Many association boards genuinely want to lead strategically – or mistakenly think they already are. Too often, though, board meetings become consumed with committee reports, operational details and immediate challenges. Critical conversations about the future keep getting pushed to the “next meeting” over and over.
For example, a board may spend an hour discussing where they want their next conference held, but just ten minutes discussing declining membership engagement. I get it – it’s hard to focus on the tough topics where you won’t necessarily walk away with an immediate resolution. But that’s exactly why these types of discussions have to take priority at every board meeting.
Why Strategic Leadership Matters
Associations are navigating a climate of constant change. Member expectations continue to evolve. Technology is reshaping how members are consuming information. Volunteer participation is waning due to economic pressures and workforce challenges in nearly every industry and profession. These are just a few of the challenges associations are facing today.
In this environment, associations cannot afford for boards to function solely as operational reviewers or ceremonial leadership groups. Boards must help associations think ahead, adapt and remain valuable to their members. When boards embrace this responsibility, the impact can be significant.
What Boards Can Do to Shape the Future
Strategic boards do not simply talk about the future — they actively create the conditions for success. Here are five practices that can help boards strengthen their strategic impact.
- Prioritize Strategic Discussions Over Operational Details: Board meetings should dedicate significant time to forward-thinking conversations rather than spending most of the meeting reviewing reports and hearing routine updates. More importantly, they should be discussing member engagement and recruitment challenges, emerging trends, revenue diversification, and long-term organizational priorities – to name just a few critical topics.
- Stay Connected to Members: Board members should have a pulse on the needs of their members. They need to actively listen to membership to better understand what they are experiencing, struggling with, and hoping for out of their association. This can happen through informal conversations, in-person event participation, committee involvement, and focused outreach to underrepresented member segments.
- Focus on Long-Term Sustainability: Strong boards must think beyond the current year. They need to consider what the association will need three, five and even ten years from now. Discussions around leadership development and succession planning, financial stability, membership trends, and governance effectiveness are critical. And if you don’t have a strategic plan in place to help lead you through these discussions, it’s time to get one!
- Encourage Innovation and New Ideas: Strong associations are the ones that are willing to evolve. Boards must recognize that change can happen while still honoring the history and traditions of an association. The board plays an important role in creating a culture where new ideas are welcomed and thoughtful experimentation is encouraged. Strategic boards are asking: What should we start doing? What should we stop doing? What opportunities are we missing? How can we better serve future members?
- Invest in Board Development: Effective and strategic boards do not happen by accident. Associations should intentionally develop volunteer leaders so they understand governance responsibilities, strategic thinking, and organizational priorities. Start with a comprehensive board orientation and clear role expectations. Then provide ongoing governance education, leadership training, and regular board self-assessments. Consider sending key staff and board members to external leadership programs such as ASAE’s CEO Symposium. It is amazing how it may resonate even better when they learn from an outside expert!
Final Thoughts
The most successful associations are guided by boards that understand their role is not simply to oversee the present, but to help shape the future. Strategic boards create momentum. They ask important questions, stay connected to members, support innovation, and focus on long-term sustainability. Most importantly, they recognize that the future of the association depends on leaders who are willing to spend time looking ahead rather than simply managing the present.
Wendy King, CAE, CVA
Wendy King joined RGI in 2020 and currently serves as Executive Director of the International Order of the Golden Rule. In this role, she partners closely with the board of directors to guide strategic planning and advance the association’s mission. Bringing in extensive experience in marketing and public relations, event strategy, and fundraising across trade associations, her goal has always been to turn big visions into reality.