Membership Handbook

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 2 of 28

Page 3 Introduction

Page 4 Membership Types

Page 5 Keys to Increasing Membership

Page 6 Membership Programs

Page 10 Recruiting New Members

Page 23 Retaining Membership

Page 24 Membership Inquires

Page 28 Processing New Members

Page 28 A Final Thought

Eastern District Director, Membership Chair

Paul R. Cole, CPBD

The Home Design Company

1841 Ribaut Road, Suite B

Port Royal, SC 29935

(843) 525-1727

Central District Director

Alan Kent, CPBD

Kent & Kent Building Designers

2900 Wilcrest, Suite 120

Houston, TX 77042

alan.kent@aibd.org

(713) 977-0777

Western District Director

Election to be held January 21, 2009. Meanwhile, please send all

inquiries to the AIBD national office:

7059 Blair Road NW, Suite 201

Washington, DC 20012

info@aibd.org

(800) 366-2423

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 3 of 28

You have now taken on the single most important task of your organization,

membership, a famous quote comes to mind. A man once said, "We have strength in

numbers." For large corporations and state or even national legislature to distinguish

our organization from others, we need to have that strength reflected in strong

membership numbers. Take, for instance, the NAHB (National Association of Home

Builders). The NAHB can control and fight legislation to change the face of our nations

building industry because their membership is so strong. We hope to, one day, have

the same membership numbers as the NAHB, if not greater.

At our annual convention in San Diego (July 2000), your Board of Directors voted to

Every day each of our members, from the newest member, to our National Executive

Director, needs to be recruiting. We all know someone that can benefit from being a

member of our organization, and we all know the benefit of having them as members. It

is your task to guide your societies’ members to be the recruiters for our organization.

This handbook has been developed to help you in setting up your societies’

membership program. If you have anything that has worked for you in the past, please

forward it to the membership coordinator at the national office, so we can share it with

the other membership chairs.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 4 of 28

AIBD has 3 basic types of membership:

Professional

General

Allied

Please refer to your National Bylaws and Book of Rules to learn more about these types

of memberships and the rules governing those.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 5 of 28

Because our Membership is so important to us, lets look at a number of different things

you can be doing to help increase our membership numbers. On the following page is

our “10 Keys to Membership” that was introduced to the societies during the 1999-2000

winter meeting. These 10 items are essential to increasing our membership numbers.

Please feel free to add to this list and send your suggestions to us.

someone pick up this task. The president can not do their job well and also be

membership chair.

or Access database, or any other means of staying in contact with these potential

members.

(See the "AIBD Membership Correspondence Form")

3. If they have an e-mail address, set up a database or address book so that you can email

them periodically as to the activities that you have going on.

4. Contact the prospective members within a couple of weeks (with a phone call). You can

e-mail them within hours, but then follow up with that personal touch.

5. Divide your society into quadrants and have someone be the local AIBD contact.

will be held.

(See the "Reminder Postcard")

7. Get all prospects on your societies’ mailing list.

society.

agenda for new & prospective members to network with your members

10. Most of all…everyone needs to prospect and recruit…. whether new society members

or affiliate members.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 6 of 28

This program has become our key to growing our organization's membership. By

recognizing those members that work so hard for our organization, we hope to get more

members involved.

Architectural Systems for being our primary sponsor for this program. Please inform us

of any recommendations you have that will help to make this program a success.

into the organization as follows:

2 pts Professional Members

1 pt All other membership categories

Members will accumulate rewards as follows:

1 point Member receives an AIBD ball cap. (first point)

5 points Member will receive a bronze “compass” pin to be placed on their name

badge.

15 points Member upgrades to a silver “compass” pin.

25 points Member upgrades to a gold “compass” pin.

50 points Member upgrades to a gold and diamond “compass” pin and will be

recognized at the year end meeting and will become a member of the

“President’s Compass Club”.

In addition to the point system, new and excelling "Compass Club" members will be

recognized in every issue of Design Line magazine. Also, each year, at the year-end

meeting, the member who has successfully recruited the most members will be given a

special award and recognized at the awards banquet.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 7 of 28

Compass Club Tracking Form

Reporting Quarter _________________

District Director Reporting:

-District Director to fill out upon receipt of applications

-This form should be faxed to the Membership Coordinator at National

no later than the 5th of each month.

Society Reporting:

This form should be used to track Club membership for your records

in the event a dispute should arise regarding club accounting.

Date Sponsor Applicant Society Pts Comments

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 8 of 28

The “Three for Free” program was introduced by David Kent in 2002. This program is a

key recruiting program that recognizes those members who put forth the extra effort to

pass the word of AIBD to other designers and follows up with them until they join. This

is a financial reward to the recruiting member, where the “Compass Club” program is a

visible program to the membership with the different pin levels. This program rewards

the recruiting member by having their national dues paid if the recruit three (3)

societies that they join the program by also waiving the society’s dues as well.

In 2007, Robert Murphy moved to revise the “Three for Free” program to include the

point system used by the “Compass Club” program. Now, when a member recruits one

Professional Member two points are issued and when a member recruits one General

Member one point is issued. When a member accumulates six points in one fiscal year

(July 1 to June 30), their next calendar year’s national dues are waived.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 9 of 28

The 25/25 program gives societies and at-large districts the opportunity to reduce their

2009 national membership investment up to $100! At the 2007 AIBD National

Convention in Boston, the South Carolina Society was the first to receive the 25/25

award for new Professional Member recruitment. Here is how members are be

rewarded:

In addition to all of the existing reward programs, societies and at-large members

collectively within their respective districts who have recruited a net growth of at least

25% in Professional Members between July 1, 2007 and June 30, will be recognized by

having their next calendar year's national dues reduced according to the following

schedule:

_ 25% of net increase - award a $25 reduction in annual dues to each Professional

Member of the society or at-large members within a district.

_ 50% of net increase - award a $50 reduction in annual dues to each Professional

Member of the society or at-large members within a district.

_ 75% of net increase - award a $75 reduction in annual dues to each Professional

Member of the society or at-large members within a district.

_ 100% of net increase (or more) - award a $100 reduction in annual dues to each

Professional Member of the society or at-large members within a district.

All societies, large and small, and at-large members within a district are encouraged to

get behind this recruitment program and promote it to their contemporaries. Societies

with 100 members have 100 recruiters available to reach the design community in your

region. It only takes each Professional Member recruiting one new Professional

Member to earn a $100 national discount for their group; provided all existing

Professional Members renew their membership too.

Remember, the upgrading of a General Member to Professional status counts too! If

everyone works on this, great things will happen for both the regional and the national

standing of AIBD. There is strength in numbers and the design profession is becoming

a more complex discipline to practice. The 25/25 program not only helps to grow AIBD

but also helps those new members brought into AIBD.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 10 of 28

Why is it important to recruit new members?

change, unemployment and other economic reasons, lack of employer support, or

dissatisfaction.

In order to show positive growth there must be more than 20% recruitment each year.

Without growth, the AIBD will loose its position as our industry’s leader. Without

instruction and a plan of action, this can seem like an enormous task to accomplish year

after year. This guide will provide step by step instructions on how to recruit new

members and suggest methods in which to motivate them to continue to renew.

First, to effectively recruit new members, it is important to first understand why it is

people join associations: to solve problems, meet social and economic needs, and

finally to protect their right to do business.

Presently, there are no there are no formal degree programs exclusively devoted to the

practice of residential design. The AIBD provides outstanding opportunities for basic

and advanced learning at both the society level and the national level. If your society is

not providing regularly scheduled education for its local membership, a huge opportunity

is being missed for recruiting new members and retaining those you already have. Due

to its colossal importance to every technical field today, education must be the first and

foremost benefit provided for association members. Those who strive to be the best in

their field will seek out organizations that are successfully filling this need. It is for that

reason, that the AIBD has a continued education policy for its members and is seeking

to establish the largest residential design CE Provider Program offered in America.

Knowing what is happening regularly and timely is essential in today’s business world.

The AIBD provides a quarterly publication and a monthly online newsletter in an effort to

keep members up to date with industry issues, codes, accomplishments and goals.

Because there are exemptions in the architectural laws, it is the responsibility of those in

the discipline of building design to set their own standards. Therefore, the AIBD is the

foremost authority in setting standards for practice, design and ethics in the residential

design disciplines. It is the goal of our organization to position its members in the

marketplace as the experts in residential design

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 11 of 28

Participating in the AIBD internet list serve or by attending state and national meetings,

members can obtain a plethora of advice on issues that face business owners and

employees on a daily basis. There are also opportunities, through networking, for

strategic partnerships between members for information, projects, or referrals.

The AIBD national website, as well as, society websites, provides links to local and

state governments for members to research laws and regulations in nearly every state.

In addition, the AIBD as a whole, contracts with a national legislative watchdog to

monitor state bills as progress through their respective house and senates. Specific

keywords provided by the association are used to tag those bills that may be a threat to

the home design industry.

A corporate member program makes it possible for members to obtain drawing

samples, templates, software, specifications and many other resources need to specify

the most desired products and styles in today’s housing. Many of the corporate

members provide special discount programs for AIBD members. To inquire and take

advantage of these programs, contact the AIBD national office.

Many members find networking with other professionals in their field helpful for their

personal confidence and motivation. Knowing that other business owners and

employees are sharing similar issues is comforting and informative. Learning how to

foresee problems and pitfalls can give someone the tools, knowledge and courage to

continue on, even during troubling times. In fact, actual business partnerships have

been formed between AIBD members as a result of the networking opportunities that

have been offered.

The AIBD is forging new territory in the field of education for, and the profession of,

residential design. Some people find it rewarding to be a part of something that

represents a greater good. Sharing the feeling of accomplishment and celebrating with

others can be reason enough for many to be involved.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 12 of 28

Members find the AIBD as a source for employment, some for themselves, others for

their businesses. Also, members have joined together to partner on certain projects,

both in their local area and long distance. In addition, being an AIBD member may

brings with it credentialing that could attract the top employees to a firm or give

employees an edge in a competitive job market. Existing employees could gain well

desired recognition and reward if joining and participating in the AIBD.

The professional mindset and credentialing provided by the AIBD can make a firm the

top choice of homeowners, builders and developers when choosing a designer. Also,

members receive referrals from national advertising, building shows, and society

websites. This type of exposure provides qualified leads that otherwise would not have

found their way to the desk of just any designer.

Despite the association's efforts to set high standards for design and standards, errors

and omissions can happen. Any professional can be sued for an error or omission.

Even the most diligent designer can be held liable or be sued for a professional mistake.

The AIBD has negotiated with underwriters who understand the exposure involved with

light commercial and residential design. As a result, the association works to maintain

the most reasonable policies available to the industry.

The AIBD partners with many other nationally recognized associations, organizations,

and corporate entities. Regularly these parties mention their affiliation with, or

sponsored events for, the AIBD in press releases, articles, and brochures. AIBD events

themselves gain national notoriety and exposure through building shows, publishers,

and show house developers. The continued exposure received through partnerships

with others creates confidence in the organization as a whole. This confidence is

evident in corporate sponsorships and client inquiries.

From time to time, there are issues that arise that can threaten the ability for a Building

Designer to do business freely. In those times, the AIBD provides advocacy in behalf of

its members at local building departments, state and federal governments, and in the

building code arenas. In addition, the AIBD provides forms and sample documents that

can help when formulating a business relationship with clients and other AIBD

members.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 13 of 28

Studying the experiences, talents and abilities of the existing membership will give a

recruiter a great snapshot of what type of person would be interested in also becoming

a member. Of course, there are exceptions to every rule, however, when recruiting a

potential member, that prospect may feel more comfortable knowing that they may have

much in common with others in the association.

The most recent membership survey done within AIBD produced the following results:

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 14 of 28

These statistics are just a sample of the many questions asked when the AIBD

produces a member questionnaire. Each state society should also create

questionnaires to better learn the characteristics of members in their region. The

information can also be helpful in attracting potential corporate allied members.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 15 of 28

Another means to track membership characteristics, without asking directly through

surveys, is to document the sources and numbers of membership inquiries and new

members each month, quarter, or fiscal year. For example, the first quarter of the

2005/2006 fiscal year produced the following results by the national office:

Membership Report:

Prof.

Members

6/30/05

Total

Members

6/30/05

Prof.

Member

9/30/05

Allied

Member

9/30/05

General

Members

9/30/05

Student

Members

9/30/05

Retired

Members

9/30/05

Total

Members

9/30/05

Prof.

Member

Growth

Total

Member

Growth

714 1201 735 62 305 71 54 1239 4.62% 3.16%

Inquiry Report

Quarterly

Total

Inquiries

Referrals

from

AIBD

Members

Hanley

Wood

Publications

Other

Publications

Web Site Other

78 25 36 2 2 11

As you can see from the reports, a large percentage of the inquiries come from within

our association itself. That exemplifies the importance of this manual. Also, keep in

mind that these figures only represent the leads that are generated through the national

office. There are countless other leads that are generated within the state societies that

also the names, addresses, phone numbers, and emails. Without the records of each

state society, the national office cannot adequately report to the National Board of

Directors the successes of the membership recruitment programs.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 16 of 28

In the words of Paul J. Myer, founder of Success Motivation Institute, “If you are not

experiencing the progress you would like to make, or are capable of making, it is simply

because your goals are not clearly defined.” A goal is the desired result. Whereas a

plan is the actions needed to accomplish that result. To be effective, a goal must have

four critical characteristics; it must be written, it must be specific, it must have a

deadline, and it must be formulated in a positive manner.

It is not acceptable to simply say, “We will recruit more members.” What kind of

members? How many specific members, and, by when?

Examples of membership recruiting goals may be:

Results oriented.

Activity oriented.

The goal tells where we are to be and when we are to get there. The plan explains step

by step the pathway in which to take along the journey. Like a pilot without a flight plan,

or a builder without construction documents, no one cannot reach their final destination,

or complete their project with any accuracy, without a plan.

professionals or corporations that they feel would benefit from being a member. Put the

names of those who provide leads in a hat at the end of the meeting and hold a raffle for

a small door prize.

easier than ever with the help of the internet. Simple do business listing searches, or,

purchase names from an already established mailing house.

communities, take time to get to know the officials of those jurisdictions. As they learn

about the association and have good experiences with working with the members, plan

reviewers and building officials will become a great source for prospects.

to go to the institutions they are attending. Contact the department heads and volunteer

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 17 of 28

to come and speak briefly to the most advanced class each session. At the end of this

manual is the text from a publication produced by the national office titled, “What is a

Building Designer”. Use that as the outline for your talk, or follow it word for word.

Prepare a talk that is 10 to 15 minutes and share a number of personal experiences of

how rewarding a career as a building designer has been for you. Bring with you you’re

a copy of your favorite architectural book to give away at the end of the talk. When you

finish your presentation, invite everyone to participate in a raffle for the book. Pass out

blank business cards (they can be purchased at an office supply store) or blank 3x5

cards. Ask that everyone write they’re name on their card. That qualifies them for the

raffle. Then invite those who want to be sent more information about the AIBD to also

include their mailing address and/or email address.

realtors, etc.; “Who do you know that is preparing building plans?” And, “Who do you

know that sells construction materials and products?” Local associations like the

Kiwanis, Lions, Home Builders, Realtors, Boy Scouts, etc. hold monthly meetings.

Learn where and when those meetings are held and volunteer to be a guest speaker.

Prepare a talk and hold a raffle similar to the one with the students. However, a gift

certificate purchased from the restaurant that the meeting is customarily held at might

make a better prize. Instead of getting names, phone numbers and email addresses,

get the participants to right their names (qualifying for the raffle) and the names of two

or three leads that might be interested in becoming members; i.e. professional,

corporate and student.

The reasons why someone becomes involved in an association were described earlier.

Study those items and develop, in your own words, a script that explains how your

Society meets those needs. This task serves two purposes. First, the act of writing

down a thought helps you develop your ideas while creating a record that can be

accessed at a later date. Second, it provides a very important analysis of whether or

not your local Society is fulfilling the needs of professionals who join associations.

Why should they join AIBD and your Society?

they need to change?

change?

always more desirable for professionals looking for recognition)

Develop action alternatives.

Also, consider doing both.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 18 of 28

programs desired by the members.

etc.

Review resources.

Prioritize and decide.

revise tasks. Do not allow a bad plan to continue!

Sending a letter or postcard directly to a prospect is better than advertising in

magazines or newspapers. Magazine, newspaper and media ads are called

“conventional” advertisements. This type of advertising can be successful, but requires

a commitment to spaced repetition and longevity. The type of written correspondence

this manual suggests may require the same commitment and longevity if it is done in a

“conventional” manner.

Known as “direct mail advertising”, a letter or postcard that simply informs a prospect

about our association and benefits may need to be repeated to be successful with that

prospect. In addition, tracking the success of this type of long-term correspondence

may be very difficult. Therefore, mailings should be structured in a “direct response”

format.

A “direct response” contact is one that demands a reaction immediately. A mailing that

requests a registration or RSVP would be considered direct response. A mailing that

gives the recipient a benefit for responding immediately is also considered direct

response. A post card announcing a quarterly meeting with a request to register is a

good example of direct response advertising. However, to take that same idea to

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 19 of 28

another level by offering something free (room upgrade to a suite, or a discounted

registration fee, etc.) to the first 3, 4, 5, or so on, to register.

When contacting the prospects provided through the above mentioned lead generation

tasks, be sure and mention the person who supplied the lead when formulating the

letter, postcard, invitation, etc. By mentioning the person who referral, the prospect can

let down their guard, you have established a link to their inner circle. Additionally, the

prospect won’t want to disappoint the referral should something be mentioned about this

at their next meeting.

Contacting a prospect directly, face to face or by phone, is the best method to obtain a

commitment to join as a member, or at the least, investigate it further. By contacting

them verbally, the recruiter has the immediate opportunity to overcome objections.

Objections by the prospect simply mean that the recruiter hasn’t adequately explained

the opportunity yet.

Keep in mind, the following examples should not be memorized word for word. They

are intended to help you formulate your own responses that will sound authentic coming

from you. If your own words are not used, the statements used as examples in this

manual may come across as “canned” or insincere. Find your own interpretation and

operate using that.

Again, when contacting the prospects, be sure and mention the person who supplied

the lead when formulating the letter, postcard, invitation, etc. If it just so happens that

you are “cold calling the prospect”, then be upfront and explain that you got their name

from the yellow pages, professional listings, newspaper article, etc. Your honesty may

just be rewarded by the prospect giving to you some of his/her time. Getting into this

habit will almost always insure you the opportunity to make your “pitch”.

When getting down to the “brass tacks” and asking for a commitment from the prospect,

i.e. attendance at a meeting or signing an application, simply ask them directly for a

commitment. One technique used by sales people is called “Alternate of Choice.” This

“closing” method is used when the recruiter gives the prospect two choices, both of

which are desirable by the recruiter.

For example, an initial phone call might start like this, “Hello [prospects name here], I

was speaking with [referral’s name here] about my association, the AIBD, and he/she

felt you would be interested in hearing about it. I’m going to be in your area tomorrow,

are you available to speak with me in the morning, or would the afternoon be a better

time?”

An alternative is, “I’m going to be in your area next week, are you available some time

on Wednesday, or would Thursday be better?”

Another example would be, “Hello [prospects name here], I was speaking with [referral’s

name here] about a training session to be hosted by my association, the AIBD, and

he/she felt you would be interested in attending. It’s on [state the date and time], would

like me to pick you up or shall we meet there?

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Once they choose one or the other, you simply finalize the details, i.e. time, location,

etc. The ‘Alternate of Choice’ method of closing an appointment incorporates two

questions, both of which have the desired answer you are looking for. You will feel

awkward at first speaking in a manner that you are unaccustomed to. With a little

practice, this method of gaining a commitment from someone will begin to smoothly roll

of you tongue. Have fun with it… practice on your employees, family, and other AIBD

members.

Another important point, once you ask for a commitment…SHUT UP! One of the most

successful salespersons I know told me, “Once the closing question is asked, the next

person to talk looses”. If a person doesn’t accept your proposal and hesitates, they

might not know themselves why they are not answering… don’t be the one to give them

their objections. So many times, I’ve observed members talk a person right out of

becoming a member themselves. It is not up to us to decide whether or not our

association is for them. Our function is to provide the information and the means for

them to enjoy the benefits. Let them come up with their own objections.

If a prospect shows hesitation, probably they don’t feel that they have enough

information to adequately make a decision. This is not to say that they will not say yes

to your offer, but, you may have to learn what information they feel they are missing.

Once the ice is broken with, “I don’t know.” Or, maybe they say, “Let me think about it.”

Any answer of this sort is not an objection, but, a request for more information.

Once they prospect has stated their hesitation, simply express that you have,

“…obviously not given them enough information.” Then ask, “Exactly what is it that is

causing you to hesitate.” At this point, they should share with you their objection.

Once you have asked for a commitment, someone may offer their objection

immediately. When this happens, the invitation process moves much quicker. As

instructed in the prior paragraphs, the recruiter’s goal is to ultimately reach this point

anyway.

The prospect may answer your closing question with a question themselves. One like,

“How much time will it take?” Or, “How much will it cost?” These are questions with

definite answers. Therefore, they should be answered honestly and directly, but, then

followed up with a repeat of the question for a commitment. For Example:

Prospect: “Who will be there?”

Recruiter: “People who do the same thing you do (You may want to mention the

scheduled speaker and/or topic if there is one). Some are members already and some

may be just checking us out like you will be. Would you prefer we meet at the meeting

or would you like to have breakfast together first?”

Questions by a prospect that have tangible answers are usually a means for them to

postpone making a decision. Answer their question and get right back into asking a

commitment from them.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 21 of 28

Handling a true objection is just as straightforward. When someone says, “I don’t have

the time.” The recruiter answers by saying, “I know how you feel, when I was

considering joining, I felt the same way. Once I got involved I learned that…” and share

a personal experience that relates to how you overcame that issue or learned that it

wasn’t an issue at all. Once you are completed telling your personal story, return to

asking for a commitment.

The exact same method works for objections like:

association.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 22 of 28

Brand identity is you, and your society’s, packaging. It is everything you do that

communicates the value and character of you. The following are some tips to help

present a powerful brand identity.

in e-mail messages, and in direct conversation influences people’s perception of you.

You want people to identify you as someone brief and to the point.

look him or her in the eye, extend your hand, and smile. Show genuine pleasure in

meeting someone new.

what to wear choose attire that projects self-confidence and respect for the other party.

group meeting. Too often, half the room can’t hear those who speak.

“maybe,” “perhaps,” and “I’m not sure.” Use “I believe” in place of “I think.”

the talking and to elicit ideas and input from others.

yourself from thinking about what your next comment will be.

conversations. Don’t do this. Not only is it rude, but you can be perceived as arrogant.

name and phone number slowly and clearly. Then you may leave a brief message as to

why it is you are calling and when you can be reached. At the end of your message,

clearly leave your name and phone number once again.

clients to create visibility for your brand. They know your value and can be your best

marketing a public relations support system.

[Much of the preceding has been adapted from an article written by Carolyn Aishton,

senior associate, Pachter & Associates, Cherry Hill, New Jersey.]

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 23 of 28

Once you’ve done all the work required to recruit members, make sure they have an

experience with that makes them want to stay. That means you should create a positive

and supportive work environment, one where members have ample opportunities to

learn and grow. Do everything reasonable to let them know they’re an important part of

your organization and have a responsible and respected role. Providing members with a

good experience will be good for retention and recruitment. Happy members will spread

good news about your organization and help you recruit members for additional

positions in the future.

Your new members’ first impressions of the association will make a big difference. So

be sure to get off on the right foot. Here are a few tips to consider: As the year

progresses or as members begin to settle into their new responsibilities, keep the

following tips in mind:

problems and needs.

members and the community, and with other AIBD or volunteer programs

in your community.

and require accountability.

when AIBD members are present (e.g., annual meetings, board meetings,

conferences, and recognition and publicity events).

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 24 of 28

Our Membership Inquiries usually come from one of two places, our National Office or a

reference from a local member. When you receive your societies’ inquires from the

national office you need to have some means of recording and tracking these requests.

There are a number of ways that you can track this database. Whether you are going to

keep up with these inquires through a computer database or on paper, the most

important thing is to get them into your database and start contacting them. There is a

sample of an "AIBD Membership Correspondence Form" in this handbook. This form

can be helpful in tracking your inquiries and calls to potential AIBD members.

It has been our experience that it takes a minimum of four (4) contacts to get a prospect

to return his/her application to us for review. The most important thing is to be

consistent with your contacts. Contact them on a regular basis. Set aside 1 hour every

other week to handle these calls. Depending on the size and the number of inquires it

may take you less time. However, the thing to remember is:

Don’t call them the day you get the inquiry and then wait 2 months to get back to them.

It is so important to keep their interest up as well as keeping them informed as to your

society's happenings.

When you receive an inquiry from the National office, add them to your mailing list so

that they can start receiving information about upcoming events. This is also a good

topic line when speaking with them.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 25 of 28

(Hint 1) Use your membership to help you contact these inquiries. If you live in a

large society, try to split it into sections and have member(s) help you handle the phone

calls in their area. They are generally more in tune with what is happening locally and

can communicate these issues with the inquiry. They may even have the opportunity to

take the applicant to lunch, etc.

(Hint 2) Set up an email address book, so that you can send out ticklers on

membership review and meeting dates. This way you can contact dozens of applicants

within seconds.

(Hint 3) Print up some postcards to send out to the applicant letting them know

when you are meeting or having an application review meeting.

(See sample in this handbook)

(Biggest Hint.)

Please do not hesitate to call if you need suggestions or help.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 26 of 28

AIBD Membership Correspondence Form

Name: ________________________________________________________

Address: ________________________________________________________

________________________________________________________

City, State, Zip: _____________________________________________________

Home Phone: ________________________________

Work Phone: ________________________________

Fax: ________________________________

E-mail address: ________________________________

Company Information: ________________________________________________

Packet Sent: _________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

Additional Notes:

Application Received:

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 27 of 28

The following postcard has helped us to reach many members and give them

something to remind them that we are here and looking for their membership.

Sometimes a person won't remember a phone call, but if there is something sitting there

in front of them, they will be more inclined to call you back and get their application in to

you for review. Feel free to adapt this however you feel it will work best for your

organization.

One way you may want to amend the above post card:

“Your membership application can (will/would) be reviewed by our Membership

Committee on __________________if you submit it by _______________”

Most of all find out what works for you and then pass it on to the rest of the societies.

© American Institute of Building Design, 7059 Blair Rd NW, Suite 201, Washington DC, 20012 Page 28 of 28

One of the biggest complaints that the National Office receives is the amount of time

that it takes to get approved for membership. Once you receive an application for

membership.

manner, you have worked hard to get the member, don’t hold it up and

discourage them.

moved from your prospect data base to your societies’ member data base

to assure that the new member will be getting your societies news letters.

they are aware. They receive calls every week wanting to know when

prospective member’s application will be processed.

inform them as to what the next step is…that you will be forwarding the

application to your district director who will then forward it to the National

office for final processing.

In reality- getting new members is the easy part. Retaining them is the hard part! Those

that get involved will be better members and will stay with the organization.

Most members come to AIBD not because they couldn’t find work, but because they

want the kind of unique experience AIBD offers. They want to serve their profession and

their community, and they want to make a difference in their professional lives.

Realistically, that noble and idealistic motivation is also what keeps AIBD’s’ talented

members working hard for little or no financial remuneration. Above all else, be sure you

find ways to reinforce members’ pride in their work, in your society, and in their

commitment and self-sacrifice.

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