Gen AI Thrives When Association Staff and Volunteers Lead the Charge
Associations are increasingly exploring the transformative potential of generative AI (Gen AI) to streamline operations, enhance member services, and support professional standards. However, the key to unlocking Gen AI’s value lies in engaging both staff and volunteers in its implementation. One of the most effective methods to achieve this is through pilot programs, which provide a structured, collaborative environment to evaluate technologies before full-scale adoption. This approach aligns technological innovation with association-specific needs, ensuring practical and impactful outcomes.
Pilot programs are more than testing grounds; they are critical tools for tailoring Gen AI to meet the unique workflows and goals of associations. By involving staff and volunteers in these programs, associations can refine tools, gain valuable insights, and foster a culture of innovation. This participatory process not only enhances the functionality of Gen AI but also builds buy-in among stakeholders, positioning the association for long-term success.
Gen AI Thrives With Pilot Programs
Testing Gen AI tools in pilot programs, with input from staff and volunteers, helps bridge the gap between theoretical capabilities and real-world applications. For example, a professional association piloted a Gen AI tool to automate the member renewal process. Early feedback revealed challenges in the tool’s ability to interpret complex membership categories and personalized renewal messaging. Input from membership staff helped developers refine the algorithm, resulting in a system that significantly improved accuracy and efficiency.
Unlike top-down implementations, pilot programs encourage iterative development. Associations that adopt agile methodologies—where tools are refined through continuous feedback—can reduce implementation time and mitigate risks. A recent study by McKinsey highlights that organizations using agile methods see up to a 25% faster time-to-value for new technologies. This is particularly critical for associations, where technological disruptions could impact member engagement, chapter operations, or event planning.
Pilot programs also foster cross-functional collaboration. By engaging diverse stakeholders—such as chapter leaders and member services staff—associations can explore a wide range of Gen AI applications. For example, while the chapter leaders might focus on AI-driven scheduling tools, the membership department could prioritize predictive analytics for retention efforts. This broad input ensures that Gen AI supports the full spectrum of an association’s operations.
Fostering a Culture of Collaboration and Ownership
Inviting staff and volunteers to participate in pilot programs fosters a sense of collaboration and ownership. This approach transforms participants from passive users into active contributors, empowering them to co-create solutions. When individuals see their input shaping the final product, it reduces resistance to change and builds trust.
For instance, as a consultant, I partnered with a healthcare association to implement a Gen AI tool designed to enhance continuing education offerings. We conducted a pilot program with staff from the education team and volunteer leaders who oversee regional events. The education staff highlighted ways to improve the AI’s recommendation system for course suggestions, while volunteers emphasized the need for better user interfaces for event management. Incorporating this feedback resulted in a tool that increased course enrollments by 20% within six months after rollout, while simplifying event planning processes and cutting 15% of the workload.
The pilot’s success also created internal champions among both staff and volunteers. These champions—deeply familiar with the tool’s capabilities—played a pivotal role in training their peers and addressing concerns during the broader rollout. This grassroots advocacy proved instrumental in achieving widespread adoption.
To maximize engagement, associations should include a diverse mix of participants in pilot programs. Combining tech-savvy early adopters with less experienced users ensures a balanced perspective on usability. Offering incentives such as recognition, certificates, or access to AI-related professional development opportunities can further encourage participation. These initiatives reinforce a culture of innovation and reward proactive involvement.
Empowering Gen AI to Thrive Through Data-Driven Insights
Beyond fostering collaboration, pilot programs offer a data-rich environment for informed decision-making. By testing Gen AI tools on a small scale, associations can gather performance metrics, user feedback, and system insights under realistic conditions. This evidence-based approach helps identify strengths, weaknesses, and potential risks before scaling up.
Consider a regional engineering association that piloted a Gen AI tool to manage certification renewals. The initial trials revealed that the AI struggled with recognizing variations in certification requirements across state chapters. Feedback from chapter leaders informed adjustments to the algorithm, ensuring accurate processing across jurisdictions. As a result, the association reduced renewal processing times by 40% and improved member satisfaction after nine months.
This iterative refinement aligns with modern agile principles, enabling associations to continuously improve tools and processes, while minimizing costly mistakes that could arise from large-scale implementations without adequate testing. This agility not only ensures technical reliability but also demonstrates to stakeholders that the association is committed to thoughtful, well-tested innovation.
A Case Study in Success
A national association for educators sought to use Gen AI to enhance volunteer coordination. I worked with them to initiate a pilot program involving staff, chapter leaders, and long-term volunteers to test an AI-powered scheduling tool designed to optimize volunteer assignments.
Feedback from the pilot revealed key areas for improvement. Chapter leaders noted that the AI’s initial scheduling recommendations did not account for regional differences in volunteer availability, while staff identified opportunities to better integrate the tool with existing CRM systems. These insights guided iterative updates, resulting in a tool that significantly streamlined volunteer coordination.
Post-pilot results were impressive: volunteer engagement increased by 25%, and administrative tasks related to scheduling were reduced by 30% within six months. Participants in the pilot program—many of whom initially viewed the tool with skepticism—became its strongest advocates, helping to train others and promote its benefits. This case study underscores the value of pilot programs in building confidence and ensuring successful adoption of Gen AI tools.
Conclusion
Gen AI pilot programs represent a powerful strategy for associations aiming to adopt new technologies in a way that balances innovation with practicality. By involving staff and volunteers in these programs, associations can refine tools, foster collaboration, and make data-driven decisions that support their missions.
Anchoring Gen AI implementation in participatory processes ensures that tools are not only technically robust but also aligned with the unique needs of associations. This collaborative approach builds trust, empowers stakeholders, and paves the way for sustainable, impactful adoption. As associations navigate the evolving landscape of Gen AI, pilot programs serve as essential guides, enabling them to unlock the full potential of these transformative technologies while strengthening the communities they serve.
Key Take-Away
Gen AI thrives when associations run pilot programs, engaging staff and volunteers to refine tools, foster collaboration, and enable data-driven, practical adoption for lasting impact. Share on XImage credit: Kampus Production/pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with 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 Leaders and Content Creators: Unlocking the Potential of Generative AI. 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.
