Text

<h3 style="white-space:pre-line">Specialising in AI, Strategy, Sponsorship, Research, &amp; Membership</h3>

Recent blog posts

Across the world, many associations are quietly dying.Not with a bang – but with a slow fade. A creeping irrelevance. A loss of energy, clarity, and purpose. They still hold meetings. They still run conferences. But the spark is gone. And most don’t even realise it’s happening – until it’s too late.Sound extreme? It’s not. It’s history.There’s a centuries-old pattern playing out in boardrooms, strategy sessions, and member communities right now – one that mirrors the rise and fall of civilisations. It’s called the empire cycle, and once you see it, you can’t unsee it.Originally used to explain how great empires grow, peak, and decline, the cycle has startling relevance for associations. It offers not just a lens to diagnose where you are – but a wake-up call for what comes next.Because the truth is, if your association is stuck, stagnant, or slowly slipping into comfort… you may already be deep in the cycle.Let’s break it down.<h3>📜 Where the Empire Cycle Comes From</h3>The “empire cycle” isn’t just an abstract metaphor. It was introduced by British historian (and former army officer) Sir John Glubb in his 1976 essay <a data-mce-href="https://people.uncw.edu/kozloffm/glubb.pdf" href="https://people.uncw.edu/kozloffm/glubb.pdf" target="_blank" rel="noopener">The Fate of Empires and Search for Survival</a>. After studying over 3,000 years of history, Glubb identified a striking pattern: civilisations as different as the Roman, Persian, and British empires all followed a similar trajectory over an average of 250 years.Each began with passion and pioneering energy. They grew, flourished, and became dominant forces. But eventually, they softened. Internal strength gave way to external appearances. Purpose gave way to comfort. And decline followed.He mapped this decline in seven distinct stages:<ol><li>🌱 The Age of Pioneers (Outburst). The raw, courageous beginning. This is the stage of sacrifice, risk-taking, and bold vision. Empires (and associations) are built by those who say, "There has to be a better way," and then commit everything to making it real.</li><li>🛡️ The Age of Conquests. Now the empire pushes outward – expanding reach, establishing influence, and building foundations. Not always through war; often through influence, alliances, and movement-building.</li><li>💼 The Age of Commerce. Stability brings prosperity. Trade, wealth, and structure rise. But so does complexity. Systems are formalised, and roles are professionalised. The momentum continues, but the mission becomes more managed.</li><li>💎 The Age of Affluence. With wealth and comfort comes a softening of drive. Luxury and reputation replace hunger and hustle. Risk is avoided. Maintenance replaces movement.</li><li>🧠 The Age of Intellect. Now come the debates, white papers, and think tanks. Intellectual activity flourishes, but it often disconnects from meaningful action. The system becomes self-referential.</li><li>😬 The Age of Decadence. Courage gives way to cynicism. Civic duty fades. Infighting grows. Energy is spent defending tradition, not pursuing purpose. Everything slows down.</li><li>🏩 The Fall. Collapse comes – sometimes suddenly, sometimes through slow erosion. The causes vary, but the pattern is predictable. And for many, it comes as a shock.</li></ol><h3>🧭 The Empire Cycle: How It Shows Up in Associations</h3>Here’s how Glubb’s seven-stage model plays out in the life of an association:<ol><li>🌱 The Age of Pioneers: Purpose Ignited. Every great association starts with a group of passionate people who see a gap and say, “We have to do something.” It’s raw, grassroots, and driven by purpose over process. Budgets are tiny, but belief is huge. Signs: Founders with fire in their bellies. Rapid early growth. Everything feels mission-first and member-powered.</li><li>📈 The Age of Growth: Momentum Builds. The association gains traction. Formal structures appear. Systems are implemented. Events begin. Membership expands beyond the original core. Signs: Strategic plans, national visibility, early staff hires, steady revenue growth.</li><li>💰 The Age of Prosperity: The Golden Era. The association becomes a known and trusted leader. Advocacy wins stack up. Conferences thrive. It’s stable, respected, and professionally managed. Signs: Surplus budgets, high-profile partnerships, polished branding, pride in legacy.</li><li>🛋️ The Age of Affluence: Comfort Creeps In. Success breeds comfort. Legacy programs linger. Risk aversion sets in. Innovation slows. The original mission may still be on the wall, but it no longer drives decisions. Signs: Bureaucracy increases. “We’ve always done it this way” becomes a default response. New ideas stall in committees.</li><li>🤔 The Age of Intellect: Strategy Over Substance. More talking, less doing. Committees multiply. Reports and strategy decks abound, but bold action is rare. Members disengage as the organisation focuses inward. Signs: Over-reliance on consultants, endless planning cycles, disconnect from frontline member experience.&nbsp;</li><li>⚠️ The Age of Decadence: Decline in Disguise. The brand may still hold weight, but the engine is sputtering. Internal conflict rises. Staff burn out. Younger members don’t see the relevance. Yet from the outside, things still look fine. Signs: Falling engagement, stagnant offerings, declining trust, reliance on reserves.</li><li>🏚️ The Fall: Obsolescence or Collapse. Some associations fade quietly. Others collapse more suddenly – through failed governance, financial crises, or an external disruption that finds them unprepared. Either way, the fall usually feels “sudden”… even though the warning signs were there for years.</li></ol>But here’s the twist: the fall usually comes as a shock to those inside – because they’ve mistaken legacy for relevance.<h3>&nbsp;🔄 Can the Cycle Be Broken?</h3>Yes – but not by accident.&nbsp;The empire cycle is a pattern, not a prophecy. And associations, unlike empires, have something powerful on their side: conscious leadership. If you can recognise where your association sits on the cycle, you can choose to renew rather than decline. That means:<ul><li>Reconnecting with your founding purpose</li><li>Replacing bureaucracy with responsiveness</li><li>Daring to innovate before decline forces you to</li><li>Involving members in shaping value, not just consuming it</li><li>Making hard calls about legacy programs that no longer serve</li></ul>Renewal doesn’t mean starting over. It means returning to what made you relevant in the first place – with fresh eyes and renewed courage.<h3>💬 Which Stage Are You In? </h3>Every association is somewhere on the cycle. The question is: where? And more importantly – what are you doing about it?&nbsp;If your strategy isn’t shifting behaviour, if your members are disengaging, or if your board is avoiding hard calls, you may be closer to decline than you think. But here’s the good news: the early stages are always available to those with the courage to act.Let’s not just study history. Let’s learn from it – and lead through it.<h3>📣 Thinking About Your Strategic Direction? Let’s Talk.&nbsp;</h3>If your association is at a crossroads – or you suspect it might be deeper in the cycle than you’d like to admit – now is the time to act. Whether you’re planning a reset, refreshing your member value proposition, or overhauling your strategy entirely, I’d be glad to help you make sense of the path ahead. I work with associations of all shapes and sizes to navigate complexity, realign with purpose, and reignite momentum. If that’s what you need right now, let’s start the conversation. 📧 <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au" target="_blank" rel="noopener">belinda@smsonline.net.au</a> 📞 +61 (0) 413 190 197You don’t have to wait for a crisis to do something bold. Sometimes all it takes is the right nudge at the right moment. This might be yours.

The Hidden Pattern That Explains Why Associations Rise, Stall, and Collapse

The AI conversation is growing louder. But AI isn’t reshaping the world equally. Some professions are being transformed at lightning speed, while others are barely touched. And the organisations best placed to help industries navigate that uneven impact? Associations.A new study from Microsoft titled “<a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935" target="_blank" rel="noopener">Working with AI: Measuring the Occupational Implications of Generative AI</a>” offers the most in-depth real-world insight we’ve seen yet. It examined over 200,000 AI interactions across 14,000 users from a diverse range of sectors and roles.The takeaway? How AI impacts you depends entirely on what you do – and that means every association must understand its unique risk and opportunity profile.&nbsp;And if your association isn’t leading the AI conversation in your industry, someone else will. And your members will follow them.<h3>🎯 AI Isn’t Coming for “All Jobs” – Just Some Tasks in Some Jobs</h3>The study took a practical approach: instead of asking experts to speculate on AI’s future impact, it analysed how real people across occupations are already using AI. And what it found is sobering and strategic. AI is being used for five core tasks across industries:<ul><li>Writing and editing</li><li>Summarising or explaining</li><li>Coding and technical support</li><li>Teaching and coaching</li><li>Translation or transcription</li></ul>The more a role involves these types of work, the more susceptible it is to disruption (or enhancement) from generative AI.<h3>🔍Industries Most Impacted by AI</h3>Based on real-world usage, here are the occupations and sectors most exposed to generative AI – where it's not just being tested, but integrated into daily workflows:High Impact / High Exposure Industries:<ul><li>Computer &amp; Mathematical Professions: Software engineers, data scientists, systems analysts</li><li>Office &amp; Administrative Support: Executive assistants, scheduling clerks, customer data entry</li><li>Sales &amp; Customer Support: Inside sales, technical sales, customer service reps</li><li>Writing, Editing &amp; Content Development: Copywriters, editors, communications professionals</li><li>Translators &amp; Interpreters: Particularly for written or simultaneous translation</li><li>Education, Training &amp; Coaching: Learning designers, tutors, knowledge managers</li><li>Legal Support &amp; Analysis: Paralegals, legal researchers, compliance documentation</li><li>Marketing &amp; PR: Content marketers, SEO specialists, media advisors</li><li>Financial Services: Budget analysts, insurance underwriters, auditors</li></ul>Moderate Impact – Partial Task Replacement:<ul><li>Medical Records &amp; Billing</li><li>Journalism &amp; Media</li><li>Human Resources &amp; Recruiting</li><li>Real Estate &amp; Property Management</li></ul>Low Exposure / Low Current Impact:<ul><li>Construction &amp; Trades</li><li>Nursing Support &amp; Patient Care</li><li>Hospitality &amp; Food Services</li><li>Transport &amp; Logistics (manual roles)</li><li>Machinery Operators &amp; Installers</li><li>Agricultural Labour</li><li>Early Childhood Education (practical care)</li></ul>These “low exposure” sectors involve manual tasks, physical dexterity, on-site presence, or emotional labour where AI either struggles or is simply not fit for purpose… yet.<h3>🧭 What Should Associations Do?</h3>This is not a spectator sport. Associations are ideally placed to convene, educate, regulate, and lead their industries through this transformation. Here’s what that looks like:1. Understand Your Sector's AI Exposure<ul><li>Conduct a task-level review: which member roles involve high AI-applicable tasks (writing, summarising, teaching)?</li><li>Run a pulse survey: how are members currently using tools like ChatGPT, Claude, or other platforms?</li><li>Don’t generalise – AI’s impact differs even within sectors (e.g. marketing assistant vs event coordinator).</li></ul>2. Create an AI-Readiness Roadmap for Members<ul><li>Offer webinars and CPD on prompt engineering, AI ethics, productivity gains, and risk management.</li><li>Develop toolkits that help members navigate tool selection, internal policy, and client expectations.</li><li>Publish sector-specific position papers or guides outlining likely changes, opportunities, and up-skilling pathways.</li></ul>3. Advocate for Sensible AI Governance<ul><li>Lobby for regulation that protects jobs without stifling innovation.</li><li>Work with educators to future-proof qualifications and training programs.</li><li>Ensure your sector’s voice is heard in public and political conversations on AI.</li></ul>4. Experiment Internally – Model the Change<ul><li>Use AI in your own operations: member service, policy drafting, marketing content.</li><li>Pilot use cases and transparently share results with members.</li><li>Develop internal ethical guidelines to maintain trust while increasing efficiency.</li></ul>5. Support Emotional Readiness, Not Just Skills<ul><li>AI anxiety is real – especially in sectors where roles are clearly threatened.</li><li>Create safe spaces for discussion: think forums, roundtables, or anonymous surveys.</li><li>Help members reframe AI from job-replacement to task-transformation.</li></ul><h3>🛠 Associations Must Lead the Charge</h3>The AI wave is crashing differently on every shoreline. Associations can’t afford to wait and see. They must: Understand their sector’s exposure; Educate and support members early; and Drive the conversations that shape fair, smart, and practical adoption. This is about leadership in its truest form. Not just adapting your own organisation – but helping an entire profession or industry evolve responsibly.Whether you're representing education, engineering, animal health, finance, design, policy, or events – the question isn’t if AI will change your profession. The question is: Will your association lead that change – or chase it?<h3>🪄Need Some Help?</h3>Want some support on your AI journey? Contact <a data-mce-href="mailto:Julian@smsonline.net.au" href="mailto:Julian@smsonline.net.au" target="_blank" rel="noopener">Julian Moore</a> to find out how we can help you lead the way for AI in your sector.&nbsp;

These Jobs Are Next in Line for AI Disruption

Business network concept. Group of people. Shaking hands. Customer support. Human relationship. Success of business. Management strategy.

It’s no secret among association leaders: corporate sponsorships just aren’t what they used to be. Once a reliable stream of revenue that fuelled events, programs, and publications, sponsorship income is now stagnating - or worse, shrinking - for many Australian associations. But why has this golden goose gone quiet?Let’s explore what’s behind this sponsorship slump - and where we go from here.The Trend: Downhill and HoldingThis isn’t a new problem. The COVID-19 pandemic may have accelerated the slide, but associations across sectors like healthcare, education, and the professions were already reporting flatlining sponsor support well before 2020.And according to the <a data-mce-href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" target="_blank" rel="noopener">Purpose Under Pressure: Global Association Trends in 2025 </a>report, nearly one in three associations have seen a drop in sponsorship revenue over the past 12 months. It’s not just a blip - it’s a trend.So What’s Behind the Decline?It’s not one factor - it’s a collision of several. Think of it as a perfect storm of tighter budgets, shifting priorities, and rising expectations.Sponsorship Isn't the Only Game in Town. Associations once held exclusive access to hard-to-reach audiences. A national conference or respected journal could command serious sponsor dollars. Now, sponsors have more ways to reach the same people - often with better results and clearer ROI. As the report notes, sponsors are demanding more customisation and flexibility. A logo on a lanyard doesn’t cut it when LinkedIn can serve your ad to a hyper-targeted segment with measurable engagement metrics.ROI or Bust. Today’s marketing teams want hard numbers. Sponsorships need to show their worth - clicks, leads, conversions, impact. No fluff, no vague “brand visibility.” The Purpose Under Pressure report highlights that demonstrating ROI is now a core expectation, not a nice-to-have. Associations that can’t deliver that data? They’re quickly slipping down the priority list.Events Are Changing - and So Are Sponsor Expectations. Events remain central to member engagement and sponsor revenue - but they’re also harder to deliver, cost more to run, and come with higher expectations from attendees and sponsors alike. According to the report, 56% of associations find sourcing sponsors and exhibitors to be one of their biggest challenges. Why? Because the old sponsorship model - signage and a stall - isn’t cutting it anymore. Sponsors want immersive, digital, and year-round engagement opportunities.Budgets Are Tight and Scrutinised. Economic uncertainty has made marketing budgets razor-thin. And as the Purpose Under Pressure report shows, 84% of associations say financial sustainability is a major challenge - on both the income and expense side. When companies do spend, every dollar has to fight for its place in the budget. If sponsorships can’t prove value, they’re the first to go.AI Is Quietly Changing the Game. While many associations are still stuck in traditional sponsorship sales tactics, a growing number are using AI to sharpen their strategy and boost performance. Whether it’s using predictive analytics to target ideal sponsors, automating prospect research, or personalising pitches at scale, AI is becoming a secret weapon for sponsorship success. Associations leveraging AI are gaining an edge - saving time, increasing conversion rates, and delivering stronger ROI insights to sponsors.Where Do We Go From Here?Let’s not sugar-coat it: the old model is broken. But that doesn’t mean sponsorship is dead. It means it needs to evolve. If associations want to reverse the downward trend, they must:<ul><li>Stop selling static packages. Start crafting custom solutions that address real business objectives.</li><li>Prove the value. Build measurement into every offering - before sponsors ask.</li><li>Think beyond the event. Offer year-round content, community access, and collaboration.</li><li>Align on values. Purpose is powerful. Make sure yours is clear - and compelling.</li><li>Invest in your sales capability. Sponsorships won’t sell themselves. Equip your team to sell with confidence.</li><li>Leverage AI smartly. Use tools that reduce manual work and enhance your strategic impact.</li></ul>Associations that adapt will not only survive - but thrive. The rest may find themselves stuck in a sponsorship desert, wondering why no one’s calling back.The <a data-mce-href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" target="_blank" rel="noopener">Purpose Under Pressure</a> report makes it clear: the sponsorship landscape has fundamentally shifted. It's no longer about selling shelf space. It's about co-creating value.&nbsp;And in this new world, relevance, responsiveness, and relationships matter more than ever.Want to increase your sponsorship revenue and boost your productivity using AI? Contact Julian Moore at <a data-mce-href="mailto:julian@smsonline.net.au" href="mailto:julian@smsonline.net.au" target="_blank" rel="noopener">julian@smsonline.net.au</a> to learn how AI can help modernise your sponsorship strategy and generate better results with less stress.

Why Association Sponsorships Are Flatlining – And What To Do About It

AI Artificial Intelligence technology for data analysis, research, planning, and work generate. Man uses a laptop and AI assistant dashboard. Technology smart robot AI agents and agentic workflows.

AI has already changed the world. Quietly and almost invisibly, Ai has crept into the background of our daily life. While 90% of organisations know that Ai will be a benefit to their organisation, less than 3% have started to implement it. However, the workforce hasn’t waited and is already using AI in a huge number of ways. <a data-mce-href="https://cdn.commoninja.com/asset/bdda6661-dbaf-42ac-bfee-4f93deef2cf2.pdf" href="https://cdn.commoninja.com/asset/bdda6661-dbaf-42ac-bfee-4f93deef2cf2.pdf" data-mce-selected="inline-boundary">﻿Here are a few of the ways...&nbsp;</a>

AI In Action

Futuristic digital background. Abstract connections technology and digital network. 3d illustration of the Big data and communications technology.

If you’ve worked in the association space for more than five minutes, you’ve probably felt it: that brilliant, slightly chaotic alchemy that happens when people come together to do something meaningful.At the heart of this activity are the unique competitive advantages found in successful associations - a deep sense of professional collegiality, collective impact, and community.These aren’t just nice-to-haves. They’re the bedrock of association value. These intangible benefits are the fuel that drives engagement, trust, innovation, and advocacy wins. They are the reason associations punch above their weight.And yet…Association professionals aren't leveraging those benefits themselves.Association professionals encourage members to connect, collaborate, and organise for impact. But when it comes to their own professional lives? They aren't so great.&nbsp;The <a data-mce-href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" href="https://smsonline.net.au/blog/new-research--purpose-under-pressure---global-association-trends-2025" target="_blank" rel="noopener">2025 Purpose Under Pressure</a> report showed that many association professionals are simply too stretched to invest in meaningful connection. One respondent put it bluntly: “We don’t have time to think, let alone talk.”When you’re juggling budgets, members, boards, advocacy, tech meltdowns, and the office coffee machine’s latest drama, carving out time for deep conversation or professional reflection feels ... indulgent. Like a luxury we can’t afford.But here’s the thing: it’s not a luxury. It’s a necessity.Real connection mattersWhen you make space to connect with others in the sector, something shifts. You start seeing patterns. Borrowing ideas. Finding allies. Laughing at the same pain points. You realise you’re not the only one wondering if your CRM is plotting against you.More importantly, you give yourself breathing room – space to reflect, recharge, and remember why you do this work in the first place.So... let’s actually do itIn July, we’re gathering in Port Douglas for the <a data-mce-href="https://events.answers.net.au/AssociationLeadersRetreat2025" href="https://events.answers.net.au/AssociationLeadersRetreat2025" target="_blank" rel="noopener">Association Leaders Retreat</a> – three days of deep conversation, practical insights, and proper human connection. No rushed agendas, no dull presentations, no pressure to look busy.Just a chance to step away from the daily chaos, connect with others who get it, and think strategically about where we go next – individually and collectively.If you’re leading an association, thinking deeply about your next big leap, or just need a space to breathe and talk with smart, generous peers – this is for you.👉 <a data-mce-href="https://events.answers.net.au/AssociationLeadersRetreat2025" href="https://events.answers.net.au/AssociationLeadersRetreat2025" target="_blank" rel="noopener">Check it out and register here</a>You’ll leave with fresh ideas, stronger relationships, and a few new stories about the crazy things that happen in association-land.Because that’s what this space is all about – humans connecting with humans - real people, doing real work, making a real difference ... together.

The Invisible Engines Driving Association Success

One of the most valuable things you can bring to a strategic planning session is a clear, compelling picture of your association’s future.The challenge is that it’s hard to imagine what your organisation might look like just a few years from now – especially with AI and automation changing the game faster than any strategic plans can keep up.That’s why <a data-mce-href="https://www.linkedin.com/in/juliansmoore/" href="https://www.linkedin.com/in/juliansmoore/" target="_blank" rel="noopener">Julian Moore</a>, our resident AI geek, created <a data-mce-href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" target="_blank" rel="noopener">The 3-Year Mirror</a> – a GPT designed specifically for association leaders like you.It’s beautifully simple: Just enter the full name of your organisation (and the website if your name’s a bit broad), and in seconds you’ll receive a scenario set in 2028. Not just any scenario – one that’s tailored specifically to you and surprisingly thought-provoking.&nbsp;&nbsp;<a data-mce-href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" href="https://chatgpt.com/g/g-6840ee54bea0819199a3fce0154a7ca8-3yr-mirror" target="_blank" rel="noopener">👉 ChatGPT – 3-Year Mirror</a>It’s a fast, clever way to inject future-focused thinking into your next planning session. Use this tool to spark conversations around:<ul><li>What work will we still do ourselves – and what can the technology do for us?&nbsp;&nbsp;</li><li>How will our members expect to connect, learn, and lead in this new world?</li><li>What kind of leadership will we need to thrive and advance the needs of those we serve?</li><li>How do we remain financial sustainable in this scenario?</li></ul>The 3-Year Mirror won’t give you all the answers. But it will help you to get a better picture of the future - and all the possibilities it presents.&nbsp;&nbsp;Need Some Help?If you’d like support with your strategic planning, or exploring how your organisation can better leverage AI, please let me know. We’d be happy to help. Just email me at <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au" target="_blank" rel="noopener">belinda@smsonline.net.au</a> to chat further.

What Will Your Association Look Like in 2028? Find Out Now

Net Promoter Score (NPS) is a simple metric for gauging member loyalty and satisfaction. It is derived from one survey question: “How likely is it that you would recommend [Organisation X] to a friend or colleague?” Responses are given on a 0 to 10 scale, where 0 means “not at all likely” and 10 means “extremely likely.” Based on their rating, respondents fall into three groups:<ul><li>Promoters (9–10): loyal enthusiasts who are very likely to recommend.</li><li>Passives (7–8): satisfied but unenthusiastic; they might not actively recommend.</li><li>Detractors (0–6): unhappy members who could discourage others from joining. </li></ul>To calculate NPS, you take the percentage of respondents who are Promoters and subtract the percentage who are Detractors. Passives count only toward the total number of respondents and do not directly affect the score. This yields an NPS between –100 and +100 (if everyone is a Detractor or everyone is a Promoter, respectively). For example, if 50% of respondents are Promoters and 20% are Detractors, NPS = 50% – 20% = +30. An NPS above 0 means you have more promoters than detractors, which is generally positive.<h3>NPS Benchmarks in Associations</h3>What is a “good” NPS for an association? NPS benchmarks can vary by industry and context, but membership-based associations tend to see moderate NPS values. Several surveys and studies offer reference points:Global/General Associations: A broad study of 46 associations (across sectors like science, healthcare, education) found an <a data-mce-href="https://www.linkedin.com/pulse/health-associations-21st-century-patrick-glaser/" href="https://www.linkedin.com/pulse/health-associations-21st-century-patrick-glaser/">average NPS around +21</a>. This score, while positive, is relatively low – it fell into the bottom quartile of all industries, comparable to sectors like cable and health insurance which are known for poor customer sentiment. This suggests many associations have significant room to improve member loyalty.Professional Associations (Individual Membership): A <a data-mce-href="https://www.the-ies.org/sites/default/files/reports/ies-annual-report-2024.pdf#:~:text=would%20recommend%20the%20IES%20to,brought%20together%20around%20a%20shared" href="https://www.the-ies.org/sites/default/files/reports/ies-annual-report-2024.pdf#:~:text=would%20recommend%20the%20IES%20to,brought%20together%20around%20a%20shared">Institution of Environmental Sciences paper </a>referenced a UK benchmarking study reported an average NPS of ~+32 for individual membership organisations. In other words, many professional bodies hover around the low 30s. Some associations significantly exceed this: for example, the Institution of Environmental Sciences (IES) achieved an NPS of +53 in 2024 (up from +46 in 2021), far above that sector average. .Industry Associations (Organisational Membership): Industry and trade associations (where companies are members) often report similar or slightly lower NPS figures. In the U.S.-based study noted above, an average around +20 suggests that many trade/industry associations struggle to inspire strong recommendation. Their members (often businesses or representatives) may view membership as necessary but not strongly recommendable, echoing the challenges seen in professional bodies with “captive” membership.Generational Differences: It’s worth noting that NPS can differ within the same association by member demographics. For example, older members often give higher recommendation scores than younger members. For example, <a data-mce-href="https://www.meetingsnet.com/association-conventions-and-expos/big-association-survey-reveals-member-engagement-trends#:~:text=NPS%20of%2042%2C%20while%20members,average%20NPS%20of%20only%2030" href="https://www.meetingsnet.com/association-conventions-and-expos/big-association-survey-reveals-member-engagement-trends#:~:text=NPS%20of%2042%2C%20while%20members,average%20NPS%20of%20only%2030">one international association survey</a> found members over 60 had an average NPS of +42, while members under 40 averaged only +30. This suggests younger professionals may be harder to impress or less inclined to recommend, a useful insight when interpreting your association’s NPS.<h3>The Good, the Bad, and the Ugly – Interpreting NPS</h3>How do we know if an association’s NPS is good or poor? In general, any positive NPS is a good sign – it means promoters outnumber detractors. According to Bain &amp; Company (the originators of NPS), a rough scoring framework is: above 0 is “good,” above +20 is favourable, above +50 is excellent, and +80 or above is world-class. Very few organisations ever hit the top of that range (an NPS of +100 is almost impossible). For associations, which often land in the +20 to +40 range, an NPS in the high double-digits would be outstanding.On the flip side, an NPS below 0 (meaning you have more detractors than promoters) is generally considered “bad” or poor. It’s a warning sign that members are unhappy on balance. Many commercial industries never want to see a negative NPS; for membership organisations, a negative score suggests serious member discontent. The “ugly” end of NPS would be a strongly negative score (for instance, –20 or below), indicating widespread dissatisfaction. In practice, most associations fortunately avoid deeply negative scores – but even being near zero is cause for concern. In the earlier example, an average NPS of +21 placed associations among the lowest-ranked industries. Thus, as an association you should ideally target a positive NPS (the higher the better), and view anything substantially negative as a prompt for urgent improvement. As a rule of thumb in Australia/NZ, NPS results can be interpreted as: 0–29 = “Good,” 30–69 = “Great,” 70+ = “Excellent,” whereas any negative score indicates a need for improvement.<h3>Caveats and Considerations When Interpreting NPS</h3>While NPS is a handy snapshot metric, it comes with important caveats:Context Matters NPS measures willingness to recommend, which for associations doesn’t always equate perfectly to loyalty or satisfaction. In some associations (e.g. professional bodies or colleges), membership is almost a requirement for certain careers. Members might stay enrolled regardless of satisfaction, and may not recommend the association simply because their peers are already members or because it’s not applicable to recommend in a small field. In other words, a low recommendation score might not mean a member will quit – it might mean they feel membership is mandatory or assumed. This “locked-in membership” effect can make NPS less predictive of actual retention in such contexts. It also means associations shouldn’t be complacent if NPS is just average; “captive” members might be tolerating the status quo rather than enthusiastically supporting the organisation.Cultural Differences Be mindful of where your respondents are from. Cultural norms can significantly influence NPS ratings. For example, customers in some countries (such as Japan or South Korea) tend to give much lower scores on average, as they are culturally less inclined to rate anything a 9 or 10 – even if they’re satisfied. Americans, Brazilians, and Indians, on the other hand, often give higher scores on the same experience. This means an NPS considered good in one country might be above average or below average in another. If your association spans countries or if you compare scores internationally, adjust expectations for these biases. (In fact, some researchers suggest tweaking the promoter/detractor cut-offs for certain regions.) The key is to benchmark against organisations in the same country or cultural context for a fair comparison.Response and Survey Bias NPS results can be influenced by who responds and how you ask. Usually, members with strong opinions (very happy or very unhappy) are the most likely to respond to surveys, which can skew results. Low response rates might over-represent a vocal minority. Additionally, the survey method can introduce bias – for instance, phone surveys or face-to-face interviews might prompt more polite (higher) ratings, whereas anonymous online surveys might yield more critical feedback. Offering incentives for responses can also skew scores (sometimes boosting positivity artificially). Always consider your sample size and methodology: a larger, well-balanced sample will give more reliable NPS data.It’s One Metric, Not the Full Story Perhaps most importantly, NPS alone doesn’t tell you why members are promoters or detractors. It’s a starting point. As one membership professional noted, “No CX KPI is useful without understanding the ‘why’” behind the score. For meaningful insight, you should pair the NPS question with follow-ups (e.g. an open-ended “What is the reason for your score?”) and other satisfaction measures. In an association context, a moderate NPS could hide specific pain points – maybe your events are well-liked, but your communication is frustrating members, or new members are happy but long-term members feel neglected. Follow-up feedback and segmentation (by member type, tenure, etc.) will help interpret the NPS correctly. Use NPS as a flag or “temperature check”, but look deeper into the comments and other data to diagnose issues and decide on actions.

What's a Good Net Promoter Score for Associations?

How the Printing Press Reshaped Associations

Earlier this week, I found myself standing inside Heidelberg Castle, wandering through its German Pharmacy Museum. I’d expected to be charmed by the old jars and antique instruments - and I was. But what truly fascinated me was something quieter, yet far more powerful: the story it told about pivotal role associations played in shaping not just the pharmacy profession, but the very fabric of society across some of Germany's most turbulent times.Tucked into the castle’s stone walls was a story of resilience—of professionals uniting, again and again, to navigate upheaval, protect standards, and uphold the public good. It’s the kind of story that associations know well, even if it’s rarely told on a grand stage.Standardising a NationThe journey began in 1871 with the formation of the German Empire - a chaotic patchwork of states suddenly tied together under one national identity. Just one year later, the Pharmacopoea Germanica was published: the first unified medical formulary for the empire. But perhaps even more significant was the founding of the Deutscher Apothekerverein (DAV) (German Pharmacists’ Association) that same year.At a time when industrialisation was exploding and healthcare was shifting from folk remedies to formal systems, DAV stepped in to bridge the divide between pharmacists, government, and the emerging pharmaceutical industry. They weren’t waiting for someone to create order—they were the order. Representing over 4,000 chemist shop owners, DAV ensured that professional voices helped shape national policy from the outset.&nbsp;Through Industrialisation and Social ReformBy the turn of the 20th century, cities were swelling, factory workers were gaining access to basic healthcare, and nearly every citizen could afford some form of medical treatment. Associations helped pharmacists respond to these changing demands—not just as service providers, but as regulated, respected professionals navigating a rapidly modernising world.Over 300 pharmacy-related organisations emerged to represent different interests. They became the interface between a fragmented profession and a complex political landscape - fighting for standards, fair regulations, and access to education. Their work was essential in translating industrial and scientific progress into practical healthcare for the public.Navigating Darkness: Nazi Rule and Soviet ControlThen came the darkest chapters.In the 1930s, as the National Socialists rose to power, associations were co-opted or dismantled. The independent DAV was swallowed into a state-controlled body—the Arbeitsgemeinschaft Deutscher Apotheker (ADA) (Working Group of German Pharmacists) - tasked with aligning pharmacists to Nazi ideology. Jewish pharmacists were expelled, often violently, and the profession was restructured around racial purity and political loyalty.Even within this oppressive context, associations -now stripped of autonomy - were used to impose control. They were no longer vehicles of professional empowerment, but tools of propaganda and exclusion. It was a cautionary tale about what happens when associations are denied their independence.After the war, the ruins of this system were literal and symbolic. Of the 7,500 chemist shops operating before the war, nearly 80% were destroyed. The rebuilding of pharmacy, and of trust, would take decades.In East Germany under Soviet control, pharmacies were nationalised. The public health service in people’s property became the ideological anchor. Professional pharmacy education was redesigned under socialist principles, and chemist shops became state-run. Associations, in any Western sense of the word, were effectively eliminated. Professional identity was subsumed by the state.Reunification and Renewal It wasn’t until the fall of the Berlin Wall in 1989 that pharmacy - and professional associations - were free to flourish once more across a unified Germany. In the West, organisations like the Bundesvereinigung Deutscher Apothekerverbände (ABDA) (Federal Union of German Associations of Pharmacists) had continued to evolve, advocating for professional recognition, regulatory clarity, and the role of pharmacists in the healthcare system.After reunification, the pharmacy system in the East was restructured to mirror the West. Associations again became the architects—not just of professional standards, but of unity. They helped reintegrate training systems, regulatory frameworks, and ethical guidelines across two very different legacies. Today, that structure supports over 17,500 chemist shops across Germany.Lessons in Quiet LeadershipWhat struck me most, standing in that quiet museum at Heidelberg Castle, was how often associations were the ones holding the line. Through industrial booms, social reforms, authoritarian regimes, economic collapse, and political reunification - it was associations that translated chaos into continuity.They protected the profession when it was vulnerable. They advanced it when opportunities emerged. And, most importantly, they ensured that public health didn’t lose its way when the world did.&nbsp;In our own time - rife with rapid technological change, political polarisation, and shifting community expectations - the story of German pharmacy is a timely reminder: Associations are not just responders to history. They are makers of it.&nbsp;And sometimes, the most impactful leadership doesn’t come from the front page - but from the footnotes of a museum display, quietly preserving a legacy of trust, integrity, and collective courage.

Specialising in AI, Strategy, Sponsorship, Research, & Membership

The Hidden Pattern That Explains Why Associations Rise, S...