““Diana was on a conference call with the chairman of the board of an international professional association. She listened as he listed problem after problem: staff members are critical of each other and of members; there is little collaboration among staff and board members; no one is willing to go the extra mile; everyone complains about the cost of membership; members seldom volunteer to serve on committees or to write articles for the newsletter. The list of problems went on and on. Diana gently interrupted the habitual tirade: Diana: May I share my reflections and ask a question? Peter: Yes. Diana: I hear that you are very frustrated and feeling somewhat overwhelmed with all the problems people bring to you. Peter: Yes. Diana: I wonder what it is that you really want. You have described in detail what you do not want—all the problems. I am curious, what do you want for the association, its members, and the board and the staff? Peter: That is quite easy. I would like more members who are actively engaged. Diana: That is a clear and exciting image for the future. I suggest that you begin an inquiry into “Engaged Membership.” Ask members of the board, the staff, and the association to share stories of when they have been highly engaged as members of the association and/or as members of another organization, team, or community. Ask them who or what led them to be so engaged. What did they do and contribute? How did leadership encourage and support their engagement? How did it feel? What were the benefits to them and to others? What ideas do they have to enhance engaged membership in the association? Peter: That is a very different approach. Diana: Yes, when you flip problems and ask about what you really want, two things happen. One, people learn what it is that you stand for as a leader. They learn what you expect of them. In your case it is “Engaged Membership.” And two, you get more of want you want. When people know what is wanted and expected for success, they do it.””
