whether they know it or not (or like it or not), interacting with members. It helps them to understand and appreciate the organization’s plan for people. And, to be clear, by staff we don’t mean just the membership and/or development department. We mean everyone.
A member mission statement is also for the members/supporters. We don’t understand why more organizations don’t clearly spell out what the expectations (or hopes) for a member are at the beginning of the relationship. Talk about the need for people to take action online, give money, tell friends, and meet or get involved with local chapters, for starters. Lay it out there. This isn’t about a newsletter and some emails. This is about you and how you will make a difference. On the flip side, say what you will provide to them.
More than anything, be clear about what the organization needs, wants, hopes for from people. Don’t keep those needs inside. Share them with the members and subscribers themselves. If you can’t or don’t want to be transparent about it then a problem exists. Go for it, instead. Tell everyone what the deal is and get going. There is a lot to do.
Photo via flickr, Tom Simpson.