From How to Why: Shifting Your Association's Approach to Technology and New Ideas

By: Dr. Julie Kocourek, Director of Member Services at Wyoming School Boards Association

For many of us working in small, mission-driven associations, the phrase “small but mighty” is a point of pride. It speaks to our dedication and the heavy lifting we do every day to serve our members. At the Wyoming School Boards Association, our mission is to educate, support, and inspire board members to strengthen public education. It’s a big goal, and with a small team, it means every one of us wears many hats.

The real shift for us happened when we began to think differently about technology—not just as a tool for efficiency, but as a bridge to connect with our members more meaningfully. In a world that has grown more comfortable with digital interaction, we found an opportunity to widen our reach and deepen our relationships in ways that weren't possible before. This isn't just a story about adopting new software; it's about embracing a cultural shift that starts with focusing on our mission first.

The Foundation for Change: Putting Your Mission First

For any organization with a long history, it’s easy to fall into the rhythm of “the way we’ve always done things.” When you have people in positions who do their jobs well and deliver high-quality services, the process seems to work just fine. We certainly felt that way. Take our member directory and communications, for example. For years, our process was entirely manual. When a school board had an election or a staff change, a board secretary would email us the update. We would then take that information, manually enter it into a spreadsheet, and use that to create a new PDF directory.

Our communications followed a similar path; we’d send a message to superintendents and board chairs with a note asking them to “please share with all board members.” The system worked, but it was inefficient and, more importantly, we heard anecdotally that messages didn’t always get forwarded. Not due to any intentional gatekeeping, but simply because people are busy. We realized that even though our intentions were good, there was a gap between us and our members.

Making that kind of change requires more than just deciding to try something new. I feel very fortunate to work with a team that is adaptive, and a culture of change really must be set from the top. Our executive director is not only open to hearing ideas from his staff, but he actively creates the conditions that allow us to implement them effectively. It's this supportive tone, one that is completely focused on the mission of what we are here to do, that makes all the difference. When your entire team is open to doing things in the best way we can for our members, conversations about change become collaborative, not contentious.

Staying Connected in the "In-Between Times"

The ability to meaningfully connect with others through technology has changed across all industries, and it has certainly reshaped how we serve our members. As a society, we’ve grown more accustomed to virtual interaction, and people who might have been reluctant to engage that way before are now more willing to do so. For an association like ours, this opens up a new world of possibilities. It gives us a wider reach, allowing us to provide more services to more members at the same time, simply because we don't have to figure out how to do everything in person.

In-person networking is still incredibly important, but being able to stay connected during the "in-between times" is what truly strengthens the relationship. For example, we now offer virtual board trainings on topics like governance and policy. These sessions make our services more accessible to members who might otherwise face barriers due to funding, logistics, or scheduling. Often, we can offer these virtual events for free or at a very low cost, which is an attractive option for anyone.

Perhaps the most significant impact, however, has been on the quality of our relationships. When we moved from relying on others to forward our messages to communicating with every board member directly, something changed. Now, they hear directly from me, Julie. That simple shift builds a sense of familiarity. I’ve seen firsthand that this makes people more comfortable engaging with us. They are more inclined to pick up the phone and call because they feel they know us. This isn't just about sending emails; it's about creating a direct line that fosters trust and encourages the back-and-forth dialogue that is essential for a strong association.

Turning Member Feedback into Action

Having a culture that is open to change is one thing; having a process for navigating it is another. While our process isn't formally documented, it happens organically yet intentionally every time we consider a new idea. It’s a collaborative effort that I think of as a "thought experiment." When someone on our team has an idea, whether it's for a new service or a more efficient way of doing things, we think it all the way through. We bring different perspectives to the table and have honest conversations about the possibilities.

Two questions are at the forefront of every conversation. The first, which our director always emphasizes, is: "How does this serve our members?" Your mission has to be the focus. The second is equally practical: "How could this go wrong?" Thinking through every potential scenario, both good and bad, is key to making sure a change is well-considered and not just a good idea on the surface.

Some of the best ideas we’ve found come directly from our members. The more we engage with them, the more they engage with us, and that dialogue helps set our direction. For example, a few years ago, we started getting more and more questions about policy audits. Members would ask, "Is that a service you offer?" or "Can we get our policies audited?" Hearing this from multiple members was the data we needed. It wasn't just an anecdote; it was a clear signal of an unmet need. Because we had a direct line to our members and a system for listening, we were able to confidently develop and roll out that service, and it’s going really well. It proves that the most valuable innovation comes from simply listening to the people you serve.

Conclusion

For small associations, embracing technology isn't fundamentally about saving time or automating tasks, though those are welcome benefits. It’s about channeling the time and capability we've gained back into our core purpose. By creating more direct and accessible lines of communication, we can build stronger relationships, listen more effectively, and ultimately develop services that better address the needs of our members. The key is to start not with the tool, but with the culture—a supportive, mission-focused environment where everyone is empowered to find a better way to serve.