Category: Uncategorized

In Abundance, Peter Diamandis and Steven Kotler make a provocative point: many of today’s most persistent challenges stem not from failure, but from the unintended consequences of yesterday’s solutions. Procedures, rules, and structures designed to fix problems or ensure fairness decades ago now often stand in the way of progress. This tension is especially visible in the nonprofit association world—where mission-driven intent collides with the inertia of institutional Process.

Associations, by nature, are built for stability. They safeguard standards, preserve institutional memory, and uphold democratic engagement. But over time, these same strengths can become barriers to agility, especially in an era of rapid change, digital disruption, and escalating member expectations. The challenge we face isn’t whether to keep or discard Process, but how to make it serve outcomes—rather than hinder them.

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1. A Legacy of Good Intentions

Processes in associations often come from a place of principle. They’re designed to ensure fairness, transparency, member input, and legal compliance. Bylaws protect against tyranny. Policies promote consistency. Procedures provide a roadmap when the road ahead is unclear.

But as Abundance suggests, good solutions can age poorly. Structures created to solve problems in one era may be ill-suited for today’s needs. Legacy processes in associations—especially those designed in the analog era—can become calcified, taking on a life of their own, detached from the purpose they once served.

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2. The Problem with Over-Processing

Every association executive knows the pain of watching a fresh idea die in committee. Or watching a board table a strategic priority because the bylaws don’t address it. Or shelving innovation because the risk, however small, threatens “the way we’ve always done it.”

Over-processing leads to what some call “policy paralysis.” The costs are substantial:

• Missed opportunities for innovation and growth
• Delays in responding to members’ urgent needs
• A culture of “no” or “not yet” instead of “why not?”

Risk aversion becomes a core cultural trait, even when the risk of doing nothing is greater.

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3. When Structure Serves, and When It Doesn’t

None of this is to say that Process is inherently bad. On the contrary—Process can be a powerful ally in building trust and delivering value. The key is fitness for purpose.

Structure serves us when:

• It clarifies authority and accountability
• It provides a framework for inclusive decision-making
• It ensures continuity across leadership transitions

But it fails us when:

• The Process becomes the goal rather than the means
• We prioritize adherence to protocol over member impact
• Decision-making cycles drag on without resolution

To lead well, associations must distinguish between Process that supports strategy and Process that supplants it.

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4. Toward a More Adaptive Association

Some associations are already rethinking how they govern and operate:

• Sunsetting outdated policies: Automatically reviewing and retiring policies every 3–5 years unless reaffirmed
• Creating innovation zones: Establishing “safe to try” pilot programs outside traditional governance channels
• Using agile committees: Task forces with short-term mandates, clear charters, and direct reporting lines
• Empowering staff: Letting executive teams make low-risk decisions without board micromanagement

These shifts require trust, clarity, and shared purpose—but they free up organizations to experiment, adapt, and evolve.

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5. Questions for Boards and Staff to Ask Themselves

To begin this journey, ask:

• Which of our processes protect us, and which limit us?
• Where are we using Process as a proxy for trust or control?
• What policies or procedures have outlived their usefulness?
• Are we prioritizing procedural compliance over mission outcomes?
• How can we create space for rapid experimentation and learning?

A regular governance and policy audit can reveal friction points and spark meaningful reform.

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6. Conclusion: A Call to Purposeful Agility

Process isn’t the enemy. But in an era that demands nimbleness and clarity of purpose, associations must ensure that their structures serve the mission—not the other way around. We owe it to our members, our missions, and our futures to ask: is our Process a platform for progress—or a cage?

By balancing thoughtful structure with adaptive execution, associations can step fully into the future—not as prisoners of past solutions, but as builders of new ones.

Remember Memorial Day 2025
A Time to Reflect, Honor, and Serve

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On this Memorial Day, we pause to honor and remember the brave men and women who gave their lives in service to our country. Their sacrifice is a solemn reminder of the cost of freedom and our enduring responsibility to uphold the values they fought to protect.

As we enjoy time with family, friends, and our communities, may we also take a moment to reflect on the courage, dedication, and selflessness of those who served and never returned. Let us keep their memories alive today and throughout the year by striving to live with purpose, gratitude, and a commitment to the greater good.

How Associations Can Honor Memorial Day:

• Host a Moment of Silence: Begin meetings or events near Memorial Day with a moment of silence to honor fallen service members.
• Feature a Veteran Speaker: Invite a veteran or military family member to share reflections on service and sacrifice.
• Highlight Members Who Have Served: Use newsletters or social media to recognize association members who are veterans or military family members.
• Support a Cause: Organize a fundraiser or service activity for veterans’ organizations or military family support groups.
• Share Educational Content: Provide historical context about Memorial Day to help members understand its significance beyond the long weekend.
• Encourage Personal Acts of Remembrance: Suggest members visit a local memorial, volunteer, or fly the flag to honor the fallen.

This Memorial Day, we remember. We honor. We vow never to forget.

Why do so many associations wait until a crisis hits before making the very changes they’ve known for years they needed to make?

It’s a common and costly pattern I’ve seen repeated across the nonprofit sector. A challenge emerges, data accumulates, feedback mounts, and everyone knows a change is coming someday. But nothing happens until a financial shortfall, a reputational blow, a board shake-up, a regulatory change, or a membership exodus forces action.

We must ask ourselves: Why do associations continue to operate reactively, rather than strategically and proactively?

1. The Comfort of the Known

At the root is a deep organizational preference for what’s familiar. Most associations are built for consistency, governed by process-heavy bylaws, shaped by long-standing traditions, and driven by consensus culture. That’s great for stability. But it also means that even when leaders know what needs to change, taking action feels risky. The pull of “the way we’ve always done it” is strong, even when it’s no longer serving members or the mission.

2. The Myth of ‘No Time’

“We’re too busy right now.”

This refrain is the death knell of strategic momentum. Daily operations consume attention, particularly in small staff associations. When everyone’s focused on keeping programs running and member expectations met, change becomes a luxury that gets deferred until it becomes necessary.

But if an association can’t afford strategic change before a crisis, how will it find the time during one?

3. Fear of Internal Conflict

Change is hard. It invites questions, challenges authority, and risks disrupting harmony among staff, boards, and members. That fear leads many leaders to kick the can down the road. Ironically, though, crisis-driven change is more disruptive and painful. When action is delayed, decisions are made under pressure, with fewer options and higher stakes.

In one national association I worked with, leadership postponed key governance updates for years to avoid upsetting legacy board members. When a public controversy forced restructuring, the transition was rushed and divisive. The change happened with higher costs and reputational damage that should have been avoided.

4. No Foresight Framework

Few associations make time to look ahead in a structured, strategic way. They don’t run future scenario exercises. They don’t scan for weak signals or emerging trends. As a result, they’re constantly surprised when predictable change—demographic shifts, technology evolution, changing member expectations—arrives at their doorstep.

Foresight doesn’t require a crystal ball. It requires discipline of curiosity, scanning, and dialogue.

5. Crisis as Permission

Ironically, a crisis often gives leaders the permission they lacked before. A financial downturn suddenly makes long-debated cuts or consolidations politically acceptable. A pandemic accelerates digital transformation that had languished for years. The money saved for that rainy day fund suddenly becomes availablein these moments, and resistance melts away. But it shouldn’t take an emergency to do what’s right.

6. The Hidden Costs of Delay

Waiting to act comes with a price. Programs become stale. Staff morale erodes. Member valuedeclines. And when the crisis does arrive, the options for change are fewer and more urgent.

Consider the case of a state-level association that delayed replacing its outdated member database due to cost concerns. When the system finally crashed, they had to implement a new platform with no transition time, resulting in lost data, member complaints, and a blow to the association’s credibility. What would have been a manageable project became a reputational and operational disaster.

7. A Path Toward Proactive Change

Here are a few ways associations can shift from reactive to proactive:

• Schedule Foresight: Set time on the board agenda to discuss emerging trends and what they might mean for your mission.
• Use Scenario Planning: Engage staff and volunteer leaders in imagining future states. What would force us to change? What would we wish we had done earlier?
• Start Pre-Mortems: Before major initiatives or continued inaction, ask: What could go wrong if we don’t act now?
• Reward Innovation: Celebrate experimentation—support pilots. Build a culture where not all change must be perfect to be valuable.
• Anchor to Purpose: Reframe change as an expression of mission, not a departure from it.

Coda: Change Before You Have To

Associations don’t need to wait for a fire to test the alarm. The signals are often clear. The data is usually there. The unease is already felt. What’s missing is often the commitment to lead change before circumstances force it.

If your association has been circling a necessary transformation, whether in technology, governance, member engagement, or strategy, don’t wait. The time to act is not after the storm. It’s while the skies are still clear enough to navigate wisely.

Use this tool to spot early signals, surface overdue decisions, and take steps before a crisis forces your hand.

1. Strategic Signals & Trends

• We regularly scan external trends (e.g., tech, demographics, policy) for impact on our mission.
• We’ve identified 3–5 significant risks or disruptions likely to affect our members in the next 3 years.
• We track weak signals and outliers—not just the obvious headlines.

2. Leadership Conversations

• Our board agendas include future-focused discussions, not just operational reports.
• We’ve discussed at least one “uncomfortable truth” in the last six months.
• We use scenario planning or pre-mortem exercises to anticipate change.

3. Cultural Willingness

• Staff and board are encouraged to raise concerns or propose bold ideas without fear.
• Experiments, pilots, or “safe-to-fail” projects are supported and celebrated.
• We reward curiosity and learning, even when efforts don’t produce immediate results.

4. Known But Deferred Changes

Which of these are already under discussion, but stalled?

• Governance reform or board restructuring
• Outdated technology systems
• Declining membership or relevance
• Unclear or diluted value proposition
• Financial sustainability concerns
• Stagnant or legacy programs needing sunsetting

If two or more are checked, schedule a leadership session to revisit them now, not later.

5. Crisis Preparedness

• We’ve identified who makes decisions during a crisis.
• We have a plan for rapid communication with members and stakeholders.
• We’ve rehearsed or reviewed this plan in the last 12 months.

Proactive change starts with awareness, conversation, and action—before urgency strips away your options.

Use this checklist with your team or board and set one specific change goal you won’t wait to make this quarter.

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In recent years, Diversity, Equity, Inclusion, and Accessibility (DEIA) efforts have faced a growing wave of opposition. Some federal and state officials have sought to curtail DEIA programs, claiming they promote division or undermine merit. As these pressures rise, associations across sectors—healthcare, education, manufacturing, and the arts—must decide whether to stay silent or speak up.

Let’s be clear: advancing DEIA is not a partisan act. It is a moral, strategic, and professional imperative. Associations are uniquely positioned to lead on DEIA—not despite today’s climate, but because of it.

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1. Mission Integrity and Member Trust

At their core, associations serve communities, professions, and industries. This mission is grounded in advancing knowledge, standards, and opportunity for many. Failing to embrace DEIA contradicts those values.

If your association represents a field or community, it must also reflect its full diversity. Silence or regression on DEIA risks alienating members, especially those from historically marginalized or underrepresented groups. Publicly supporting DEIA is a way to say to all members: You belong here. We must ask ourselves, will submitting to the pressure improve the situation or result in more pressure?

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2. Future Readiness and Talent

Associations cannot thrive without the next generation. Millennials and Gen Z now make up most of the U.S. workforce, and they expect organizations to walk the talk on inclusion and equity. These generations are more diverse, values-driven, and less tolerant of organizations unwilling to stand for justice.

Supporting DEIA helps associations remain relevant, attract emerging leaders, and build sustainable pipelines of future talent and board leadership. Ignoring these shifts is not neutrality—it’s obsolescence.

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3. Sector Leadership and Ethical Responsibility

Associations don’t just serve members—they shape entire fields. They influence hiring standards, professional ethics, research priorities, and organizational culture across sectors. In that context, a strong DEIA stance is not just defensible, it is necessary leadership.

Backing away from DEIA in the face of political pressure sends the message that values are negotiable. Standing firm communicates that the association is committed to progress, professionalism, and equity, even when it’s hard.

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4. Innovation and Organizational Success

The business case for DEIA is solid. Research consistently shows that diverse organizations perform better: they are more innovative, more resilient, and more capable of meeting the complex needs of their stakeholders. Inclusive teams solve problems more creatively and make better decisions.

Associations that embed DEIA into their culture, programs, and leadership structures gain competitive advantages. Those that don’t will fall behind—strategically, reputationally, and economically.

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5. Moral Courage in a Time of Retreat

We are in a moment where inclusion, accessibility, and equity are under attack. History will judge how organizations responded. Were they silent to protect short-term comfort, or did they act to defend long-term justice?

Associations have a moral responsibility to support a more equitable and inclusive world. Whether through scholarships, standards, codes of conduct, or conferences, every association can make a meaningful impact. That starts with being brave enough to stand up, speak out, and hold the line.

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6. Resisting Government Overreach

Some opponents of DEIA are weaponizing government authority to suppress free speech, free association, and free enterprise. As independent membership organizations, associations should not allow their values to be dictated by shifting political winds.

Resisting such overreach is part of what associations were built to do. Many were born from movements for worker rights, professionalization, or public health, each of which faced political opposition in its time. Supporting DEIA today is a continuation of that legacy.

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Coda: This Is Our Moment

DEIA is not a passing trend. It is a long-term investment in justice, excellence, and resilience. It is the path toward a professional and civic life where everyone can contribute, thrive, and belong.

Associations that stand firm in their commitment to DEIA are not making a political statement but demonstrating vision, integrity, and leadership. Our members, sectors, and society need that in these challenging times.

Now more than ever, associations must lead.

Creating an effective Board agenda is one of the most powerful ways to cultivate your association’s strategic, foresight-driven culture. Too often, Board meetings are dominated by operational updates, committee updates, and backward-looking reports. To build a thriving future, association leaders must structure their Board agendas intentionally — with oversight, strategy, and long-term thinking at the forefront.

Here’s a practical framework for shaping a future-focused Board agenda:

1. Start with a Consent Agenda
A consent agenda groups routine, informational, and non-controversial items into a single vote without discussion. Financial statements, committee reports, and approval of minutes all belong here. This approach saves precious time and signals that the Board focuses on oversight and strategic issues, not micromanagement. This type of consent agenda respects volunteer time by not requiring lengthy updates that could be easily shared in writing.

2. Limit Committee Reports to Strategic Relevance
Committees exist to help advance the association’s strategic goals, not to dominate Board time with operational details. If a committee’s work directly informs a major strategic decision, summarize the key points during the meeting and link them to the association’s broader goals. Otherwise, committee work should be reported through written updates included in the consent agenda.

3. Center the Meeting on the Future
At least 50% of Board meeting time should focus on strategic foresight and the association’s evolving environment. Board members should be engaged in discussions like:

• What emerging trends could reshape our field?
• How are member needs evolving?
• What risks and opportunities are on the horizon?
  Use scenario planning exercises, trend analyses, or member feedback insights to provoke conversation. Such exercises move the Board from “what is” to “what could be.”

4. Reinforce Oversight, Not Operations
Remind the Board regularly —verbally and structurally through the agenda — that their role is oversight, not management. Good governance means setting direction, stewarding resources, and ensuring accountability. It does not mean troubleshooting staff issues, rewriting marketing copy, or second-guessing tactical decisions. Keeping discussions focused at the right level strengthens the staff-board partnership and protects the Board’s strategic bandwidth.

Sample Agenda Structure:

• Call to Order and Approval of Consent Agenda (5 minutes)
• CEO Update (limited to strategic-level information) (10 minutes)
• Financial Health and Dashboard Review (10 minutes)
• Strategic Issues Discussion (e.g., trend impact, scenario planning) (30 to 90 minutes)
• Key Decisions (aligned to strategic plan) (15 minutes)
• Board Development or Foresight Moment (5 minutes)
• Executive Session (only if needed)
• Adjournment

Coda:
A Board meeting built on foresight and strategic thinking doesn’t happen by chance but by design. With a disciplined agenda emphasizing oversight, foresight, and strategy, your association’s leadership can spend more time preparing for tomorrow and less time getting stuck in yesterday’s details.

In association leadership, every solution is a small victory—until it becomes the next challenge.

Strategic leaders are wired to solve problems, adapt to change, and move forward. But the most successful among them knows that no solution exists in a vacuum. No matter how well-conceived, each decision lives within a broader system of behaviors, expectations, and evolving needs. And over time, even the best ideas can create unintended consequences that require fresh attention.

These solutions are not a sign of failure—it’s the natural evolution of living systems. It’s also one of the reasons strategic thinking must remain an ongoing practice, not a one-time event.

When the Fix Becomes Friction

Example 1: Hybrid Work and the Erosion of Culture

In the wake of the COVID-19 pandemic, many associations transitioned to hybrid or fully remote work. It was an intelligent, humane, cost-effective move that improved flexibility and helped retain talent. But five years later, leaders notice unintended side effects:

• Mentorship and informal collaboration have declined.
• New staff struggle to absorb organizational values and expectations.
• In-person events and networking have lost momentum and meaning.
• The sense of shared culture is thinning at the edges.

What started as a forward-thinking solution is now producing organizational drift. The answer isn’t to revert—but to reimagine. Hybrid culture requires intentional investments in connection, rituals, and leadership presence.

Example 2: Tiered Membership Models That Divide Instead of Deliver

To boost revenue and better serve diverse members, some associations have implemented tiered membership models—offering different levels of access to benefits based on payment.

At first, this seems like a win-win choice for the sustainability of the organization’s members. But here’s what many are discovering:

• Staff spend excessive time managing benefit logistics.
• Long-time members feel sidelined or downgraded.
• Community cohesion suffers as members experience the association in silos.
• Data tracking becomes fragmented, making engagement analysis difficult.

What was meant to increase value instead fractured identity. Members see the association as less a shared home and more as a marketplace.

Strategic Capacity Means Monitoring the Ripple Effects

These stories share a common truth: a solution is not a finish line—it’s a new starting point. Strategic capacity includes the ability to act, reflect, and recalibrate.

To build this muscle, leaders should regularly ask:

• What are the potential second-order effects of this decision?
• What assumptions might this solution be unintentionally reinforcing?
• Who benefits most—and who might be marginalized or overburdened?
• How will this decision shape behavior 6, 12, or 24 months from now?

Code: Embracing the Prototype Mindset

Being a future-ready association doesn’t mean getting it perfect the first time. It means treating every solution as a prototype—an informed experiment that demands curiosity, feedback, and periodic refinement.

So, the next time your board celebrates a big win, or a new policy rolls out with fanfare, remember success is only part of the story. The actual test is how—and when—you revisit that success to ensure it still serves your mission, members, and future.

Let’s keep asking the hard questions. Let’s keep learning forward. That’s how adaptive association leaders move from fixes to lasting progress.

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I began my professional journey with a dream: to become a symphony orchestra conductor. I studied, practiced, and trained—learning to read complex scores, cue entrances, shape sound, and build unity from diversity. I was talented. But over time, I realized that talent alone wasn’t enough. I wasn’t gifted enough to reach the top of the conducting world.

At the time, I didn’t realize that everything I learned in pursuit of that dream was preparing me for another form of leadership—one I never saw coming: becoming a nonprofit association executive and consultant.

At first glance, a music conductor and an association CEO might seem worlds apart. However, the more I lead organizations, the more I see the deep and powerful connections between these two roles. Conducting didn’t just give me an artistic education—it gave me a leadership foundation I use daily. I wanted the music to be better than when I brought the baton down the first time. It is not only a lesson in leadership but, more importantly, a lesson in stewardship.

The Score, Strategic Thing, and Planning

A conductor studies the score long before the first rehearsal. They internalize every part, understand the interplay of voices, and anticipate challenges. A good conductor sees the notes on the page and the story, structure, history, environment, and emotional arc within.

That’s precisely what association executives must do each day.

Our “score” is the long-range strategy—the roadmap that defines where we’re going and how we’ll get there. Like a conductor, a CEO has to interpret that plan, align people to it, and keep everyone moving in time. And just as an outstanding performance depends on understanding the context and nuances of a piece, so too does a successful strategy depend on situational awareness and adaptability.

Leading Without Playing a Note

Conductors don’t play an instrument on stage. They don’t make a single sound themselves. Yet their influence shapes every note.

That’s one of the most brutal truths for both conductors and CEOs to embrace: you lead through others. You must trust their skill, prepare them well, and then step back so they can shine.

In both worlds, your role is to inspire, align, and elevate—not to do everything yourself. Whether cueing a soloist or empowering a staff leader, your success is measured by how well others perform.

Interpretation and Vision

Give the same score to five different conductors, and you’ll hear five other performances. Interpretation is where leadership becomes art.

Association CEOs operate the same way. We take the same mission and vision, but how we bring it to life—through programs, partnerships, culture, and tone—is uniquely ours. Our leadership style, strategic priorities, and way of listening and communicating all shape how the organization “sounds.”

Leadership is never just about implementation. It’s about interpretation—making values and purpose come alive in a resonating way.

Managing Conflict and Complexity

Orchestras are full of strong personalities, competing ideas, and artistic tension. So are associations.

A conductor must manage egos, mediate conflicts, and find a way to blend dozens of individuals into one cohesive sound. Association executives do the same. We work with staff, boards, members, stakeholders, and volunteers—each with their perspective, passion, and goals.

Both roles demand deep listening, empathy, conflict resolution, and a commitment to the shared mission. The job isn’t too silent a difference; it’s to harmonize it.

Rehearsal and Practice as Culture

No orchestra walks on stage and delivers a flawless concert without rehearsal. It takes time, feedback, and iteration. Mistakes are made. Adjustments are needed. Excellence is cultivated.

The same should be true in associations.

We often want to move fast—launch a program, adopt a plan, and roll out a campaign. But real impact comes from a culture of continuous learning and refinement. Leadership, like music, is practiced, not perfected. When we rehearse—through staff development, board retreats, and strategic reviews—we’re building the capacity to perform well when it matters most.

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Coda

I didn’t become a symphony conductor. But I carry the lessons of the podium with me every day.

I still listen to rhythm and harmony. I still shape my energy and tempo. I still believe in a group’s power to create something bigger than themselves. My score has changed. The stage is different. But the music of leadership, the art of bringing people, purpose, and performance into alignment—is the same.

And that’s a melody we should all be proud to execute.

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Association leaders today are caught in a pincer movement of pressure. Internally, dysfunctional governance is slowing progress. Externally, the traditional membership modeling, the bedrock of association life for over a century—is being called into question. Together, these forces demand a reimagining of both how associations work and who they serve.

The Governance Gap

According to recent insights from GrowthZONE, one of the most pressing issues association executives face isn’t budget shortfalls or member attrition—it’s board dynamics. Specifically:

• Board members pursue personal agendas instead of the collective good.
• Disregard for the strategic plan or budget.
• Poor communication, indecision, or slow responses.

Progress halts when the board behaves like an obstacle course rather than a strategic ally. The executive is left in a holding pattern, unable to execute bold ideas or respond quickly to shifting landscapes.

What’s the solution?

Associations must elevate governance from gatekeeping to guardianship and stewardship of the mission. That means:

• Creating governance agreements that clarify board responsibilities, including the expectation that members champion—not circumvent—the strategic plan.
• Conducting annual self-assessments to surface misalignment or underperformance.
• Implementing ongoing board development that positions fiduciary duty as a future-facing, mission-driven commitment rather than a platform for personal influence and embarrassing foresight.

The Membership Identity Crisis

Externally, Fast Company paints an equally sobering picture: the traditional membership concept is fading. The world’s largest “association” is arguably Facebook—with billions of members and no dues. Anyone can start a community. Anyone can learn anything. People no longer pay for the privilege of belonging; they pay—or participate—for tangible value.

Associations can no longer assume loyalty. They must earn relevance.

So, what’s replacing membership?

Fast Company offers a compelling candidate: engaged action—a group’s collective, intentional behavior. This could be:

• Turning out at the polls.
• Attending a live event.
• Taking a class.
• Negotiating with policymakers.
• Tweeting en masse.
• Signing a pledge or donating to a cause.

Engaged action reframes the association not as a club for dues-payers but as a catalyst for impact. And suddenly, the potential community expands from dues-paying members to mission-aligned stakeholders.

What’s the solution?

• Rethink your audience. Your true base may include nonmembers who advocate for your mission, amplify your message, or contribute in other ways.
• Offer multiple engagement pathways—free to premium, occasional to immersive.
• Center value around participation and outcomes, not titles or tiers.

Bridging the Two: Leadership That Listens and Leaps

If membership is evolving into mission-driven engagement, and governance must evolve into a more strategic, aligned partnership, what binds it together?

Leadership.

Association executives must navigate the tensions between legacy structures and future opportunities. This requires both courage and cooperation. You can’t fix the member model if the board resists change. And you can’t inspire engagement if the executive team lacks the runway to experiment, respond, and adapt.

Three things association leaders can do now:

1. Create a “Mission Outcomes Dashboard.”
   Track and share impact metrics like advocacy wins, volunteer activity, stakeholder engagement, and learning participation. Help the board and staff focus on what matters.
2. Introduce an “Engaged Action Index.”
   Go beyond membership counts. Measure who’s showing up, acting, sharing, and moving your mission forward—regardless of dues status.
3. Convene a cross-functional “Future Council.”
   Involve board members, staff, younger professionals, and even nonmembers to test new models of participation and purpose.

Coda

The association model isn’t broken. It’s evolving. And the best way to serve our missions in this disrupted environment is to shift from “membership management” to “movement leadership.”

When governance becomes purpose-aligned, and members become engaged actors—not passive subscribers—your association becomes more than relevant.

It becomes a force.

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Nature offers a powerful metaphor for understanding the role of an association’s Board of Directors. Like an ecosystem, a board must balance stability and adaptability, ensuring the association thrives in a constantly changing environment.

The Forest and the Board: A Natural Parallel

A healthy forest consists of deep-rooted trees, diverse plant life, and interconnected systems that sustain growth. Similarly, an association board has experienced leaders (deep-rooted trees), new perspectives (fresh growth), and strategic processes (interconnected systems). However, even the most established forests—or boards—can struggle to survive environmental shifts without adaptation.

Foresight: Seeing Beyond the Immediate Horizon

In nature, species that anticipate seasonal changes—like birds migrating before winter—survive and thrive. Boards must do the same, using foresight to identify trends, challenges, and opportunities before crises occur. By scanning the landscape for economic, technological, and social shifts, a board ensures its association remains relevant and resilient.

Adaptation: The Key to Long-Term Survival

Adaptation in nature happens through incremental shifts or major transformations, depending on the level of disruption. Associations must embrace this mindset, evolving governance models, member engagement strategies, and business operations as necessary. Boards that resist change—like a species unable to adjust to a warming climate—risk obsolescence.

Lessons from Nature for Board Leadership

1. Biodiversity Strengthens Resilience – As diverse ecosystems are more resilient, boards with varied perspectives and expertise make better decisions.
2. Seasons Change—So Must Strategy – Boards should periodically assess their strategic plans to ensure they align with shifting realities.
3. Interdependence Matters – Associations, like ecosystems, rely on strong relationships with members, stakeholders, industry and institutional partners, and policymakers to flourish.
4. Sustainable Growth Requires Balance – Rapid expansion without foresight can exhaust resources, while stagnation leads to decline. A well-governed board finds equilibrium.

Coda:

Like a thriving ecosystem, an association board must use foresight to anticipate change and adaptation to respond effectively. By embracing these principles, associations can ensure long-term sustainability, just as nature has done for millennia.

How purpose-driven organizations can stay true to their mission when the world shifts beneath them.

In times of disruption, whether economic, political, technological, or social, associations are often pulled in competing directions. Members demand relevance. Boards expect results. Staff seek stability. And yet, amid all the noise, your association’s values must act as both compass and anchor. The solutions we relied on in the past have also created new problems that we need to address today. Staying true to our values can help us act on solutions yet to come.

Thus, we must move forward from our foundations. Let’s start with our values. What does it mean to live your values in turbulent times?

1. Reconnect with Purpose

When the future feels uncertain, return to your “why.” Values like equity, service, transparency, or inclusion are not meant to sit framed on the wall. Values must be activated. Revisit your mission and vision, and ask: How do these values appear in our decisions, policies, and member experiences today?

2. Use Values as a Strategic Filter

In disruptive moments, it’s tempting to chase short-term wins. A flashy partnership. A last-minute pivot. A big budget spendto keep up appearances. However, the best associations use values to say no just as often as they say yes. Before making a major decision, ask: Does this align with our core values?

If not, pause.

3. Lead with Integrity

Members and stakeholders are watching. When disruption hits—layoffs, crisis communications, DEI pushback, political polarization—your values matter most when they are most challenging to uphold. Transparency, empathy, and consistency become potent tools. Living your values means modeling them in how you lead.

4. Make It Safe to Speak Up

In disruption, silence is riskier than dissent. Values like respect, inclusion, and curiosity demand that leaders create space for dialogue. Listen to your staff. Invite member feedback. Surface concerns without punishment. Value living isn’t just culture-building;it’s strategy-shaping.

5. Tell the Story of Your Values

People connect to purpose through narrative. Share how your values shape real decisions. Celebrate moments when your team acted with integrity, compassion, or courage. During the disruption, storytelling becomes a stabilizing force—reminding everyone why your work matters.If our stakeholders and the public do not see we are acting and organizing, we are not living our values.

Coda:

Living your values isn’t about being perfect. It’s about being principled when it’s challenging to do so.

Disruption is inevitable. Staying grounded in your values isn’t.

And that’s what separates reactive associations from resilient ones.