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On July 4, 1776, a group of audacious citizens set an idea loose in the world: that all men are created equal, endowed by their Creator with certain inalienable rights—among them life, liberty, and the pursuit of happiness. It was a declaration of intent more than a declaration of current reality. That distinction matters today—perhaps more than ever. America has always been a promise, not a finished product.

We are now at the 250-year mark of that promise. Anniversaries can tempt us into nostalgia, but the highest way to honor this moment is not with a comfortable celebration; it’s with recommitment. The Declaration’s genius wasn’t perfection; it was direction. It pointed us toward a “more perfect Union.” It gave us a North Star that continues to call us forward, through generations of struggle, innovation, dissent, cooperation, and change.

The words “all men are created equal” have never belonged to a single generation. Each era has interpreted, contested, and expanded them. The promise stretched to include those who were once intentionally excluded; it adapted to technologies the founders couldn’t imagine; it anchored social movements that reshaped our institutions. Our national story is a record of people—often organized as communities, cooperatives, guilds, movements, and associations—turning ideals into systems, policies, and practices.

I believe that associations are among the most American inventions. They are instruments of the promise—places where we convene professionals, elevate standards, cultivate leadership, and broaden participation. In associations, we make the lofty particulars: mentorship becomes mobility; standards become safety; advocacy becomes access. Associations give structure to the pursuit of happiness at scale.

As we mark 250 years, the most meaningful thing we can do is ask: What does it mean—here, now—for all people to be equal in dignity and opportunity within our fields? What barriers, visible and invisible, persist? How do we use our convening power to remove them? How do we equip our members not just to succeed, but to serve?

As the calendar turns toward December 25, we enter a season often defined by giving. Gifts exchanged, time shared, and gratitude expressed — it’s a moment when generosity becomes visible. But beyond the holiday traditions lies a deeper opportunity: to see giving as a strategic capacity that fuels organizational growth.

In mission-driven work, generosity is not only emotional; it’s structural. Associations grow stronger when they cultivate a culture of giving that extends beyond transactions — one where people share ideas, time, feedback, and trust. When generosity is embedded in leadership and culture, it transforms the way organizations interact with their members, volunteers, and staff.

Consider these forms of organizational giving:

1. Giving Attention – The simplest and most overlooked gift is listening. Associations that listen deeply to members’ evolving needs gain insight that powers relevance and innovation.
2. Giving Opportunity – Growth Happens When We Invest in People. Providing learning, leadership, and voice to others expands collective capacity.
3. Giving Credit – Recognition strengthens relationships when leaders share success, and trust and engagement rise.
4. Giving Space – Creativity requires room to explore. Associations that create psychological safety foster innovation and adaptability.
5. Giving Back – Purpose-driven organizations remember that their strength depends on the communities they serve.

The true spirit of this season is not about the abundance of resources but the abundance of intent. Associations that lead with generosity build reservoirs of trust, collaboration, and goodwill — the very capacities that sustain growth through uncertain times.

As we approach the New Year, may we carry forward the generosity that defines this season. Let’s give more attention to purpose, more opportunities to people, and more credit to collaboration. Because in doing so, we strengthen not only our organizations but the communities that depend on them.

— Michael Butera
Association Activision | Helping Associations Shape What’s Next

#ASAE #StrategicCapacity #Innovation #Leadership #AssociationFutures #ShapeWhatsNext

As the year draws to a close, many communities will gather beginning December 26 to celebrate Kwanzaa, a weeklong reflection rooted in African heritage and the enduring principles that strengthen both individuals and communities.

Kwanzaa is not a religious holiday; it is a celebration of shared values — unity, self-determination, collective work, cooperative economics, purpose, creativity, and faith. These seven principles, known as the Nguzo Saba, serve as more than cultural touchstones; they provide a timeless framework for organizational growth and capacity building.

Let’s briefly consider what these principles can mean for associations today:

1. Umoja (Unity) – Associations thrive when they bring members, staff, and leaders together around a common purpose. Unity does not mean uniformity; it means belonging to something larger than oneself.
2. Kujichagulia (Self-Determination) – Growth begins with a clear understanding of identity. Every organization must know who it is, whom it serves, and what it stands for — especially when external forces pull it in many directions.
3. Ujima (Collective Work and Responsibility) – The success of an association is shared. When boards, executives, and volunteers engage in authentic collaboration, capacity multiplies.
4. Ujamaa (Cooperative Economics) – Sustainable organizations invest in systems and relationships that circulate value — not just money, but trust, learning, and opportunity.
5. Nia (Purpose) – Strategic plans fade without a clear “why.” Purpose fuels foresight, inspires innovation, and anchors growth through disruption.
6. Kuumba (Creativity) – Associations that innovate, adapt, and experiment demonstrate the courage of creativity. Kuumba is the capacity to imagine new futures.
7. Imani (Faith) – Not naive optimism, but a disciplined belief in the collective power of mission-driven people to create change.

Kwanzaa reminds us that growth is not just expansion — it’s evolution grounded in values. These principles align beautifully with the concept of Strategic Capacity: building the internal strength to act with clarity, adapt with integrity, and lead with vision.

As this year comes to a close, consider how your organization might embody these principles — not as a celebration of a single culture, but as a universal call to deepen purpose, partnership, and possibility.

May your closing days of the year be filled with unity, creativity, and faith in what your organization can become.

— Michael Butera
Association Activision | Helping Associations Shape What’s Next

#ASAE #StrategicCapacity #Innovation #Leadership #AssociationFutures #ShapeWhatsNext

On this day in 2022, a single sheet of paper sold at Sotheby’s for $882,000. It wasn’t gilded, painted, or bound in leather — it was Charles Darwin’s handwritten defense of his theory of evolution, penned in 1865.

One page.
One idea.
And the courage to stand by it.

Darwin’s theory of evolution changed not only science but how humanity understood itself — a transformation built on observation, reflection, and relentless questioning. What’s striking is not just the science but the posture: the willingness to challenge the status quo with evidence, integrity, and conviction.

For associations and nonprofits, this anniversary isn’t about biology; it’s about evolution as a mindset. Every organization that endures must evolve, not by accident, but by design. Like Darwin, association leaders must:

1. Observe the environment with clarity. What trends, technologies, or member behaviors signal that adaptation is necessary?
2. Gather evidence before acting. Strategic foresight isn’t prediction; it’s informed preparation.
3. Defend innovation with integrity. Bold ideas invite skepticism — your role is to engage it thoughtfully, not retreat from it.
4. Embrace discomfort as part of growth. Evolution is rarely smooth. It’s the friction between what was and what must be that shapes the future.

That sheet of paper reminds us that transformative ideas often start small — a paragraph, a conversation, a question no one else was willing to ask.

As we approach the New Year, may we carry Darwin’s courage into our own organizational journeys. Let’s not just sustain our associations; let’s evolve them — thoughtfully, boldly, and with purpose.

— Michael Butera
Association Activision | Helping Associations Shape What’s Next

For many association leaders, December can feel like a finish line — budgets closing, reports due, and calendars overflowing with end-of-year tasks. But it’s also one of the most strategic times of the year. Not because of what we finish, but because of what we prepare to begin.

In the rush to wrap up, too many organizations miss an opportunity to look ahead with purpose. December is when we should pause long enough to ask the questions that shape what comes next:

• What have we learned this year that should change how we lead?
• What assumptions are we carrying into the New Year that no longer serve us?
• What emerging trends, technologies, or member expectations are signaling it’s time to adapt?

This reflection is not about rewriting your strategic plan — it’s about reawakening strategic capacity. Strong associations use December not just to review results, but to recalibrate direction, realign priorities, and refresh the team’s shared sense of purpose.

As you prepare for the year ahead:

1. Revisit your “why.” Mission drift happens quietly; clarity requires attention.
2. Assess your capacities. What strengths carried you forward this year? Where must you invest to grow next?
3. Engage your leadership. A brief but intentional year-end dialogue with your board or staff can turn resolution into momentum.

The journey toward a stronger, more adaptive organization doesn’t begin on January 1 — it starts in the decisions and reflections we make in December or earlier the previous year.

Before you step into the New Year, take time to prepare, listen, and plan ahead. The future isn’t waiting; it’s inviting us to lead.

— Michael Butera
Association Activision | Helping Associations Shape What’s Next

#ASAE #StrategicCapacity #Innovation #Leadership #AssociationFutures #ShapeWhatsNext

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

Every November, as we gather around tables filled with family, friends, and traditions, we’re invited to pause. Thanksgiving isn’t only a day of gratitude; it’s a reminder that appreciation itself can be a strategy — one that strengthens relationships, sustains teams, and shapes organizational culture.

In the world of associations, where people are the greatest asset, gratitude is more than good manners — it’s good leadership. Expressing genuine thanks builds trust across volunteer boards, staff teams, and member communities. It reaffirms shared purpose and reminds us that our work is about more than goals or outcomes; it’s about contribution, belonging, and meaning.

When boards thank staff for their innovation, when executives thank members for their engagement, and when colleagues thank each other for their perseverance, we create an ecosystem of respect and reciprocity. Those simple acknowledgments become the connective tissue of culture — the invisible structure that holds mission-driven organizations together during times of disruption or fatigue.

This Thanksgiving, I encourage you to make gratitude visible.

• Write one handwritten note to someone whose work made your leadership possible this year.
• Acknowledge effort as much as outcome.
• Say thank you publicly in board meetings, newsletters, or events — not for show, but to model the culture you want to sustain.

Strategic capacity begins with human capacity — and gratitude is one of its most renewable resources.

May your Thanksgiving be filled with reflection, appreciation, and renewed purpose.

— Michael Butera
Association Activision | Helping Associations Shape What’s Next

#ASAE #StrategicCapacity #Innovation #Leadership #AssociationFutures #ShapeWhatsNext

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

What We Have Learned

• Governance must shift from oversight to foresight.
• Director education is a fiduciary duty, not an option.
• Boards must confront adaptive challenges, not hide behind technical fixes.
• The Seven Strategic Capacities provide a framework for embedding strength into governance.

Taken together, these are not incremental improvements; they are a reimagining of governance itself.

The Courage to Act

Courage is the essential ingredient. It takes courage for directors to admit when they are unprepared and commit to learning. It takes courage for boards to challenge orthodoxies, ask difficult questions, and confront inconvenient truths. It takes courage to pivot from what is comfortable to what is necessary.

The Future of Association Boards Report has issued the challenge. Adaptive Leadership offers the methodology. Strategic Capacity provides the framework. The only missing element is our will to act.

Call to Action

Do not leave this series as words on a screen. Bring one insight into your next board meeting. Propose one experiment. Commit to one step of director education. Begin building foresight into your agenda.

Governance renewal is not a project with a finish line. It is a practice of becoming—an ongoing effort to ensure associations are not only relevant but indispensable in shaping the future.

Notes and Citations (for all posts)

• Future of Association Boards Report: Jeff De Cagna, Foresight First LLC, 2025.
• Adaptive Leadership: Ronald Heifetz, Alexander Grashow, Marty Linsky, The Practice of Adaptive Leadership, Harvard Business Press, 2009.

Strategic Capacity: Michael Butera, forthcoming

If boards are to become engines of foresight and adaptation, they must embed the Seven Strategic Capacities into their practice. These capacities are not abstract ideals; they are practical levers that determine whether governance builds or erodes organizational strength. It is not the Board’s responsibility to do the job of the executive. It is the Board’s responsibility to empower the executive and recognize the resources made available to advance the organization’s mission. Boards are too often dangerously involved in day-to-day operational planning and activities that are the responsibility of the executive.

The Seven Strategic Capacities

1. Curiosity – asking better questions, resisting complacency.
2. Integrity – aligning actions with stated values, ensuring transparency.
3. Foresight – planning for multiple futures, not just extrapolating trends.
4. Talent – developing leadership pipelines and honoring volunteers, including themselves.
5. Technology – adopting policies that advance mission with a human touch.
6. Resources – building financial resilience beyond immediate needs.
7. Program Delivery – focusing on impact, member value, and innovation.

What This Means for Boards

Boards must design their work around these areas:

• Curiosity becomes a cultural expectation in discussions.
• Integrity is measured not only by compliance but by equity and fairness.
• Foresight is baked into agendas and retreats.
• Talent development is seen as a broad responsibility, not just for the staff.
• Technology is reviewed for alignment with values and mission.
• Resources are managed with both prudence and ambition.
• Program delivery is evaluated for impact, not activity alone.

Call to Action

Audit your Board’s recent work. Which of these capacities are present? Which are missing? Then identify one concrete step your Board can take to strengthen capacity in the year ahead.

The traditional model of governance assumes that authority solves problems: electing the right directors, appointingor electing the right officers, and sound judgment will follow. But authority alone is no longer enough.

Adaptive Challenges vs. Technical Problems

Boards frequently misdiagnose adaptive challenges as technical ones. A declining membership base is not just a marketing issue—it may be a sign of shifting generational, member, and stakeholder expectations. A budget shortfall is not just about expense management—it may reflect outdated value propositions.

Technical problems have clear solutions. Adaptive challenges require experimentation, collaboration, and learning. Adaptive Leadership teaches us that leaders must distinguish between the two and resist the urge to apply technical fixes to adaptive problems.Every issue does not have a technological answer. Humanity is more important.

The Director’s New Role

Directors must learn to:

• Frame issues accurately. Is this technical or adaptive?
• Create space for experimentation. Not every solution must be perfect the first time.
• Hold competing perspectives in tension. Governance is about navigating paradoxes, not eliminating them.
• Model courage. Directors must be willing to call out brutal truths, even at personal or political risk.

This requires a cultural shift. Directors are not merely decision-makers; they are conveners of adaptive work.

Call to Action

At your next board meeting, pick one issue and ask: Is this really a technical problem, or are we facing an adaptive challenge? Then discuss what experiments or conversations would help move you forward.

We entrust association boards with guiding organizations through turbulent times, yet we too often send directors into that work unprepared. Unlike corporate boards, where director education is usuallyassumed, nonprofit associations still treat it as an afterthought or a reward for long-term membership.

This must change.

Education as Fiduciary Duty

Serving on a board is not simply a volunteer commitment; it is a fiduciary responsibility. Directors cannot discharge their duty of care if they do not understand governance principles, ethical obligations, and the strategic context in which their organization operates.

Education, then, is not courtesy. It is a necessity. And it must be ongoing.

The Current Reality

Many directors begin their service with enthusiasm but without preparation. They know their profession or industry well but are unfamiliar with nonprofit governance, legal duties, or adaptive leadership. They are then asked to make decisions with far-reaching implications.

The result? Boards that default to rubber-stamping staff recommendations, revisiting old debates, or focusing on minutiae and endless reports.

What Effective Education Looks Like

A robust director’s education program should include:

• Comprehensive orientation that covers governance principles, strategic priorities, and fiduciary duties.
• Continuing education in foresight, adaptive leadership, and systems thinking.
• Peer learning through retreats, facilitated dialogues, and case studies.
• Assessment and feedbackenable directors to understand where they are growing and where they need development.

This is not about creating experts in every field. It is about ensuring directors have the shared language, skills, and mindset to govern effectively.

Call to Action

Put the director’s education on your next board agenda. Ask: What is our responsibility to one another—and to our members—to ensure we are learning continuously as directors? Then commit resources to make it happen. Education is not optional. It is essential.