In this time of volatility, purpose-driven organizations are more important than ever. Chambers, associations, and nonprofits have the unique ability to unite the voice of an industry, profession, or cause—and elevate how engaging with that voice can improve our communities and society at-large.
Yet in the weekly strategy and governance work I do with these organizations, I hear the same refrain repeatedly:
“The world is getting noisier. People are busier. And even our own members aren’t aware of the incredible value we produce.”
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It is not a matter of mission or momentum—it is a matter of connection. A widening gap exists between what these organizations provide and their communities' capacity to hear, connect with, and act on that message. This gap affects even dues-paying members, not to mention the wider industries, professions, or causes we aim to impact.
So, what can we do differently?
One path forward might come from understanding how most people—across all generations, but especially those entering the workforce—are now making decisions about what to trust, where to engage, and where to invest their time and resources: through an influencer lens.
And by “influencer,” I don’t just mean TikTok celebrities or trending social media personalities. I mean trusted voices. Peers. Colleagues. Individuals whose stories resonate because they reflect real experience, shared identity, and lived insight. Increasingly, people are moved by narrative over marketing—by connection over campaign.
This is where associations and nonprofits have untapped strength.
We already grow communities of subject matter experts. We already attract passionate professionals who want to deepen their skills and strengthen their fields. What if we went one step further? What if, alongside our traditional marketing efforts, we also intentionally developed our own influencers?
Some organizations have already experimented—partnering with existing influencers in their space. But more often than not, these efforts fall short. Why? Because when the influencer’s goal is to grow their own brand, their relationship with the organization is transactional. The story begins to feel like a sales pitch. And the authenticity that fuels real influence is lost.
Instead, I believe organizations can grow the influencers they want and need—from within.
Imagine a pilot program with three core audiences—let’s say:
- Established subject matter experts
- Early-career professionals
- Individuals in a strategically important geographic region
Within each group, the organization identifies 7–10 individuals and creates a three to six-month orientation and skill-building journey. Not to hand them talking points—but to empower them to share their own perspective, experiences, and reflections. To offer them training in how to communicate across platforms. To give them space to share the story of their own journey and that of the organization they belong to.
By growing influencers in this way, the organization fosters not self-promotion, but service. These are not paid ambassadors—they are stewards of voice. And yet, honoring their time and effort through stipends or support may be appropriate, especially if we expect these leaders to consistently contribute.
Of course, like any meaningful innovation, the organization should also put in place metrics—both qualitative and quantitative—to evaluate whether the training and the subsequent storytelling were worth the investment. Can the organization track increased engagement, visibility, or connection to new audiences? Can it tell the story of how this shift made a difference?
If the answer is yes, then this shouldn’t be a one-off experiment. It should become a core part of how the organization operates—and it should begin at the top.
Ultimately, if an organization can design a thoughtful, empowering experience that helps service-driven members become greater influencers in their communities and industries, this should become a mandatory part of board orientation. Every board member should be a visible, trusted influencer for the organization—a proud and inspiring voice for its purpose, strategy, efforts, and impact.
While influencers don’t have to be elected leaders, that’s certainly a strategic place to start—especially once a training framework and integration strategy are in place.
This won’t replace traditional marketing and communication efforts—but it will complement and strengthen them. Because if we want to speak not only to the logic and rigor behind our value, benefits, and experiences—but also to the hearts of those who may not yet have imagined a place for themselves in our communities—we need more than a prettier PDF.
We need compelling stories and voices to share them.
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