I had lunch today with the current president of the National Active and Retired Federal Employees (NARFE) Association, where I worked from 2018 to 2022. We had a lovely conversation about the membership growth NARFE has been experiencing since the beginning of the year.
During times of crisis, associations often experience a surge in membership. The COVID-19 pandemic, government shutdowns, and most recently, the rise of the Department of Government Efficiency (DOGE) all triggered waves of new members seeking clarity, advocacy, and community. For NARFE, the earlier moments hinted at its potential to rise as a powerful voice for federal workers. That potential came into full focus when DOGE began its sweeping workforce changes, and NARFE responded with energy, urgency, and purpose.
But as the smoke clears and the headlines fade, associations are faced with the harder task: retention. This post examines how to sustain the momentum that emerges during a crisis and what it truly takes to convert a surge in interest into long-term member loyalty.
Crisis as Catalyst
Crises clarify value. When the pandemic disrupted nearly every sector, associations stepped in with webinars, advocacy updates, and shared solutions to support their members. When shutdowns and policy threats emerged, members turned to the organizations they trusted for real-time information and a voice in the fight. NARFE saw this firsthand when DOGE eliminated 16,000 probationary federal employees and attempted to expand its access to personnel data. Thousands joined in response—not just to stay informed, but to belong to something bigger.
The First-Year Retention Cliff
The challenge isn’t getting them to join; it’s keeping them engaged and getting them to stay. The first year is make-or-break for many members. If they join the organization out of panic, confusion, or immediate need, they may not see the ongoing value once that need subsides. This is where most associations lose momentum and why many organizations struggle with that first-year retention rate.
Too many onboarding experiences are transactional: “Welcome to the association. Here’s your login.” Instead, these moments must be transformational: “Welcome to a network of peers who have your back and an organization that never stops fighting for you.”
How to Keep Them: Strategies for Sustained Engagement
1. Begin With Belonging
Crisis joiners need more than a newsletter: They need a welcome. You can automate onboarding journeys, but personalize them as much as possible. Invite them to member-only discussions, encourage them to share why they joined, and introduce them to the broader mission.
2. Make the Long Game Visible
Your new members may not be aware of your mentoring programs, advocacy successes, or leadership opportunities. Tell those stories often. Show them how the association has been there before and will be there again.
3. Build Moments of Connection
Host “new member check-ins” a few months in. Send personalized messages from staff or member ambassadors. Spotlight new members in newsletters or social media. Let them know they’re seen.
4. Anticipate the Off-Ramp
Not everyone will stay. That’s okay. But leave the door open with an exit survey, a “we’ll miss you” message, and occasional updates for former members. Some may return when the next crisis hits—or better yet, before.
5. Adapt the Value Proposition
What mattered during the crisis may not be what keeps someone around afterward. Refresh benefits and messaging to reflect ongoing professional development, community, and collective strength.
Closing Thought
Crises remind people why associations matter. But your true test isn’t in the surge; it’s in the sustain.
Thousands joined NARFE because they were scared, angry, or uncertain. They stayed if they felt seen, heard, and represented. Retention is never just about benefits. It’s about trust. And that’s something you have to earn every year.
So yes, they’ll join you in a crisis. The real question is: can you keep them?
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