| Unions came into power over 100 years ago to | | | | members could do it themselves, they would not |
| defend the rights of the employee against big | | | | need your professional association. As board |
| business tycoons who were not as concerned about | | | | members, we are the problem solvers for many |
| the worker as they were about their profits. Even | | | | diverse issues. |
| before their legalization in 1842, unions have been | | | | I often receive calls from non-members and have |
| organizing strikes to protect the welfare of their | | | | made it my practice to gently let them know that |
| workers. Professional associations were built in the | | | | without membership in their profession's organization, |
| shadows of these unions, striving to help given | | | | I cannot offer them the information they need to |
| professions and those within the professions succeed. | | | | address the immediate problem. Association members |
| The associations of today are similar to the union | | | | are all doing their parts to make the profession we |
| model. Members pay dues to the state and national | | | | serve that much better, and it does not make sense |
| affiliates in return for benefits. Some even have local | | | | that someone who is not a member would reap the |
| chapters representing them. In this tough economy, | | | | benefits of an answer. An association executive is |
| why do people still join these associations? It is not | | | | the answer person. You and your staff are |
| for the monthly newsletter, the annual convention or | | | | contacted by members and non-members because |
| the monthly seminars to achieve their continuing | | | | they need what you have. They do not want to call |
| education credits. Individuals may join associations for | | | | you but they do, most of the time, because it is a |
| many reasons:o Need to know informationo Support | | | | last resort before calling their lawyer or financial |
| of their profession and institutiono Fear that they are | | | | consultant. I always find it interesting that the |
| missing vital informationo Complianceo Support | | | | non-member knows how to find their association's |
| materialso Legal resourceo Legislative informationo | | | | number when they have a problem, but cannot be |
| Reimbursement issueso Human resource needso It is | | | | bothered to join the association to reap the other |
| the right thing to do | | | | benefits. This would be like Joe the Cyclist calling up |
| I am sure you can assemble items to add to this list, | | | | Lance Armstrong and expecting him to divulge all his |
| but what I have seen over my 25 plus years of | | | | training secrets. |
| managing and consulting for associations in the health | | | | So, the next time you receive a call from a |
| care industry is a conglomeration of all of the reasons | | | | non-member, be courteous and friendly - you may be |
| above. In addition, there is one more element that I | | | | obtaining a new member -- but also be firm and |
| think is relevant and worth writing about: a need for | | | | honest that what they want from you cannot be |
| their association to help them unravel the many | | | | provided without membership because what they |
| complex financial and legal issues they are faced with | | | | need is the support of their professional organization. |
| on a regular basis within their own business or | | | | This organization will act as a support group full of |
| practice. | | | | people who will have the answers to the questions |
| As an association administrator, I am asked to solve | | | | that they have now, or will have in the future. |
| problems for our membership regularly. If your | | | | |