This is an issue I’m often asked about at webinar and education sessions, and my client engagements developing sponsorship programs for associations.
👉 The Question
“Can an association’s corporate sponsorship program succeed without staff collaboration?”
My answer: “No …. not in any meaningful or sustainable way.”
👉 Why This Matters
This issue matters for 2 reasons:
↗️ Associations — across departments — hold significant value for sponsors.
↗️ Sponsors have many other ways to achieve their goals: other associations, trade publications, for-profit shows, digital campaigns, and marketing agencies.
When sponsorship engagement sits with 1 staff person, the association delivers only a fraction of its potential value — and weakens its competitive position.
👉 My Analysis
When I became V.P. of Corporate Partnerships at an association, my colleagues would sometimes say, “Those companies are YOUR sponsors, not MY sponsors; it’s not my job to support them.”
That response revealed deeper concerns:
↗️ Did staff understand the importance of sponsors in supporting the association and its members?
↗️ Were staff “torn” between their daily to-do list, directives from their supervisor, and my request to support a sponsor?
How do you align the organization around sponsorships without overwhelming staff?
👉 A Practical Path Forward
Show the organizational impact. At an all-staff meeting:
↗️ I shared that revenue from 20 year-long partners equaled 25% of staff payroll.
↗️ I highlighted the research, webinars, toolkits, and resources sponsors provided to members.
2) Manage the interface — not just the relationship. I positioned my role as the coordinator between sponsors and staff:
↗️ Ensuring requests were reasonable
↗️ Protecting staff workflows
↗️ Translating sponsor goals into practical collaboration
(3) Align expectations with leadership
I discussed with the association’s COO and HR Director whether supporting sponsors should be reflected in staff position descriptions and goals …. just as “supporting the association’s conference” and “providing content for the association’s website” were.
👉 Closing Insight
When association staff push back on working with corporate sponsors and partners, there is a need for clarification.
↗️ Acknowledge staff workload realities
↗️ Establish the sponsorship lead as the coordinator
↗️ Align leadership around sponsorship priorities
All associations – small and large – possess expertise sponsors value. When that expertise is organized and accessible, 3 things happen:
↗️ Sponsor renewal rates increase
↗️ Revenue for the association from sponsors grows
↗️ Association members gain relevant resources from sponsors
👉 Call-to-Action
↗️ If this challenge sounds familiar, you’re not alone.
↗️ I explore this issue in more depth in my book (see first comment).
↗️ And if your organization is working through it, I’m happy to talk.