This is an issue I hear about from association staff who are responsible for corporate partnership programs.
THE QUESTION
“My association’s staff and board are afraid that if companies become sponsors, it will look like we’re endorsing their products and services, and their executives will make unreasonable demands of our association. What should I say to my staff colleagues and board members?
WHY THIS MATTERS
This issue matters for 2 reasons:
1️⃣ An association’s brand and independence are important assets; these must not be compromised.
2️⃣ Sponsors should not be allowed to make demands that are inconsistent with the association’s mission or members’ needs.
However, when an association’s staff and board maintain an “arms-length” relationship with corporate partners, the value of those partnerships – and revenue for the association – is diminished.
MY ANALYSIS
When I was appointed V.P. of Corporate Partnerships at an association years ago, one of my fellow VPs reacted, “You’ve gone to the dark side.” That’s when I knew I had challenges.
↗️ I suggested that corporate partner execs serve as session or webinar panelists as subject-matter experts. My staff colleagues rejected the idea, saying, “Those companies will sell.”
↗️ I proposed that the CEO of a company sponsoring a member program make brief remarks at a reception for program participants. The staff responsible for the program said, “No.”
↗️ I worked with the association’s CEO to invite partners to participate in a strategy session with the association’s board. The board chair did not want to participate.
In each case, the concern wasn’t inappropriate – it was unmanaged.
A PRACTICAL PATH FORWARD
1️⃣ Set clear ground rules with corporate partners: no endorsements by the association; no selling by partners; and partner benefits must align with the association’s mission and members’ needs. Codify these expectations in agreements and reinforce them through ongoing monitoring.
2️⃣ Explain to association staff that these ground rules are formalized in contracts, and are monitored and enforced.
3️⃣ Explain to the board of directors that safeguards are in place, consistently applied, and designed to protect the association’s independence and credibility.
CLOSING INSIGHT
When associations encounter pushback from staff or board members about corporate partnerships, this is a teaching moment.
↗️ Acknowledge that concerns about endorsements, sponsors selling, and unreasonable sponsor demands are valid.
↗️ Put safeguards in place to prevent those outcomes.
↗️ Monitor and enforce those safeguards – and communicate them to staff and board leadership.
Strong corporate partnership programs are built not on avoidance, but on clarity, governance, and leadership.