Why Your Association Fails to Leverage Gen AI Effectively and How to Change It
In today’s rapidly evolving technological landscape, generative artificial intelligence (Gen AI) has emerged as a transformative force, reshaping operations and redefining how associations serve their members. It offers unprecedented opportunities for associations to enhance internal processes, empower staff and volunteers, and guide their members toward industry leadership in Gen AI adoption.
For association executives, the imperative is clear: to harness the full potential of Gen AI, a meticulously crafted learning program is essential. Such a program must address the diverse needs of staff and volunteer leaders, ensuring that all parties are not only knowledgeable but also proficient in applying Gen AI tools within their roles. As Gen AI adoption accelerates, training programs must emphasize direct relevance, continuous accessibility, and a commitment to equitable learning to ensure the greatest organizational impact.
Tailoring Learning Content to Specific Roles to Leverage Gen AI
A universal training approach often proves insufficient for associations, given their complex structures of staff, volunteer leaders across multiple chapters, and sections catering to diverse member demographics. To maximize Gen AI’s impact, it’s crucial to develop learning modules aligned with distinct responsibilities and areas of expertise. This targeted approach ensures that each individual acquires knowledge and skills specifically pertinent to their duties, driving efficiency, improving member services, and positioning the association as a leader in guiding its membership toward Gen AI integration.
For example, staff in membership management may focus on using Gen AI to analyze member engagement data, identify participation trends, and anticipate emerging needs. Volunteer chapter leaders might concentrate on applying AI-driven communication tools for outreach and event planning, while section coordinators tailor resources for specific demographic groups by deploying AI-driven content curation strategies. Personalized, role-based learning has traditionally been challenging at scale, but Gen AI now empowers associations to create such targeted curricula. By doing so, associations foster greater engagement and ensure that each contributor sees the direct application of their learning in advancing the association’s mission.
Balancing Theory with Practical Application to Leverage Gen AI
While understanding Gen AI’s theoretical foundations is valuable, the true benefit comes from hands-on application. Training programs that incorporate real-world scenarios, simulations, and opportunities to experiment with AI-driven tools bridge the gap between abstract knowledge and day-to-day tasks. This experiential learning approach builds confidence and competence, empowering staff and volunteer leaders to seamlessly integrate Gen AI into their routine responsibilities.
Moreover, effective Gen AI training must be accessible to individuals with varying technical proficiencies and learning preferences. Providing materials in multiple formats—video tutorials, detailed written instructions, interactive modules—ensures inclusivity. Some participants may prefer narrated demonstrations, while others may want in-depth textual guides to fully understand complex processes.
Beyond the delivery methods, associations must ensure their Gen AI tools and training content remain inclusive and unbiased. Research from sources like Harvard Business Review shows AI systems can inadvertently reinforce bias if not carefully monitored. Associations should regularly audit both their training content and their AI algorithms, ensuring ethical standards and equitable treatment of all participants. Consulting external experts with expertise working with associations or employing frameworks like the Responsible AI approach from Microsoft in the field can help maintain these high standards, while managing risks.
Inclusivity also means offering additional support where needed, from extra training sessions for volunteers less familiar with technology to peer mentoring networks across chapters and sections. By prioritizing inclusivity, associations cultivate a learning environment where every stakeholder feels empowered to develop Gen AI competencies, enhancing not only internal capabilities but also the ability to model ethical and effective AI usage for members.
Client Case Study: An Association’s Gen AI Transformation
A large association with over 100 staff and many dozens of chapters across the globe recognized the strategic importance of Gen AI to meet its members’ evolving needs. To lead by example and help all chapters and sections integrate new technologies, the association enlisted my consulting services to launch a comprehensive learning program. Staff focused on applying Gen AI to membership analytics, resource curation, and event logistics. Volunteer leaders at regional chapters learned to streamline communication, marketing, and scheduling through AI-driven tools. Section coordinators adopted AI-assisted content recommendations tailored to the unique interests of their demographic subsets.
Central to the program’s success was its emphasis on practical application. Participants engaged in workshops where they used AI tools to segment member data for more personalized services, automate routine inquiries by 50%, and reduce event planning turnaround times by nearly a third. Training materials were offered in multiple formats—videos, step-by-step guides, and immersive simulations—ensuring broad accessibility.
Within six months, the association recorded dramatic improvements: Gen AI tool adoption rates surged from under 30% to over 90%. Membership satisfaction scores rose by 25%. Staff reported a 40% drop in manual data analysis tasks and a 20% increase in timely delivery of targeted member resources. Volunteer leaders saw response times improve by 35% and chapter engagement climb by 15%. These results underscore the transformative power of a well-designed Gen AI learning program, as the association not only boosted its internal effectiveness but also set the standard for how its members could responsibly embrace Gen AI.
Overcoming Common Challenges
Implementing a Gen AI learning program in an association setting is not without hurdles. Resistance to change may emerge, especially among those unfamiliar with AI technologies. Likewise, many employees suffer from automation anxiety, the fear that their skills may become obsolete. In such cases, executives must articulate the tangible benefits of Gen AI through success stories, internal champions, and clear communication about its role in strengthening the association’s mission while improving the skills of staff and volunteers.
Another challenge lies in sustaining engagement throughout the training process. By integrating gamified elements—such as progress tracking, interactive quizzes, and recognition for skill mastery—associations can maintain enthusiasm and facilitate long-term competence building.
Finally, associations must commit sufficient resources to ensure training initiatives thrive. Securing executive support is crucial, providing the financial and strategic backing needed to align Gen AI adoption with broader organizational goals and position the association as a role model for its members.
Conclusion
Designing an effective Gen AI learning program is a strategic priority for associations seeking to remain competitive, serve their members effectively, and lead their industries into the future. By tailoring training content to specific roles, emphasizing real-world applications, and ensuring equitable access to learning, associations can empower their staff and volunteer leaders to harness Gen AI’s full potential. Such programs go beyond enhancing internal operations; they model excellence in ethical, inclusive, and effective AI usage for members who look to the association for guidance. As demonstrated by real-world experiences, a thoughtfully conceived Gen AI learning program can drive measurable gains in efficiency, innovation, and leadership, positioning associations as catalysts in shaping the future of their fields.
Key Take-Away
To leverage Gen AI effectively, associations must create tailored learning programs for staff and volunteers. Share on XImage credit: Mikhail Nilov/pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.