Why do people join associations? And just as importantly, why do they stay?
For decades, associations have offered access to knowledge, community, and opportunity. However, as member expectations shift, so must the strategies used to attract and retain them. For organisations rethinking how to engage members, behavioural science offers some of the most powerful insights.
Why People Join: The Psychology of First Impressions
The decision to join an association is often rational and emotional. It can even be aspirational.
People are more likely to commit when they see a reflection of themselves – or who they want to become – within the organisation.
This idea, known as identity-based motivation, helps explain why first impressions matter. When potential members visit a website, attend an event, or engage with the community, they’re not just evaluating benefits. They’re asking: Do I belong here? Are these my people?
Associations often signal their values through how they present themselves. On the Boardroom Association Podcast, Paolo Falcioni, Director General of the Association of Home Appliance Manufacturers in Europe (APPLiA), shared: “We had to align our inner beliefs with the external suit.”
Their rebrand from the Comité Européen de la Construction d’Appareils Domestiques (CECD) to APPLiA wasn’t just a name change. It marked a broader repositioning that made their purpose, priorities, and voice more visible to members and stakeholders alike.
When an association’s external identity mirrors the internal beliefs of its members, it becomes easier for people to see themselves within it. This kind of intentional alignment often draws new members into what an association offers and what it represents.
Social proof also plays a decisive role. Seeing respected peers or organisations already involved builds confidence and legitimacy. From visible member stories to shared affiliations, these signals help reassure prospective members that joining is a wise and values-aligned decision.
But beyond reputation, people also join for what they hope to access: connection, knowledge, and career growth. Whether finding a mentor, staying current in their field, or gaining visibility in their sector, these motivations often reinforce a sense of forward momentum. For a young professional in life sciences, joining might mean a first opportunity to speak at an event. In a sector like tech or sustainability, it could be a way to stay ahead of emerging trends and network with changemakers.
And for some, it’s not just about what they’ll gain. It’s what they might miss. This tendency, known as loss aversion, can drive action when people fear being left behind, missing out on exclusive access, or falling out of step with their peers.
Why People Stay: Belonging Over Benefits
Joining is often sparked by opportunity, while staying is sustained by meaning.
Access to events, education, and tools is important, yet these benefits alone rarely build lasting loyalty. What keeps members engaged is often harder to measure, including a sense of belonging, purpose, or simply feeling seen.
This is where emotional commitment becomes critical. When members feel genuinely valued and connected to something bigger than themselves, they’re more likely to stay involved.
Opportunities like volunteering, peer communities, events, or member milestones help build that connection over time – fostering trust and reinforcing a sense of identity. The American Public Health Association (APHA), for instance, recognises emerging leaders through its Early Career Award in public health education. This award affirms member value and deepens their commitment to the community.
Several behavioural principles reinforce long-term engagement in subtle but powerful ways:
- Reciprocity loop: A simple thank-you, a spotlight in a newsletter, or a speaking invitation can build goodwill and prompt members to give back. When people feel appreciated, they’re more likely to stay involved.
- Habit loops: Regular touchpoints – like monthly calls, annual conferences, or anniversary recognitions – help establish a shared rhythm. Over time, these moments become part of a member’s routine and professional identity.
- Commitment principle: Once someone has invested their time, energy, or reputation, they’re more likely to stick around. Starting the journey often creates momentum to continue it.
For some members, it’s the friendships formed at a conference. Knowing their voice is heard on a committee or issue matters for others. As Rosa Armesto Plaja, Director General of the Federation of European Securities Exchanges (FESE), shared on the Boardroom Association Podcast: “The more you know yourself, the more you can identify your values. And then you can check whether the association matches your values.”
How Associations Can Apply These Insights
Understanding behavioural science is one thing. Putting it into practice is where associations can truly stand out. By designing intentional touchpoints and experiences, they can strengthen engagement across the member journey.
Behavioural nudges are subtle cues that help shape decisions without forcing them. When used well, they create moments that feel personal, timely, and meaningful:
- Onboarding that reinforces identity: Tailor welcome messages based on member type or career stage and reflect back the values that likely inspired them to join. For example, a new sustainability professional might receive: “You’re joining a global network of changemakers committed to the future of our planet.”
- Milestone recognition: Acknowledge anniversaries, achievements, or participation with a short note or public thank-you. A LinkedIn shoutout or a simple “1-year member anniversary” email can make members feel appreciated and seen.
- Timely prompts and reminders: Use behavioural nudges to prompt action before events, renewals, or opportunities by framing your message around member motivation, not just logistics. A message like “Want your voice at the table? Don’t miss our policy impact session” feels more engaging than a generic registration notice.
- Social visibility cues: Showcase member stories, committee rosters, or shared accomplishments to create a sense of community momentum.
For example, the European Association for International Education (EAIE) runs a “Pathways to Practice” series featuring short, actionable guides. These spotlights not only share valuable insights but also elevate member expertise and foster peer recognition.
- Choice architecture: Reduce decision fatigue by structuring engagement options to encourage action. This could include pre-selected options like monthly updates, highlighting the most popular choice, or simplifying event signups to a few curated tracks.
None of these strategies require major systems overhauls. Small behavioural shifts in timing, tone, or presentation can lead to far greater engagement and return on investment. These nudges become even more effective when tailored to what matters most to each member – whether that’s learning, visibility, or contribution.
Falcioni also shared how APPLiA’s rebrand opened the door for more purpose-led storytelling. One of their most effective narratives was surprisingly simple: “We discovered that if you want to clean 13 place settings by hand, you use 100 litres of water. With a dishwasher, it’s under 10. That became a compelling, purpose-driven story.”
By connecting policy goals to everyday life, APPLiA transformed facts into emotional nudges reinforcing values, building pride, and deepening relevance.
Building More Than Just Numbers
Associations that understand the psychology of membership can create experiences that feel more purposeful and lasting. When engagement is shaped by behavioural insight, members don’t just show up—they find their place, deepen their connection, and stay for reasons that go beyond benefits.
By understanding why people join, why they stay, and how to design with intention, associations can turn engagement into a genuine connection and transform a decision to join into a lasting relationship.