Many entrepreneurs and employees choose, at some stage, to invest their personal time and financial resources into professional organizations. These trade associations are usually led by a full-time executive director and, if they are economically able, will often have a small staff to help administer operational activities.
Over the past 20 years, we have been — and still are — members of such organizations. I believe I’ve observed some good and bad practices along the way that have many parallels to the regular working world.
Be clear on the why
A friend of mine recently mentioned he was considering joining a professional organization, but he couldn’t quite grasp the benefits of membership. This particular association meets monthly, and as far as he could tell, the only advantage to joining was saving $5 on his meal. When he asked where his membership dues would go, the response he eventually received essentially stated that if he didn’t want to join, he didn’t have to.
To me, the workplace application is clear: Communicate why you are the best partner for your customer. Show them your value. Show them why the relationship is a “win” for them. Show them how you can satisfy, exceed and anticipate their needs. Don’t just rely on a “$5 discount” trick. Customers, like members, aren’t likely to hang around just to hang out.
Onboard people well
We joined a professional organization about a year ago. There was no welcome packet, no onboarding, and no emphasis placed on how we could get involved as new members. Nothing. Consequently, here we are 12 months later, having just been reminded that our renewal is due. We politely declined and were surprised there was no plea for us to stay — or even an inquiry into why we decided to leave.
To me, the workplace application is likewise abundantly clear: Onboard your employees well. Show them around. Make a concerted effort to engage them in your mission, vision and values. Present a compelling case for how they can contribute, grow and learn. A robust onboarding process acts as the “glue” that bonds a new hire to their colleagues. When there is no onboarding and no exit interview, employees may simply drive off the parking lot one day and never return. They will simply take their skills elsewhere.
Ensure diversity doesn’t divide
We decided to leave a professional organization a few months ago due to what seemed like an intense focus on identity-based sub-groups. We observed the formation of a group for “Hispanics in Business,” followed by “Black Business Professionals,” then a “Women’s Only” group. Eventually, two more surfaced: “Pacific Asian Islanders” and a group for those under age 40.
As a Caucasian male over 40, it became difficult to find my seat. I questioned the leadership, and they assured me I was welcome in all groups. However, even if I’d wanted to identify as Hispanic, Black, female, or a Pacific Islander — or my favorite aspiration, being under 40 again — it felt “funky” on the occasions I tried to sit at a table intended for inclusivity that felt, in practice, exclusive.
In the workplace, organizations should continue to hire and promote people based on the strength of their character and their demonstrated competence. To do otherwise is patronizing to the employee and unfair to their colleagues. We must remember that we utilize human resources to produce business results, not to fill quotas or check boxes. My experience has been that a hyper-focus on diversity often achieves little more than driving division and isolation — it is a form of exclusive inclusion.
Ultimately, the health of a professional trade organization mirrors the health of a workplace: Both thrive on clarity, connection and competence. Whether you are leading a trade association or a growing firm, success depends on moving beyond “check-the-box” exercises. By articulating a clear value proposition, providing intentional onboarding, and prioritizing character-driven excellence over divisive silos, you create an environment where people don’t just “show up” — they belong.
Great organizations don’t just ask for a renewal; they earn it by proving, every day, that their members and employees are their most valued assets.
Paul Butler is a Santa Clarita resident and a client partner with Newleaf Training and Development of Valencia (newleaftd.com). For questions or comments, email Butler at [email protected].
