Association Activision, LLC

Word count 324 –3 Minute Read

Last week, we looked atthe thirst for knowledge by Embracing a Learning Mindset and Lifelong learning and adaptability. Today, we consider the Power of Curiosity and Building a Learning Culture.

The Power of Curiosity

Curiosity is the engine that drives the thirst for knowledge. It compels individuals to dig deeper, ask questions, and seek new perspectives. In strategic thinking, curiosity leads to a more comprehensive understanding of the environment in which an organization operates. It encourages exploration beyond the surface level, uncovering insights that may not be immediately apparent.

Curiosity also fosters creativity and innovation. By continually seeking out new information and experiences, strategic thinkers can connect seemingly unrelated dots, leading to novel solutions and strategies. This creative problem-solving is crucial for navigating the complexities and uncertainties of the modern business landscape.

Building a Knowledge-Rich Culture

For organizations, fostering a culture that values knowledge and learning is vital to promoting strategic thinking at all levels. This culture involves creating an environment where continuous learning is encouraged and supported. Providing access to educational resources, offering professional development opportunities, and encouraging collaboration and knowledge sharing can all contribute to a culture of learning.

Leaders play a crucial role in setting the tone for this culture. By modeling a thirst for knowledge and a commitment to learning, they inspire their teams to follow suit. When everyone in an organization is engaged in continuous learning, the collective capacity for strategic thinking is greatly enhanced.

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Strategic thinking requires more than analytical skills and business acumen; it demands a deep thirst for knowledge and a commitment to continuous learning. By embracing a learning mindset, cultivating curiosity, and committing to lifelong learning, strategic thinkers can navigate the complexities of the modern world and position their organizations for enduring success. In an era of rapid change, pursuing knowledge is not just an advantage but a necessity for strategic leadership.

Strategic Thinking is not Strategic Planning – Why? What are the Differences? How to Engage More Strategic Thinking with Boards and Staff?

While related, strategic thinking and strategic planning are distinct concepts that serve different organizational purposes. Understanding these differences and fostering strategic thinking can significantly enhance an organization’s effectiveness and adaptability.

Strategic Thinking:

Strategic Thinking is a continuous and dynamic process. It involves generating insights, envisioning future possibilities, foresight, and identifying opportunities, challenges, and threats. It focuses on the “big picture,” long-term vision, and creative problem-solving.

• Purpose: Strategic Thinking helps you decide what you’d like to achieve in your career or organization and how to accomplish those goals. It can improve processes, inform decisions, and solve complex challenges.
• Skills: Strategic Thinking involves creative skills, “why,” allowing you to find unique solutions to business and cultural challenges and differentiate your brand, products, and services from competitors.

Strategic Planning

Strategic planning is a systematic process. It involves setting specific goals, defining actions to achieve them, and allocating resources. It focuses on the “how,” setting specific objectives and steps to achieve the vision over a set timeline.

• Process: When developing a strategic plan, you outline the overall vision you want to achieve and list the individual steps to get there. These short-term goals increase the chances of meeting your objectives.
• Skills: Strategic planning requires a structured, systematic approach, including analytical thinking, time-based visioning, project management, financial acumen, partnerships and alliances, and actionable plans.

Engaging More Strategic Thinking

• Encourage Open Discussions and Brainstorming Sessions: Create an environment where ideas can flow freely without judgment.
• Foster a Culture that Values Creativity and Exploration: Encourage experimentation and innovative thinking.
• Seek Diverse Perspectives and Challenge Assumptions: Engage with different viewpoints to broaden understanding and uncover hidden opportunities.
• Use Scenario Planning to Envision Different Futures:Consider multiple scenarios by preparing for various potential outcomes.
• Regularly Review and Adjust Strategies Based on Changing Circumstances: Stay flexible and adapt to new information or environmental shifts.
• Ask Strategic Questions: Pose challenging questions that stimulate deeper thinking and exploration.
• Observe and Reflect: Pay attention to patterns, trends, and dynamics within your organization or industry. Reflect on what you observe and consider how it impacts your strategic approach.
• Consider Opposing Ideas: Be open to alternative viewpoints and use them to refine and strengthen your strategies.
• Embrace Formal Training: Seek out workshops, courses, or resources explicitly focusing on strategic thinking.

By distinguishing between strategic thinking and planning and actively fostering a culture that encourages strategic thinking, organizations can enhance their ability to navigate complex environments and achieve long-term success. Don’t be lulled into thinking that a strategic plan equates to strategic thinking. Those who learn to think strategically will outpace all the others.

As we approach the 4th of July, a day filled with celebrations of freedom, unity, and patriotism, it’s important to remember that these values extend beyond just this one day. Association celebrations are another way to honor and celebrate a group of people’s shared values, history, and accomplishments.

Just like the values expressed on the 4th of July, association celebrations serve as a reminder of the importance of coming together as a community, recognizing and appreciating the contributions of everyone,and working towards a common goal. These celebrations provide a platform to reflect on the challenges and triumphs that have shaped the association’s identity and values.

Much like the 4th of July is a time to celebrate the founding principles of the United States and the sacrifices made to secure freedom, our democracy,  and independence, association celebrations serve as a time to reaffirm the values that bind a group together and inspire them to continue working towards a better future.A future based on our values, purpose, and vision, not just the symbols we all recognize.

Whether it’s a cultural festival, a religious holiday, or a community event, association celebrations are a valuable way to express and reinforce a group’s shared values and identity. These celebrations remind us of the importance of unity, diversity, and collaboration in achieving common goals.

So, as we enjoy the fireworks and festivities of the 4th of July, let’s also take a moment to appreciate the value of association celebrations in honoring our shared values and identity. Let’s continue to come together as a community, celebrate our differences, and work toward a brighter future for all.

2024 has reached its mid-point, and planning for 2025 is or should be underway. Consider five initiatives associations should make strategic decisions for as they plan for the upcoming year to ensure their operations remain effective, impactful, and foresight-driven. These five are not in priority order butare seen as a whole.

1- Embrace Digital Transformation and Innovation

Adopt New Technologies
In the fast-evolving digital landscape, adopting new technologies is crucial. Implementing Customer Relationship Management (CRM) systems, leveraging data analytics, and ethically looking at artificial intelligence (AI) can significantly enhance management, optimize operations, and improve decision-making processes.

Virtual Engagement
The pandemic has highlighted the importance of virtual platforms. Developing robust virtual engagement tools for meetings, conferences, and fundraising events can help nonprofits reach a broader audience, breaking geographical barriers and increasing participation.

Cybersecurity
With the increasing reliance on digital platforms, cybersecurity becomes paramount. Strengthening cybersecurity measures will protect sensitive member and organizational data, ensuring trust and compliance with data protection regulations.

2. Prioritize the Long-Term and Environmental Responsibility

Green Practices
Integrating environmentally sustainable practices into daily operations is not just a trend but a responsibility to our communities and global awareness. Reducing waste, minimizing energy consumption, and reducing carbon footprint can set an example for other organizations and enhance the nonprofit’s reputation.

Advocacy and Awareness
Launching campaigns on environmental issues relevant to the nonprofit’s mission can engage local communities and policymakers. Raising awareness and advocating for environmental responsibility can drive significant change and align with broader sustainability goals.

Long-Term Viability
Exploring sustainable funding models is essential for long-term viability. Seeking green grants and partnering with environmentally conscious entities can provide steady financial support while promoting shared values of sustainability. Avoiding short-term decisions that create long-term problems is a must.

3. Foster Diversity, Equity, and Inclusion (DEI)

Inclusive Policies
Developing and implementing inclusive policies ensures that diversity, equity, and inclusion are at the organization’s core. This initiative promotes a welcoming environment for all stakeholders, reflecting the values of fairness and respect—emphasis implementation.

Training and Programs
Regular DEI training for staff, volunteers, and board members helps foster an inclusive culture. These programs can address unconscious biases, promote cultural competence, and enhance teamwork and collaboration.

Community Outreach
Ensuring that programs and services are accessible to diverse communities is crucial. By addressing specific needs and barriers, nonprofits can better serve all populations and strengthen their impact on social equity.

4.Strengthen Partnerships and Collaborations

Strategic Alliances
Forming partnerships with other nonprofits, businesses, and government agencies can amplify impact and share resources. Strategic alliances enable organizations to tackle complex issues more effectively and extend their reach. Sponsorships require new thinking. The traditional methods are outdated by 21^st-century realities.

Community Engagement
Building solid relationships with local communities through collaborative projects and participatory approaches develops trust and mutual support. Engaging the community in meaningful ways ensures programs are relevant and impactful. Treating chapters and other internal entities, task forces, and committees as partners instead of subordinates is the wave of the future.

Global Networks
Joining international networks and coalitions can open doors to new resources, knowledge, and opportunities for global impact. These connections allow nonprofits to learn from global best practices and adopt innovative solutions to local challenges.

5. Invest in Capacity Building, Leadership Development, Talent Retention and Recruitment.

Staff Development
Investing in professional development opportunities for staff enhances their skills and capabilities. Training, workshops, and educational resources ensure the team remains competent and motivated.

Volunteer Engagement
Creating comprehensive volunteer programs is essential for attracting, training, and retaining committed volunteers. Engaged volunteers are vital assets, bringing passion, expertise, and energy to the organization.

Leadership Programs
Developing leadership training and mentorship programs nurtures future leaders within the organization. Strong leadership ensures sustainability and fosters a culture of continuous improvement and innovation. Invest in Board and Director training. Board and Director training is a sorely needed task that associations have failed to prioritize.

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By focusing on these five initiatives, nonprofit associations can enhance their effectiveness, long-term viability, and ability to fulfill their missions in 2025 and beyond. Traditional strategic planning is not enough. Few strategic plans meet strong foresight thinking. Remember, ensuring that these initiatives are resourced and successfully implemented is the path that will yield sustained growth and impact.

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As an association leader, you understand that your people are your most valuable assets. Nurturing talent isn’t just a nice-to-have; I have said it before and I will again, is a strategic imperative. This blog will go deeper into talent development, explore actionable strategies, and discuss how associations can thrive in the ever-evolving landscape.

The Changing Landscape and Continuous Learning

1. Adapting to the 21st Century: Associations operate in a dynamic environment. The 21st century brings rapid technological advancements, shifting demographics, and evolving member expectations. Talent development must align with these realities.
2. Cross-Functional Skills: Gone are the days of siloed expertise. Associations need professionals who can wear multiple hats. Cultivating cross-functional skills ensures adaptability and resilience.
3. Culture of Innovation: Associations thrive when innovation is embedded in their DNA. Talent development fosters a culture where creativity flourishes, and members benefit from cutting-edge solutions.

Implementation Strategy: Insights from Angela Lane and Sergey Gorbatov (material quoted from trainingindustry.com)

Angela Lane and Sergey Gorbatov offer a practical five-step strategy:

1. Contextualize: Understand your association’s unique environment. Diagnose challenges and identify opportunities. What are the pain points? Where can talent development make the most impact?
2. Strategize: Generate options without judgment. Brainstorm creative solutions. Consider both short-term and long-term goals. How can talent development align with your association’s mission?
3. Prioritize: Make strategic choices based on clear criteria. Not all initiatives are equal. Focus on high-impact areas. Allocate resources wisely.
4. Evangelize: Engage stakeholders. Build awareness of the importance of talent development. Involve board members, staff, and volunteers. Create buy-in.
5. Realize: Execute your strategic intention. Implement training programs, mentorship, and skill-building initiatives. Measure progress and adjust as needed.

Avoiding Overcomplication

While strategy execution requires effort, simplicity often leads to effectiveness. Keep these principles in mind:

• Foresight Implications: Anticipate future trends. Talent development isn’t just about today; it’s about preparing for tomorrow.
• Testing and Visualization: Don’t operate in a vacuum. Test ideas, visualize outcomes, and iterate. Adaptability is key.

Remember, associations thrive when their talent thrives. Invest in your people, and your association will reap the rewards.

Let me know what you think.

Word Count – 745 – 5 Minutes Read

Addressing the Gender Compensation Gap in Nonprofits: A Call for Equitable Change

As we enter the season when numerous foundations and research organizations release their compensation studies for the nonprofit and tax-exempt sectors, a familiar and troubling pattern emerges: female CEOs continue to be paid significantly less than their male counterparts. This disparity is not new nor confined to the top executive level; it permeates the entire C-suite and beyond. It is a longstanding issue that demands urgent and comprehensive reform.

You might be wondering why an older white male baby boomer like me is addressing this issue. As a former CEO of various associations, I was fortunate to be well compensated, often more so than my female peers. Recognizing this disparity, I strived to promote wage equity within my organizations. However, achieving meaningful change requires more than individual efforts; it necessitates a collective commitment to reforming compensation structures.

The Persistent Wage Gap

According to the U.S. Department of Labor, women working full-time, year-round, are paid only 83.7% of what men are paid. This gap persists despite advancements in education and professional experience. Alarmingly, the wage gap widens as women age and progress in their careers, with older Black and Hispanic women experiencing the most severe pay disparities.

This inequity is not just a statistic; it represents a pervasive issue that affects women’s financial stability, career growth, and overall quality of life. Education and career advancement alone are insufficient to bridge this gap. Systemic barriers and biases must be addressed to ensure that women receive fair compensation for their contributions.

The Role of Directors and Male Executives

Directors and male executives hold significant responsibility in addressing and rectifying this problem. The data is unequivocal, but there often lacks the will to make the necessary changes. Directors too frequently base CEO compensation decisions on their earnings or perceived worth rather than on equitable and market-competitive standards. This mindset perpetuates the disparity and undermines efforts to achieve wage equity.

Directors must detach their personal compensation experiences from their decision-making processes. Instead, they should adopt transparent and equitable compensation frameworks that recognize and reward the value that female executives bring to their organizations. Boards should conduct regular pay equity audits, set clear compensation benchmarks, and commit to closing the gender pay gap within a defined timeframe. In addition, boards should provide their only employee, the executives, with resources to address the issue with other members of the C-suite and beyond.

A Call to Action

Addressing the gender compensation gap requires a multifaceted approach. Here are some steps that can drive meaningful change:

1. Transparency and Accountability: Organizations should commit to transparency in their compensation practices, including publicly sharing salary ranges and conducting regular pay equity audits to identify and address disparities.
2. Bias Training: Implementing bias training for directors and executives can help raise awareness of unconscious biases that influence compensation decisions. This training should be part of a broader effort to foster an inclusive and equitable workplace culture.
3. Mentorship and Sponsorship: Establishing mentorship and sponsorship programs for women can help them navigate career advancement and negotiate for fair compensation. Such programs should be supported by senior leaders who are committed to equity.
4. Policy Advocacy: Organizations can advocate for policies that support pay equity, such as legislation that promotes transparency in pay and prohibits discrimination based on gender.
5. Benchmarking and Next Practices: Utilizing industry benchmarks and adopting practices from organizations that have successfully addressed pay equity can provide a roadmap for others to follow.
6. ACT: Do not wait around for another organization to correct this error. Take specific acts to increase female CEO wages, immediately take action to correct the 28% disparity or correct the issue over a particular number of years, 2 or 3.
7. Female Executives Need to Ask: Negotiation is appropriate, and female executives should not be inhibited from expecting substantial compensation. Asking is not easy and may be seen as a risk. Consider an outside consult to negotiate on your behalf.

Move On

The gender compensation gap is a profoundly entrenched issue that requires urgent and sustained action. As a former CEO, I understand the challenges of implementing wage equity, but I also know it is necessary and possible. By committing to transparency, accountability, and systemic change, we can ensure that female executives receive the fair and equitable compensation they deserve. The time for change is now, and it starts with each of us taking a stand and demanding reform.

Let me know what you think.

Word count: 298 – 2 Minute Read

Our previous discussion highlighted the importance of investing in professional development within associations. Today, let’s delve into another crucial aspect: team development. After all, Together Everyone Achieves More (TEAM).

Identifying and leveraging the diverse personalities within a team is vital to unlocking its full potential. Here are some popular tools for understanding personality types:

• Myers-Briggs Type Indicator (MBTI)
• Enneagram
• DISC Assessment
• CliftonStrengths
• Maxwell Leadership Game

While these are just a few examples, utilizing them under the guidance of skilled facilitators or certified trainers is vital.

Now, let’s explore some general principles for enhancing TEAM capacity:

1. Clarify Purpose: Define goals for team-building activities, such as improving communication and collaboration.
2. Select Appropriate Activities: Choose activities that align with your team’s dynamics, considering size, time availability, and trust levels.
3. Provide Context: Help team members understand the significance of self-awareness and appreciating different personality types.
4. Foster Discussion: Encourage open dialogue during and after activities, allowing team members to share insights and experiences.
5. Take Action: Implement strategies based on insights gained by applying them in daily interactions.
6. Respect Confidentiality: Ensure privacy and emphasize that personality types are tools for understanding, not judgment.
7. Promote Inclusivity: Value the strengths of all personality types and foster an environment of appreciation for diversity.
8. Monitor Progress: Regularly evaluate the impact of team-building activities and adjust as necessary.
9. Have Fun: Keep activities engaging and enjoyable, utilizing various interactive methods to maintain high energy.
10. Encourage Growth: Support ongoing personal and professional development beyond formal activities.

Remember, the acronym TEAM embodies the essence of collaboration and collective achievement. By embracing the uniqueness of each team member, we can foster an environment where everyone and the organization thrive.

Together Everyone Achieves More!

Word Count480 – 2 ½ Minute read

Improving governance is complex for executives because it brings a real personal risk. The role of association governance requires a radical overhaul. We must radically adapt our governance structure and director know-how to meet the challenges of an environment fundamentally being altered by new economics, social change, internal and external political discourse, and advanced technology.

In almost all cases, with the possible exception of the foundation community, directors are elected or appointed from within membership categories in the industry or discipline where the association conducts its work. Far too often, serving on a board results from a reward system built on one’s performance within the association. A member serves on committees, volunteers at events, achieves appointment or election at a local or regional level and is rewarded by becoming a national or international board director. Usually, these individuals are highly competent in their field or discipline. The problem, however, is that serving as a director requires knowledge outside of the association’s discipline or industry-specific arena.

We could discuss how this historically has become the norm. Still, without assessing what we have learned from this history, we can say that it is a failure in the new frontier the Association community faces. Instead, consider a few fundamental changes that will dramatically improve board governance in the association community.

Here are a few suggestions:

• Outside directors, not necessarily from within the membership, are necessary to improve board governance. We must find experts in finance, technology, marketing and communications, and global awareness to serve on the boards.

• Paying board members: it is time to consider providing board members with compensation for their timeas directors.

• Director education: funds must be allocated for ongoing director education. The director’s traditional fiduciary responsibilities should include foresight, strategic thinking, communication, teamwork, and organizational knowledge. Investments in directors understand their full responsibilities outside of short onboarding and a legal summary of the traditional fiduciary duties.

• Revamping the Executive Committee:sometimes, because of size and other times based on a need for immediacy, executive committees have become substitute boards. Modern technology provides ample opportunity for the board to convene promptly. An officer collaborative, designed to develop director competencies, is a potential starting point.

• Oversight, not management: boards of directors must fully understand the difference between institutional oversight and the day-to-day management of operations. While this is a long-standing issue, it has not received the severe examination and face-to-face collaboration that empowers the CEO to carry out the association’s overall direction.

The above suggestions are outlined and not all-inclusive. A deeper dialogue is essential to protecting the value the Association community brings to society that poor governance diminishes. The argument is not that directors lack intelligence;they do not have the tools and skills to carry out their vital functions.

Let me know what you think.