Why Your Gen AI Learning Strategy Will Fail Without Staff and Volunteer Buy-In
As Generative AI (Gen AI) transforms how organizations operate, associations face a unique dual challenge: adopting the technology internally while also guiding members in its ethical and effective use. For association executives, this means ensuring that staff and volunteers—not just members—are prepared to engage with Gen AI in meaningful, strategic ways.
The key to success? Buy-in. Without true engagement from staff, volunteer leaders, and chapter stakeholders, even the most carefully planned Gen AI learning initiatives will fall flat. To be effective, these efforts must be collaborative, relevant, and rewarding—much like the member-driven missions at the heart of every professional association.
Why Engagement Matters in Your Gen AI Learning Strategy
When association executives think about rolling out new training—whether for internal staff, volunteer leaders, or chapter representatives—it’s tempting to focus on content. But the real differentiator is engagement.
When individuals are genuinely invested in learning about Gen AI, they don’t just complete the training—they internalize it. They begin asking the right questions, identifying new use cases within the association, and innovating on behalf of the membership.
This engagement also models professional development for your members. Just as associations encourage continuing education in their professions, they must also foster a culture of continuous learning internally. By demonstrating how Gen AI can support member services, policy development, advocacy, or credentialing, staff and volunteers can lead by example.
Gallup’s research shows that engaged teams achieve significantly better outcomes—21% greater profitability and 17% higher productivity. In the association world, that translates to stronger member retention, more effective chapters, and mission-aligned innovation.
Interactive Learning That Fits the Association Model
Professional associations thrive on relationships, mentorship, and practical learning—qualities that should extend to Gen AI training as well. Traditional passive learning models, such as pre-recorded webinars, often fail to spark the kind of deep interest needed for lasting impact.
Instead, association executives should invest in interactive learning opportunities that mirror the hands-on environments members are already accustomed to through conferences, certifications, and peer networking.
Hands-on workshops work particularly well in the association setting. For example:
- Membership teams can explore how Gen AI tools streamline onboarding, personalize outreach, or manage renewals more effectively.
- Volunteer leaders can simulate using Gen AI to draft communications or develop event agendas.
- Chapter relations staff can examine how Gen AI supports content standardization across sections while maintaining local relevance.
This experiential learning builds confidence and relevance, helping stakeholders see how AI fits into their unique roles.
Gamification can also be a powerful motivator. Imagine a Gen AI learning challenge during a staff or volunteer leadership retreat, where participants earn digital badges for completing tasks—such as using AI to write a policy brief or generate a draft webinar script. These small incentives can lead to big cultural shifts.
Incentives and Recognition: More Than Just Perks
In associations, recognition is currency. Just as we celebrate milestones like 25-year memberships or leadership contributions at annual meetings, we should also highlight Gen AI learning achievements.
Offer tiered certifications for staff and volunteer leaders who complete Gen AI learning paths. Highlight these accomplishments in internal newsletters, volunteer appreciation events, or board reports.
Consider linking learning outcomes to leadership roles. For instance, participation in AI training could become a prerequisite for serving on technology-related task forces or innovation committees. This both honors the learner’s effort and reinforces the strategic value of the training.
While monetary bonuses may not always fit the nonprofit model, other forms of recognition—from continuing education credits to conference speaking opportunities—can serve as meaningful rewards. Volunteers, in particular, are more likely to engage deeply when they see their efforts reflected in public recognition and leadership development pathways.
Build a Community of Practice Across the Association
Associations are natural conveners—and this talent can be leveraged to build communities of practice around Gen AI. These spaces bring together staff, volunteers, and chapter leaders who are exploring similar questions: How can Gen AI support member education? What are the ethical implications in our profession? How do we safeguard member data?
Set up recurring discussion forums, roundtables, or even digital communities (such as private LinkedIn or Higher Logic groups) where stakeholders can:
- Share Gen AI use cases
- Troubleshoot implementation issues
- Review platform updates
- Celebrate wins and lessons learned
Such communities not only reinforce learning but also ensure alignment across chapters and sections. When local leaders feel supported in applying Gen AI within their own contexts—and know that their ideas will inform national strategy—they’re more likely to stay engaged and in sync.
Using Gen AI to Teach Gen AI
Associations can also use Gen AI to deliver learning more effectively. AI-driven platforms can personalize training modules based on the learner’s role—whether they’re on the certification team or part of a section council.
For example, a Gen AI-enabled learning platform might:
- Suggest different modules for event planners (e.g., how to automate speaker bios and agendas) vs. policy staff (e.g., summarizing legislation).
- Adapt quizzes based on user performance, ensuring that both novices and advanced users are engaged at the right level.
- Offer real-time support via chatbots trained on the association’s policies and procedures.
This adaptive learning experience reflects what associations already do for members through credentialing and continuing education—personalize content for maximum relevance and impact.
From Skepticism to Strategic Buy-In
Let’s face it: not all staff and volunteers will welcome Gen AI with open arms. Some may fear job displacement. Others may question the relevance to their work. Association leaders must proactively address these concerns by positioning AI as a support tool rather than a threat.
Start with transparent communication. Share how Gen AI aligns with the association’s mission—whether that means delivering better member service, amplifying advocacy efforts, or streamlining routine tasks so teams can focus on high-impact work.
Highlight success stories. Show how early adopters have used Gen AI to draft reports faster, analyze member feedback more effectively, or support small chapters with limited resources. These narratives make the benefits concrete.
Make it safe to experiment. Offer sandbox environments where stakeholders can try Gen AI tools without risk. Create office hours or help desks where staff and volunteers can get answers to their questions.
Case Study: Applying Gen AI in a National Insurance Association
As a consultant specializing in helping associations adapt to technological change, I recently partnered with a national insurance association that wanted to explore Gen AI—but faced significant hesitation among both staff and physician volunteers.
We began by designing a role-specific training series. For example:
- Membership staff learned to use AI to create personalized renewal campaigns.
- Volunteer committee chairs explored how Gen AI could help draft meeting minutes or policy proposals.
- Chapter leaders participated in virtual labs where they tested AI tools to generate localized content while staying within national branding guidelines.
We gamified the learning with a points system tied to monthly challenges, like “Best Use of AI to Improve Member Communication.” Winners were celebrated in the association’s newsletter and invited to speak on a national webinar.
We also launched a community of practice with quarterly virtual meetups, where participants could ask questions, share tips, and brainstorm new applications.
Six months into the initiative, over 80% of staff had completed core Gen AI training, and 63% of active volunteers had engaged in at least one AI learning activity. Perhaps more importantly, three chapters developed their own Gen AI integration plans, all aligned with national strategy.
This experience reinforced a key truth: engagement is the gateway to innovation.
Conclusion
For association executives, Gen AI presents both a technological shift and a leadership opportunity. It’s not enough to provide training—you must inspire adoption. When staff and volunteers are actively engaged, they become champions of innovation and stewards of the association’s mission in a changing world.
By offering interactive learning, meaningful recognition, cross-functional communities, and AI-enabled platforms, associations can unlock not only the power of Gen AI—but also the passion of the people who make your mission possible.
Key Take-Away
Engagement drives success in your Gen AI learning strategy. When staff and volunteers are invested, they turn training into innovation, modeling the culture of continuous learning that powers stronger missions and member impact. Share on XImage credit: cottonbro studio/pexels
Dr. Gleb Tsipursky, called the “Office Whisperer” by The New York Times, helps association leaders transform AI hype into real-world results. 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.