Building a Culture of Continuous Improvement to Drive Member Value

As professional environments evolve, so must associations’ approach to serving their members. For example, a major regulatory change can create new compliance and education needs overnight, causing yesterday’s offerings to feel misaligned. Similarly, the shift to hybrid and remote work led to higher expectations about the quality and quantity of online learning that associations should provide. Programs and services that once delivered strong value may feel less relevant today, and that gap can quietly erode engagement (and renewal rates) over time.  

At the same time, associations don’t have endless resources to build new programs. The challenge is not just keeping pace with change, but doing so thoughtfully by making informed choices about where to invest, what to test and what to let go.  

The associations that thrive in this environment build cultures of continuous improvement where learning is ongoing, experimentation is disciplined and decisions are grounded in data and mission.  

The four principles below can help your association explore new programs and member benefits to keep members renewing year after year, while being intentional in what you test.   

Keep testing and learning

When what once worked is no longer serving the organization, it’s time to try something new. Pilot benefits, events and projects supported by a clear business case and plan, with defined goals and criteria for both launch and sunset.    

For example, to better serve rising professionals, an association pilots a biweekly free e-newsletter featuring early-career tips, short mentor profiles and a career-path framework. Before launch, staff and the membership committee set success criteria: 1,500 subscribers, a 35% average open rate, an 8% click-through rate and 25 mentorship inquiries. If by the sixth issue opt-ins are below 1,000 or the average open rate dips below 25%, the pilot ends and staff time shifts to other tests. If the project exceeds all thresholds by 15% or more, the committee will explore adding tailored sessions for this segment at the annual conference. 

• Tip: A modern, relevant benefits package is built through thoughtful experimentation. Give staff permission to invest time and resources in testing new ideas, even during uncertain times. Real learning happens when ideas are put into market, measured and refined—turning insight into action and progress. 

Embrace failure

Both successful and unsuccessful pilots generate valuable insights. Each outcome clarifies what members value most and where your association can make the greatest impact. 

• Tip: Define success upfront so your project plan includes feedback and measurement from day one.  This helps prevent over-investment in initiatives that are not delivering results. 
• Tip: Not every pilot will succeed, and that is not a flaw in the process. It is the process. You cannot achieve breakthrough results without taking calculated risks. The goal is not to avoid failure, but to manage risk wisely and learn quickly. 

Prune to grow

Over time, even well-loved programs can lose relevance or impact. When associations discontinue offerings and reallocate time, talent and funding to higher-impact opportunities, they open themselves up to new possibilities for growth. 

• Tip: Retiring a once-popular initiative can be difficult for members, particularly when it has passionate supporters. Let data lead the conversation. Usage trends, revenue performance and opportunity cost help depersonalize decisions and keep the focus on member value. When collecting feedback via survey, consider constructing questions in a way that forces recipients to rank benefits against one another (stack ranking) to give more clarity about what specifically is most important.  
• Tip: When a program ends, honor its legacy. Recognize its champions, contributors and impact through your website, a board meeting or on the main stage at a conference. Ending a program thoughtfully reinforces trust and emphasizes that progress builds on what came before. 

Make room for everyone

Associations are strongest when they reflect and serve their full potential audience. Creating a welcoming, inclusive environment is not a political statement; it is about creating relevance, access and long-term engagement.  

• Tip: Review your association’s style guide to make sure it reflects inclusive language. Update digital and print forms to provide flexibility and choice in how members identify themselves. 
• Tip: Provide guidance or training for board members and staff who serve as spokespeople, so they are equipped to represent the association thoughtfully and avoid unintentionally alienating members or prospects. 
• Tip: Small changes can have an outsized impact. Enable captions for virtual events, add image descriptions to your website and offer spaces such as nursing parents’ rooms at conferences. Members are more likely to engage long term when they feel seen, supported and respected. 

Improvement isn’t a one-time project, it is an organizational mindset. By testing with intention, learning from each outcome, and making incremental improvements, associations can deliver true value to their members year after year.