Genealogical societies are the backbone of the field. They preserve records, publish journals, organize conferences, and create communities where genealogists at every level can learn. For professionals, societies offer more than networking—they provide leadership and service opportunities that can become powerful engines of professional development. By stepping into roles as officers, committee chairs, or volunteers, genealogists develop skills that extend far beyond record searching and pedigree charts.
Why Service Matters
Professional development is often associated with formal education—classes, webinars, institutes. But serving in a society teaches equally important lessons: how to lead, manage projects, mentor others, and solve organizational problems. These “soft skills” are critical in professional practice, especially for genealogists who juggle client relations, publishing, and teaching.
Service also nurtures the profession itself. Societies depend on volunteers for survival. By giving time and expertise, professionals ensure that genealogical education remains vibrant and accessible for future generations.
Leadership Roles and Their Benefits
Officers and Board Members
Serving as president, secretary, or treasurer exposes genealogists to governance, bylaws, budgeting, and strategic planning. These experiences build organizational literacy that translates directly into running client businesses or consulting firms.
Committee Chairs
Chairing a committee—education, publications, programs—teaches project management. Leading a publications committee, for example, involves coordinating editors, soliciting content, and managing production schedules. These experiences mirror the coordination required in client projects and professional collaborations.
Conference Organizers
Helping to plan society conferences develops skills in logistics, marketing, and budgeting. Genealogists who run conferences learn how to attract speakers, negotiate venues, and manage volunteers. These experiences sharpen public-relations skills and broaden professional networks.
Mentorship Through Service
Society service also creates opportunities to mentor. Experienced genealogists can guide beginners through their first research projects, introduce them to standards, and model ethical practice. This mentoring is not one-sided. Mentors learn as much as mentees, reinforcing their own knowledge and staying current with new questions and perspectives.
Mentorship also strengthens professional reputation. A genealogist who invests in the growth of others builds goodwill and becomes a trusted authority, often leading to invitations to teach, publish, or consult.
Learning from Challenges
Leadership is rarely smooth. Societies face challenges—membership decline, budget shortfalls, generational divides, conflicts among volunteers. Navigating these difficulties develops resilience and diplomacy. Learning to mediate disputes or balance limited resources prepares genealogists for client negotiations, project setbacks, and professional disagreements.
For example, a society president who manages to modernize the society’s website despite internal resistance gains experience in change management—a skill highly applicable to leading teams in any professional setting.
Building Professional Visibility
Society service is also a form of professional branding. Officers’ names appear in newsletters, on websites, and in conference programs. Over time, this visibility enhances professional credibility. Clients, colleagues, and other societies recognize leaders as committed professionals who contribute to the community.
Publishing in a society journal, coordinating events, or chairing a committee often leads to speaking opportunities at larger conferences. Many national leaders in genealogy began by volunteering at their local or state societies.
Service as a Two-Way Street
Importantly, society service is not charity—it is reciprocal. Professionals gain as much as they give. They access wider networks, learn from colleagues, and receive recognition that boosts their careers. Meanwhile, societies benefit from their expertise and energy. The relationship strengthens both the individual and the collective profession.
Practical Steps for Professionals
- Start small. Volunteer for a committee or a one-time project before committing to an officer role.
- Choose roles that stretch skills. If you are comfortable with research but less confident in finances, serving as treasurer could build new competencies.
- Balance service and workload. Professionals must set limits to avoid burnout. Clear boundaries ensure that service remains sustainable.
- Document experiences. Include society roles in résumés, bios, and client marketing materials. Leadership demonstrates credibility and professionalism.
The Long-Term Payoff
Years of society service accumulate into a robust professional portfolio. A genealogist who has chaired multiple committees, mentored dozens of newcomers, and organized conferences demonstrates leadership, collaboration, and resilience. These qualities are as valuable as technical research skills in the eyes of clients, colleagues, and academic partners.
Leadership and service in genealogical societies are not distractions from professional development—they are central to it. Through society roles, genealogists gain organizational skills, professional visibility, and a deeper sense of purpose. By giving back to the community, professionals also grow themselves, ensuring that genealogy remains both a personal craft and a thriving profession.
Citations
- National Genealogical Society. “About NGS Societies.” https://www.ngsgenealogy.org.
- Association of Professional Genealogists. “Leadership and Service.” https://www.apgen.org.
- Wylie, Megan Smolenyak. Honoring Our Ancestors. Cincinnati: Betterway Books, 2003.
- Cooke, Lisa Louise. “Societies and Service: Building the Genealogical Community.” Genealogy Gems Podcast, Episode 250, 2019.
South Central Chapter, Association of Professional Genealogists 