In our April 16th post on motivating chapter leaders, we noted that when volunteers understand the purpose (the ‘why’) behind their work, they show up with more creativity, resilience, and commitment. In turn, purpose‑driven leadership allows chapters to step up in unexpected ways, especially when traditional playbooks fall short.
We also asked what success means to our chapters and how our expectations (often measured by compliance or minimum standards checklists) can affect that success. When we focus too much on organizational goals, we miss the more meaningful ones: advancing the mission and serving the member.
So what do we do with that insight?
In this post, we’ll dig into how focusing on outcomes instead of inputs can help us turn purpose into clearer expectations, better support and real momentum while helping chapter leaders do what they do best: serving their communities.
Distinguishing inputs from outcomes.
A typical chapter member-focused input might be to hold a meeting. A member-focused outcome could be that a certain percentage of our members attended (e.g. 20%) and the post-event satisfaction score was 4.5 out of 5.
An organizational input could be to file a 990. The related outcome would be that the chapter maintains good standing with the IRS.
In both cases, the activity itself matters less than the impact it creates. Shifting the focus from inputs to outcomes helps clarify purpose and defines what success really looks like. Makes sense, yet many associations continue to drive behavior by focusing on input rather than outcome.
So rather than pushing the “how” on our leaders, let’s collaborate with them on the why. Let’s shift focus to mission- and member-related results. Focusing on outcomes, gives leaders flexibility to use their creativity and passion to serve their members … the primary “why” that drives most members to volunteer in the first place!
We should also think about the “how much,” i.e., right-sizing our expectations. Many times, chapters spend precious energy trying to be a mini-version of national, offering a wide array of programs motivated by the sense they must serve all needs of all. Not only is this nearly impossible, it’s unnecessary.
Chapters don’t need to be everything to everybody; they need to do a few things well, consistently, for the members who find real value in them.*
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*This ties in directly to results from the 2025 Chapter Performance & Benchmarking Report, which calls for a strategic shift away from the traditional “monthly meeting machine” mindset towards more dynamic, purpose‑driven hubs.
Data…data…data
Of course, none of this works without the right data. Which brings us to another critical aspect of the performance assessment: How do we know?
We’ve heard it before: a chapter leader offers a glowing assessment of an event based on limited personal experience (“We had a meeting and everyone I spoke to loved it!”). Anecdotes aren’t enough, however; we need solid data. And when we talk about data, we’re really asking “What should we count?” In other words, when measuring your chapters’ performance, ask if you are counting things that reflect meaningful effectiveness—i.e., are you counting what counts?
So what do we do?
We can start by defining what meaningful data looks like then putting shared data collection and reporting systems in place for all to use. Some metrics can be measured directly (e.g., attendance, membership numbers), while others will be measured indirectly (e.g., learning outcomes, member engagement). Both are important in capturing that meaningful, objective performance data we need. With today’s technology, collecting this data is easier and more affordable than ever. That said, not every chapter will be at the same place when it comes to using data or technology, so associations will need to meet chapters where they are and provide the right support.
No matter how it’s done, everyone should be counting the same things in the same way. That shared approach makes it possible to set clear expectations and have a common understanding of what chapter success looks like.
Final thoughts
As you think about how to strengthen your chapters, it really comes down to three things: setting shared expectations, focusing on the “why,” and measuring what truly matters.
Start by working with leaders on defining on what success looks like. Goals created together are far more powerful than goals handed down. Keep attention on mission‑driven, member‑centered outcomes. Operational tasks matter, but they should never overshadow the purpose that inspires people to lead and volunteer in the first place. Volunteer energy is precious—let’s use it wisely. Finally, commit to counting the things that count. Build systems that capture meaningful, objective data. Shared clarity fuels alignment.
When everyone is aligned around purpose‑driven goals and metrics, chapters can contribute in powerful, meaningful ways to your association’s success.
That’s the power of purpose.
Be sure to check out these additional sources…
- What’s a Good Net Promoter Score for Associations?
- Helping Chapters Thrive & Getting More Members Involved
- Enhancing Chapter Operations: The Power Of Dashboards
- Does your chapter toolkit have a well-designed self-assessment?
- Why “Micro” Is the Future of Member Belonging
- Getting to the Good Stuff: Evidence Based Decision Making