Author name: Association Activision, LLC.

For many association leaders, December can feel like a finish line — budgets closing, reports due, and calendars overflowing with […]

Even as we move forward into December, the lessons of November’s gratitude stay with us. Here’s a reflection that continues

We began this series with a stark truth: association governance is not keeping pace with the demands of our time.

If boards are to become engines of foresight and adaptation, they must embed the Seven Strategic Capacities into their practice.

The traditional model of governance assumes that authority solves problems: electing the right directors, appointingor electing the right officers, and

We entrust association boards with guiding organizations through turbulent times, yet we too often send directors into that work unprepared.

Governance is not static. It is a living practice that either expands or constrains an association’s ability to thrive. For

From Routine to Renewal: Why Our Boards Must Evolve Now Governance is the linchpin of association vitality. Yet too often,

“The art of progress is to preserve order amid change and to preserve change amid order.” Alfred North Whitehead Legacy

“If you don’t like change, you’re going to like irrelevance even less.” General Eric Shinseki Membership decline doesn’t usually arrive