Associations thrive on connection, collaboration, and continuous improvement. To stay relevant and responsive, they must regularly engage their members, not just to celebrate successes, but to learn, adapt, and evolve. Two powerful tools in this process are feedback and advice. While they may seem similar, they serve distinct purposes: feedback looks back, and advice looks forward. Understanding the difference—and using both intentionally—can help associations build stronger relationships and smarter strategies.
Feedback Helps Associations Learn from the Past
Feedback is retrospective. It’s about evaluating what has already happened: a conference, a webinar, a policy decision, a member experience. When associations ask for feedback, they’re inviting members to reflect on the past and share what worked, what didn’t, and what could be improved. This kind of input is essential for quality control and accountability. It helps associations identify blind spots, correct missteps, and refine their offerings. But feedback alone isn’t enough.
Advice Helps Associations Plan for the Future
Advice is prospective. It’s about imagining what could be: new programs, emerging trends, untapped opportunities. When associations ask for advice, they’re tapping into the collective wisdom of their members to shape the future. Advice invites creativity, foresight, and strategic thinking. It empowers members to co-create the association’s direction, rather than simply react to its decisions. In this way, advice fosters a sense of ownership and belonging. Members aren’t just consumers of value, they’re contributors to it.
A More Participatory Approach to Member Engagement
The distinction between feedback and advice also reflects a deeper cultural shift. Traditional associations often operated in a top-down model, where leadership made decisions and members responded. Today’s most vibrant associations embrace a more participatory approach. They recognize that their members are not just stakeholders—they’re sources of insight, innovation, and leadership. By asking for both feedback and advice, associations signal that they value reflection and vision, experience and imagination.
Practically speaking, this means designing engagement tools that capture both perspectives. Post-event surveys should include questions like “What could we improve?” (feedback) and “What would you like to see next year?” (advice). Strategic planning sessions should review past performance while also exploring future possibilities. Member forums, advisory councils, and listening tours should be structured to gather lessons learned and ideas for what’s ahead.
Building a More Responsive and Future-Ready Association
Importantly, associations must act on what they hear. Asking for feedback and advice builds trust only when members see their input reflected in decisions and outcomes. Transparency matters—sharing what was learned, what will change, and why certain suggestions may not be feasible. This closes the loop and reinforces a culture of mutual respect and shared purpose.
In the end, feedback and advice are two sides of the same coin. One helps associations understand where they’ve been; the other helps them decide where to go next. By embracing both, associations can build a more inclusive, responsive, and future-ready organization—one that honors its history while boldly shaping its future. And when members feel heard in both directions, they’re more likely to stay engaged, invested, and proud to belong.
Lisa Moore, CAE
Lisa Moore joined RGI in 2020, bringing over 26 years of experience in higher education and fraternal organizations to her role in association and membership services. As an executive director and director of membership, she leads initiatives that strengthen member engagement and organizational success for her clients.
Outside of work, Lisa is actively involved in the Memphis Area Alumnae Panhellenic Association and works as a swimming judge for local swim teams. She is an avid traveler and adventurer and enjoys spending time with her family and friends.