ca
ROLL
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Increasing Ome”
Engagement
How to Keep Members Active
When Your Issues Aren’t Hot
SURVEY RESULTS
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Table of Contents
3 Introduction
4 Survey Results—What is the biggest challenge that your advocacy
program faces overall this year?
5 Branding Campaigns as Advocacy
5 Tips for a Branding Campaign
6 Creating Infrastructure for Engagement
6 Survey Results—How would you describe your members or supporters
when it comes to advoc
7 Getting Local to ‘Tell Your Story’
7 Survey Results—How difficult is it to get your members to participate
in advocacy efforts?
8 Survey Results—When are your members most likely to participate in advocacy?
9 Using Communities Beyond Major Issues
10 Peer-to-Peer Outreach
10 Survey Results—Do you have trouble getting members to take action
without a major issue before Congress or an agency to motivate them?
11 The Advocacy Nurture Campaign
(of Pcie 12 Find an Issue—Any Issue
12 Survey Results—When it comes to advocacy, what are your members or
supporters most likely to do?
13 The Long Game: Cultural Change
13 Survey Results—How confident are you that your organization can get
members to participate in advocacy efforts when you need them?
from May
June 2
15 7 Tips to Re-Engage Your Team
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Increasing Engagement H:
When it comes to advocacy, keeping members engaged is the
single largest challenge that associations face this year, according
to a recent survey by CQ Roll Call that asked association and
advocacy professionals to discuss their business. It’s bigger than
the budget or a lack of resources. It’s tougher than getting elected
Officials to listen.
Like political campaigns, advocacy is now an “always on” activity.
The majority of associations have programs that reach out to
members regularly in an attempt to move them to action. Yet
the problems faced by these associations were plain to see, with
many in the survey describing a scene in which they struggle to
activate a membership of busy professionals who can be difficult
to motivate without some looming crisis.
For starters, associations are utterly dependent on timely issues
for their advocacy. Roughly three out of four say that members are
most likely to participate in advocacy when the association calls
out an issue before Congress or an agency. An equal percentage
say that they have trouble getting members to take action without
one. Yet Washington productivity is hardly setting records, and
issues that are truly moving have become a relative rarity.
In addition, associations are equally dependent on email for this
work, with three out of four saying it’s the primary means of
engagement (it even trumps lobby days and other events). Yet it
is difficult to cut through the noise in a world where inboxes are
perpetually full. Clearly, action alerts and regular newsletters only
go so far.
The result is a crisis of confidence, with many advocacy
professionals unclear whether their members will respond when
there is a major need. Fully 75 percent said it is somewhat difficult
or very difficult to get members to participate in advocacy. Fifty-
nine percent said they are only somewhat confident that they can
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get members to act when needed, and 17 percent
said they were not very confident at all. Ten people
even checked a box saying it was a “roll of the dice.”
What is the
biggest challenge
that your advocacy
program faces
overall this year?
One person who took the survey described the
difficulty of activating members eloquently: “We
can explain the need, and they will acknowledge
the issue. Unfortunately, the disconnect happens
in the call to action. We make the call, but action
is slow or absent. It feels like a general reluctance
to stretch beyond the familiar, and to advocate for
one’s profession and livelihood.”
But there are organizations that have found
solutions. Some have put training programs
in place, creating an infrastructure that allows
members to get more active in structured ways.
Others have created grassroots programs that
increase advocacy out in the states, or that rely on
peer-to-peer messaging to increase engagement.
CQ Roll Call reached out to more than a dozen
advocacy professionals who have found ways to
engage their members even when the issues they
care about are buried on Washington’s priority list.
We also reached out to experts at industry groups
like the Association of Government Relations
Professionals and the American Management
Association, and at companies like Higher Logic and
Informz. The result is a list of practical ideas, some
of which can be pursued immediately and some of
which are long-term solutions. All have been put
into practice by associations large and small. We
hope that you find them helpful.
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Association of Government Relations Professionals
Branding Campaigns as Advocacy
It's what all government relations professionals dread: you
have a fly-in coming but nothing on the Congressional
calendar. Or your association's major meeting is approaching,
with no hot issues on your advocacy agenda.
What do you do to show your members and prospects
your association is relevant? One strategy is to bring your
advocacy campaign up a level and focus on the bigger
picture. Rather than pushing individual issues, talk about your
association as a whole and your brand proposition.
The “brand campaign” is a great way to sidestep the need
to constantly have one or two hot issues and create an
advocacy campaign around who you and your members are.
A brand campaign for your association can go beyond
the one-pagers and white papers to convey an impression
about your organization. The key is to think about your
membership, and what it contributes to a major societal
problem or society as a whole. Then, you combine those two.
elements to tell a story.
That story can be told with a massive expenditure to saturate
the airwaves and cover billboards across washington. Or it
can be as simple as creating a hashtag and asking people to
use it to submit their stories and photos.
How is this an advocacy strategy? By creating a brand story
and asking your members to tell it, you immediately create a
structure through which you can define any issue.
For example, the last thing Congressional staff were worried
about in the wake of the Great Recession in 2009 was
whether CEOs and government employees could travel to
Las Vegas. But that was exactly what kept the leadership of
the U.S. Travel Association up at night.
With budgets shrinking, private corporations and
associations were holding fewer meetings and directing
them to smaller cities. Simultaneously, scandals surrounding
federal spending on business conferences (specifically in Las
Vegas) prompted the government to push for stricter limits
on when and how employees could travel. During a time
of high unemployment, these were not major concerns for
policy makers. But they were big for members of the USTA,
who depended on travel for their business.
Working with other associations in the meetings space,
USTA created a brand campaign called “Meetings Mean
Business.” The goal was to show the value of face-to-face
meetings, which is what USTA’s members facilitate. The
campaign featured media and statistical components, but all
components were squarely focused on policymakers at the
state and federal level. Using statistics and personal stories
from members, the campaign allowed USTA to advocate
for its priorities in a wider context, and insert them into the
major debates taking place.
Another example is the joint venture between the National
Apartment Association and the National Multifamily Housing
Council, called “Apartments: We Live Here.” Again, the
campaign uses statistics and stories to paint a bigger picture
of the industry, which is quite useful to policymakers. The
campaign site has an interactive map that shows statistics on
apartments, customizable by state, as well as a calculator to
determine the impact of the industry in different locations.
The site is simple, easy to navigate, and can be used in a host
of debates currently before Congress, including tax reform (a
priority for the Council).
How you design your brand campaign is important,
and it doesn’t always require massive spending on ads
or websites. For example, AARP took to Twitter last month
to build a successful brand campaign. Using the hashtag
#DisruptAging, CEO JoAnn Jenkins highlighted news stories
about AARP-eligible individuals that are doing amazing
things. While this does not directly advocate for a major
issue, it builds a network of stories and information that can
be used as an advocacy campaign itself or to relate AARP’s
lesser issues to major debates in Congress.
Robert Hay Jr, a Certified Association Executive,
is Executive Director of the Association of Government
Relations Professionals.
Tips for a Branding Campaign
Brand campaigns are a great way to rally your membership when your top priorities are on the back burner. Here are some
tips to help you start:
* Know your membership and how they contribute to the greater good. Don't limit yourself to your organization's parochial
concerns (“widgets are good”) but think of larger societal issues (“the widget industry is solving today’s major problems’).
* Tailor the media for your messages. If you can afford a hashtag and a YouTube channel, that can be incredibly effective.
But make sure the media you use is the right channel for your audience and
your members.
* Be relevant and creative. The Apartments: Where We Live campaign not only uses customizable statistics, but created a
series of ads showing everyday people as renters, which can be used in multiple ways.
* Always connect it back to your core brand and have a way to tell member stories. Hashtags, videos
or even written testimonials can all work, depending on your campaign.
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Creating Infrastructure
for Engagement
The American Academy of Neurology faces the same challenges
How would that many associations face: a very smart and capable membership
you describe that is also very busy and very engaged elsewhere, be it practicing
your members medicine, teaching or doing research.
or supporters But the academy has found a way to get members involved, and
= not just superficially. The Palatucci Advocacy Leadership Forum
when it comes was founded to foster an interest in advocacy and offer training.
to advocacy?
Every year, 30 members are selected to attend an intensive
weekend program. Invitations are made through an application
process, ensuring that members want to be involved. The academy
and its sponsors pay the expenses, eliminating some of the
barriers to participation. The result is consistent infrastructure that
encourages a small group of members to get involved in big ways,
whatever the political climate and the issues facing the academy.
“We teach them how the process works, how they can be effective
and how they can get an action you want to achieve done,” said
Rod Larson, the organization’s chief health policy officer.
The strategy is used by other organizations as well. The Alzheimer’s
Association, for example, recruits “grasstop ambassadors” who
have personal experience with the disease, and assigns one to
every member of Congress. They commit to a year-long stint
as ambassador and accept specific assignments, often working
with legislative staffers in a district office. During that time, they
are continually updated on developments in research, policy and
funding related to the disease. But it’s that personal connection that
often makes the difference.
“The personal story is the most powerful tool that an advocate
has,” John Funderburk, who initiated the association’s structured
advocacy program, told CQ Roll Call’s Connectivity blog.
At the American Academy of Neurology, officials say the results
of the Palatucci forum have been profound when it comes to
engagement. The academy now has an ever-growing pool of
trained advocates to draw upon when needed. But the real results
are in the members themselves, Larson said.
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“Physicians who go through the program become a lot more attached
56% to their academy,” he said. “They end up serving on committees,
attending Hill events and donating to our political action committee.”
How difficult is Moreover, those 30 often recruit others to become more active, Larson
said. And they stay involved with the forum, which brings graduates
it to get your back every year to serve as teachers and mentors. “They become
members to absolute cheerleaders for their academy. They build a network. That
ies z 30 becomes 50 very quickly. They become almost evangelists.”
Participate in
The academy has also been careful to keep the program manageable.
advocacy efforts? While it may be tempting to try to hold it two or three times a year,
Larson said the costs and logistics could be formidable, and they don’t
want quality to suffer. As he put it, “We don’t want to mess with a
good thing.”
Getting Local to ‘Tell Your Story’
When there's no major battle to fight in Washington, another tactic
associations use is to build relationships with state and local officials,
leveraging the work the associations do in communities. One good
way to do that is to invite officials in to see it for themselves.
“We urge our associations to tell their story,” said Jim Clarke, senior
vice president for public policy at the American Society of Association
Executives.
Few are better at this than the YMCA, which has roughly 2,700
facilities nationwide that are capable of hosting a visit from a school
board member, a city councilwoman, a state rep, a member of
Congress or anyone else who might be helpful
“We very purposefully talk to the Ys about the advantages of building
those relationships, even when there's not a fire in the kitchen,” said
Neal Denton Sr., a senior vice president and chief government affairs
officer.
“Some of the very best messengers are members of the Y in any given
city,” he said. “This is not rocket science. It’s the same process you use
when you bring in a new board member or a new donor.”
The mission is to communicate that the YMCA is less a “gym and
swim” than it is a community organization, providing everything
from daycare and summer camps to food programs. To do this, it
encourages local Ys to bring in officials of all stripes to play with
children, participate in a food program or take part in other events.
One official in Pennsylvania found himself speeding down a zip line.
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To facilitate the visits, the YMCA has setup a 20-page toolkit,
complete with sample letters, press releases and tips, that that help
local chapters organize these meetings. It openly encourages its
chapters to meet with elected officials. “Building and maintaining
When are relationships with public officials should be something you do
year-round to tell your Y story, show your impact and help advance
your members policies that strengthen communities,” the toolkit says in its very
most likely to first paragraph.
Participate In Denton said public officials almost always warm to the experience.
advocacy? “They end up asking that magic question, the question we love:
‘how can | help?” he said. “You never know how the answer can
help more people in your community. Once you generate that
question around his table, obstacles peel off.”
(Click all that apply)
He also said the tactic works extremely well for the YMCA, because
it builds support in all corners of government. Local officials often
move to the state level, and state officials transition to the national
stage. When issues pop up that could impact the organization,
locally or nationally, the YMCA has friends.
“Elected officials know what goes on in the building, they know
what the story is and they know the benefits,” he said. “When some
elected official paints a picture that is unflattering, you have an
advocate in that room to tell your story.”
Of course, the YMCA is not the only one to embrace the tactic.
Many organizations, whether they are companies, associations
or nonprofits, use site visits as a means to engage members and
Officials. At the National Head Start Association, for example, they
often invite officials to come to their centers and read to children.
“We try to get local officials into Head Start centers as frequently
as possible,” said Sally Aman, a spokesperson for the association,
adding that when Congress is in recess, “it's the perfect activity for
them when they're back to their districts.”
Like the YMCA, Head Start sends materials to local offices that help
them set up visits. “We work with very closely with our centers in
the field,” Aman said. “Our charge as an association is to support
them as they advocate for Head Start.”
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Higher Logic
Using Communities Beyond Major Issues
Your community needs to stay in touch, whether or not
there’s legislation on the floor or a new issue looming.
Your association's members will stick around, collaborate
and work on your behalf if it's easy and interactive for
them. Whether or not you're in crisis mode, an active
community will always provide compelling content and
increase engagement.
Online community platforms and advocacy campaigns
have this major component in common: engagement.
There have been several studies showing correlations
between engagement with an association's online
community and positive things. Those who engage
in the community are more likely to renew their
membership, attend meetings, purchase products and
recommend the organization to a friend.
Rather than slog through the process of sending policy
drafts through committees, boards and the general
membership, or take the risk of posting them for
discussion on public social networks, integrate members
into the legislative experience through a private platform.
Members who engage through a trustworthy channel
are much more likely to become advocates. By providing
amore inclusive process early on, members are more
invested in the outcome. And when an advocacy
campaign launches, those members will be more likely
to act.
Put aside old fears about privacy and social networks—
a private online community is a great balance of
engagement and advocacy. Here are some tips to help
your advocacy and engagement campaigns leverage
an online community
Let your constituents do the talking
Whether it’s direct feedback, getting to know them
better or learning how they interact with each other
and the issues, you want to hear from your members.
So collect and collate online activity in one place, by
providing a trustworthy community for members to
speak their minds and crowd-source useful content.
Opinions, discussions, blogs and more will be the
most useful and popular communications.
Consider the alternative. Members will always talk. If it’s
happening outside of your control or domain, you may
be unaware until it's too late. If communications are
happening within your online community, you control
the message. You stay ahead of any problem and ensure
it's addressed before becoming an issue.
Get your message out there
Online communities can bridge the communication gaps
among members and between groups. When it comes
to a policy question or state-side issue, the community's
discussions and library resources can be easily accessed
and shared. This mode of communicating and sending
messages becomes a reliable source to help spread the
word and build support.
Use gamification to improve retention
and satisfaction
Gamification is another strong tactic. Reward your
constituents for taking action on campaigns or
contributing content with digital recognition, such
as points, ribbons or profile badges. You'll have the
opportunity to acknowledge and thank supporters while
encouraging them to continue supporting initiatives.
Encourage leadership participation
The Community Rounatable’s 2014 State of Community
Management report showed that, among communities
with formal leadership programs, 71 percent can measure
the community's business value. In 58 percent of the
best-performing communities included in the research,
the organization’s CEO is an active participant.
Association leaders and their online communities
should mix. Executive participation affects the success
of an online community, and leaders should be both
champions of the platform and disseminators of useful
industry content. We can use the analogy of an annual
meeting: in what scenario would it be acceptable for
an organization's CEO not to attend the event?
Higher Logic is an industry leader in cloud-based
community platforms, with over 25 million engaged
members in more than 200,000 communities.
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Do you have
trouble getting
members to take
action without
a major issue
before Congress
or an agency to
motivate them?
Peer-to-Peer Outreach
One way to increase engagement is to focus on changing the
messenger, rather than the message. That’s exactly what the
American Physical Therapy Association did.
Using video, the organization gathered testimonials from active
members that explain the value of advocacy work. This means that
peers—rather than the association itself—are making the pitch, on a
very personal level.
“We want to encourage others to get involved in the legislative
political process,” said Michael Matlack, director of grassroots
and political affairs. “The peer-to-peer conversation makes a big
difference rather than me or someone else relaying the information.”
In one video, therapist Hope Engel tells her colleagues that
advocacy “is part of the whole package of what we do.” Physical
therapist Matthew Mesibov said, “I’ve literally seen through
speaking with our legislators and their staff ... that legislators
made decisions to sign on and cosponsor bills that were important
to us. That’s powerful.”
Matlack says hearing from peers can have a strong impact on
members who may not be involved in the association's grassroots
advocacy. “They may see a video and think, ‘if my colleague is doing
that, | should think about it too,” he said.
Of course, there are also other associations that have adopted a
peer-to-peer approach to engagement. The American Speech-
Language-Hearing Association has adopted a similar strategy.
“When you're asking people to do something, member-to-member
is best and most effective,” said Ingrida Lusis, the association's
director of federal and political advocacy.
And both organizations say video is the right medium.
“It's easier to listen to a two-minute clip than to read through an
issues brief,” Lusis said.
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Informz
en Your Iss
The Advocacy Nurture Campaign
Much like the “standby mode” on electronic devices,
advocacy groups can find themselves in a state of wait.
When an electronic device is in standby mode, it is
not actively running but continues to receive power—
enough to keep the software running and ready for
action. Advocacy groups have the same basic need
to stay connected to the power source, charged up
and ready.
And that’s where the advocacy nurture campaign
is extremely valuable.
A advocacy nurture campaign is a series of emails
designed to effectively build and strengthen
rapport and relationship with your members. Using
marketing automation technology, you can plan and
set everything up ahead of time and then let it run
according to the desired email cadence. This saves time
and produces a more cohesive campaign, rather than
creating content for each email as you need it.
Nurturing begins at the onset of the relationship,
and the most efficient strategy is to start with an
automated campaign for new members. The campaign
should include a series of purposeful communications
sent over the first few weeks of a membership.
When crafting the campaign, identify what your
members need from you and what you need from
them. These are items like member login information,
contact information, an event schedule or networking
and volunteer opportunities.
It's important to lay a solid foundation with your
members, and it’s especially important to have a plan
for engagement during the “quiet times” when issues
are not looming. The key messaging during this time
needs to speak to the heart of the audience and the
importance of the critical work they do.
Here are some suggested themes to build into
your campaign.
Affirm and Appreciate
Express how great the need is for their continued
support. Your organization could never accomplish all
it does without their help. Saying thank you is often
overlooked in our business, but it is still one of the most
important two words for advocacy partners to hear.
Celebrate the Wins
Share real stories of the short-term and long-term
impact the group has had on policy. Your members can
be change leaders that use their voice and influence
to help shape the future. You can energize them by
reflecting on the amount of positive change that has
already taken place.
Consider creating an accomplishment timeline
or infographic to promote and recognize your
accomplishments. Solicit and promote testimonials
as ameans to putting a face on the issues. There’s no
motivation as powerful as knowing that you have
made a difference.
Expand the circle of Influence
Build a sense of community. Provide opportunities
for your audience to give feedback, share experiences
and communicate on social networks. Make sure
members are aware of—and taking full advantage
of—the networking opportunities available to them.
Equip them with pertinent information and promotional
content to enable them to promote the growth of
your organization
Developing a one-to-one communication style
with your advocacy group is essential. This can be
accomplished by knowing your audience well, including
their motivations, challenges and expectations. With
that knowledge you will be able to build rapport and
develop strong and impactful relationships that result
is increased engagement.
Vivian Swertinski is Senior Digital Marketing Strategist
at Informz, which offers an email marketing platform,
marketing automation tools and expert services to
more than 1,100 nonprofits and associations.
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81%
When it comes to
advocacy, what
are your members
or supporters
most likely to do?
(Click all that apply)
40%
Attend an event
Find an Issue—Any Issue
Of course, there are some who argue that you simply need an issue
to properly get members engaged in advocacy. And the survey
numbers Say it is certainly easier.
“With members, there’s no end date—there’s always an ongoing
campaign,” said Rick Podliska, deputy director for government
relations at the American Motorcyclist Association. “We're always
finding ways in the regulatory process or a bill to get these guys
engaged. If we go radio silent, they think the issues are fixed and
addressed. So we don't go radio silent. We've got to keep these
guys engaged.”
The association has more than 200,000 members and a subscription
list that is even larger. And they’ve come a long way. In 2009, the
list numbered less than 10,000, Podliska said. Part of that success is
making sure that members always have relevant issues to chew on.
“You can always find a bogeyman,” Podliska said.
The organization might highlight an article that has faulty
information. Or it might reach into the regulatory process.
Or it may call attention to a bill that could impact riders.
“You know [the bills are] not going anywhere, but you let the
members know,” Podliska said. “It can always get stuck into a bill
that does move.”
The motorcyclists are not the only ones who think that way. “All
things being equal, having an issue really does help,” said Tom
Dobbins, president of the American Composites Manufacturers
Association.
“IF you don’t have an issue, you can manufacture one,” he added.
“If you don’t have a threat to your industry, create some opportunity.”
One favorite tactic is to try to add language favorable to the
association to must-pass bills.
“The question as an association is, can you get or somehow leave
your fingerprints, to show members you were there, that you did
something for them” he said. “Look for opportunities to put your
signature on must-pass bills, something that’s of obvious tangible
benefit to members. It’s not a show stopper. It’s not a threat.
But it sends the message that we are engaged and working on
their behalf.”
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The Long Game: Cultural Change
There are also those who argue that the key to increasing
engagement is to make it a top priority in your organization, woven
into the fabric of what you do. And that’s not always easy.
59%
How confident
are you that your “IF it is part of the culture of your organization, people on your
izati board should feel funny if they are the only one in the room who
organization can doesn't know their member of Congress or is not donating to the
get members PAC,” Dobbins said. “It puts pressure on them. You make it so that
to participate if you are a leader in your industry, you do this.”
in advocacy Michelle Sara King, an advocacy consultant with almost two
decades of experience, said they key is to relate an association’s
efforts when you advocacy work directly to the goals and interests of the
need them? membership
“The key here is to make it relevant to them,” she said. “Relevant,
accessible, exciting and interesting. There are a lot of ways to do
that. You can show how this improves their business.”
King said that being responsive to members and explaining the
value in advocacy—often in one-on-one conversations—can have an
impact over time. “As an association staffer, you figure out who your
champions are,” she said. “Then, you work together to find the next
level of champions.”
Indeed, many organizations have found ways to underline the
importance of advocacy in ways that resonate with their members.
The National Athletic Trainers Association, for example, recently
added an award to its annual lineup that recognizes members
engaged in advocacy.
“We want to encourage involvement,” said Mike Chisar, chair of
the association’s government affairs committee. “And if visibility is
elevated, we'll be able to do that over time.”
The Educational Theatre Association created a role-playing game
to explain how to conduct advocacy, which resonated immediately
with its members, many of whom are actors who are used to
doing improv.
“So much of advocacy is about telling stories,” said Jim Palmarini,
the association's director of educational policy, adding, “The game
has proved to be very popular with members.They immediately
recognized its value: You are powerful when you're prepared.”
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Can you get your members to rally when it matters? They will if they’re engaged.
Highlighting members who get active can also help a great deal, according to Stefanie
Reeves, the founder of Generation Advocacy, a consulting firm that provides advocacy
training. For example, if members meet with a lawmaker, it may be worth highlighting in the
newsletter or through some other vehicle.
“Giving members who have done something some type of visibility really encourages
others,” she said. “They'll want that same thing, too.”
How you discuss advocacy with members is also key. Being transparent about the length of
the process and the need to see it as a long series of steps can also increase engagement.
Members who completely understand the journey they are undertaking are far more likely
to complete it, even if it goes on for years.
“Let them know that any advocacy takes a considerable amount of time and effort and
there will be things out of our control,” Reeves said. “Let folks know it’s a little more
complex than the School House Rock video.”
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American Management Association
7 Tips to Re-Engage Your Team
When it comes to engagement, don’t just look to you membership. Target your own
employees, too.
According to Gallup Poll last year, only 31.5 percent of U.S. employees reported
feeling engaged in their jobs. Imagine the increase in productivity if you could inspire
people and truly engage them at work. Here are 7 tips to energize your team:
Emphasize how their work contributes
to the greater good.
People who work for associations are often
motivated by the aspiration to help the common
good. Your mission and your connection to the
community can be a huge motivating factor.
Unfortunately, it can be hard to connect the daily
grind to a greater cause. Make sure your employees
understand how their tasks contribute to the whole
and how doing a good job really does make a
difference to your overall mission.
Believe in your people.
Psychologically, people want to succeed. They want
to feel like they did a good job. No one aspires to
be mediocre. So treat them with respect and take
their concerns seriously; these are often windows
into what's preventing your employees from feeling
engaged.
Acknowledge a good job.
Celebrating your team’s successes on a weekly basis
reinforces the behavior you're trying to foster.
Back them up and have an open door.
Research has shown that people leave bosses, they
don't leave jobs. If you're not working on building
a good work relationship with your team, you're
not actively promoting an environment they will
want to work in. This includes being available—both
physically and emotionally—to help them when
they need you.
Get to know their career goals.
You may not be able to promote them to the level
they aspire to, but you can help them develop skills
they want to learn
Develop your staff with an eye
for the future.
Even if your employee doesn't articulate specific
career goals, if they feel like they are stagnating
in their jobs, they start to worry about their
employability. This can eat away at their commitment
to your organization. Train your employees, both with
formal training and with informal job rotation. Offer
them stretch projects that increases their exposure
to new and exciting skills.
Provide wiggle room.
Research has shown that people prefer to have
some control over their work—both how it is
achieved and when it gets done. Give them some
flexibility to plan their day in a way that makes
sense for them. This includes making sure you don't
interrupt their work too often and that you give
them the space to complete it.
American Management Association is a world-class
leadership development provider in more than 40
countries worldwide. Our training is internationally
recognized by 9 professional associations and 90
percent of Fortune 500 companies.
2015 C0. Cal, Inc, Reproduction ofthis publication in whale or par x prohibited except with written permission fram CQ Roll Cal
Can you get your members to rally when it matters? They will if they’re engaged.
Advocate Profile
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Sebastian Smith
‘Baryon.
Thousands of organizations use CQRC Engage
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