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4 Tips for Better Board Role Clarification

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With a variety of strengths and passions of volunteers on a board, it only makes sense that some traits may cross over and cause confusion. Role confusion not only frustrates board members, but it can slow the efficiency of the board itself. To avoid this, take these actions:

  1. Have clear position descriptions. This includes board members and committee members. Consider what each role needs to accomplish and lay it out in plain language so that the mission is clear and to avoid confusion and overlap in responsibilities.
  2. Review these position descriptions often. Is it time to update your roles to fit a new era in your industry? For instance, maybe you need a communication or technology representative. Make sure your roles are spelled out clearly and are in accordance with your goals as chair.
  3. When there is conflict, involve multiple people. Defusing conflict is tricky, but it helps to have multiple people (including the board chair) there to help manage the situation and make confrontation less intimidating. Three is often a good number for conflict resolution. Bring a peer to help support the member in question and a leader to guide the conversation.
  4. Work backward. Remember your organization’s mission and work back from there to determine how the board needs to function and how the board members need to be involved. Are there committees that could be formed to ease the work of the board? Are there items the board is overlooking? Start with the mission, the heart of your organization, and go from there.

Board conflict happens. It’s not easy, but it can be an opportunity for you and your board to step back and remind yourselves of the shared mission. To learn more, check out our podcast, Associations Next.

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What Ewald Team Members Hope for in 2023

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Happy New Year from all of us at Ewald Consulting! As we all enter 2023, it is important to reflect on the previous year and begin putting plans in place for the next. Our team has been thinking about what they want to accomplish. Here are some of the things we want to make happen in 2023:

 

My goal for 2023 is to help associations have a greater impact with storytelling through professional video and audio. Podcasts, live-streams and edited videos can help associations build greater value for their members.

-Michael McIntee, Director of Content Development and Management

 

In 2023, I hope to expand non-dues revenue through diverse professional development offerings, especially micro-content.

-Danial Davis, Professional Development Specialist

 

My hope is that as 2023 comes, associations will start to embrace the power of automation. There is so much room for automation of all kinds of tasks that it almost seems overwhelming. I am very excited to find new ways to automate tasks for our clients.

-Connor Lee, Technology Specialist

 

Over the last several months, I’ve been proposing ways for one of our clients to increase equity for international membership. In November, we received approval to develop a proposal to pilot an International Chapter. In 2023, I look forward to learning from other AEs of international associations to make the pilot a success. Another client’s chapters are interested in more creative ways they can engage; one chapter recently presented an innovative model of a new event style—I look forward to helping make that a model for other chapters in 2023.

-Veronica Croiser, Account Executive

 

My goal for the upcoming year is to better streamline operations for my clients. The easier their day-to-day experience is, the better—and that begins with mapping out our plans and processes. I believe this preparation sets our clients up for success, fulfillment, and growth, all of which we strive to achieve at Ewald.

– Kirsten Anderson, HR Coordinator and Events Coordinator

 

For my work with associations in 2023 I want to improve and update potentially outdated processes to create greater efficiency while providing members with content and resources that we are excited to produce and they are excited to attend!

– Melia Gelinas, Professional Development Coordinator

 

How can you make 2023 your best year yet? For more advice from our team, check out our podcast, Associations Next.

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Top 23 Association Trends 2023

2022 is almost in the books. As the curtains close on another year, it’s important to think ahead to what actions you want to take in 2023. We’ve compiled a list of the top 23 trends we think associations should consider in 2023.

  1. Get more specific member data. Some platforms (such as Propfuel) are able to obtain more personal data points about members to help you help them more than you ever have.
  2. Change up dues structure. Is your annual dues structure still working for you? Some associations have opted for a monthly subscription-like structure, auto-renewals, and more.
  3. Increase dues when necessary. In order to foster growth, you may need to increase dues. This will support more initiatives that increase member education and engagement. It may feel counterintuitive, but it may be necessary.
  4. Communicate with members about dues. You are not on your own when it comes to dues decisions. Consider sending out a survey asking if members would support increased dues if it meant more resources.
  5. Increase non-dues initiatives. We are in the content era. Consider writing a white paper, launching a podcast, or putting together a webinar — but be sure the topic is of interest to members. 
  6. More engagement with members. Consider getting more personal and increasing engagement by shouting out members on social, sending personal follow-ups after events, or sending questionnaires to make sure your members are being served the way they want.
  7. Place importance on the member experience. Review your communication styles, your website usability, and more from a member perspective. Are resources easy to find? Is it easy to get help? Make sure it is a good experience for every member.
  8. Vary communication methods. Members are on the go more than ever. Some may not check email but might be on Instagram frequently. Using multiple forms of communication will ensure that everyone gets the message.
  9. Get social. Gen Z is already in the workforce, so how are you reaching them? You don’t have to keep up with the latest TikTok trends, but you do need to keep tabs on platforms these younger professionals stay connected on.
  10. Create short-form media. Gather clips from webinars, conferences or podcasts if you have them. Members may not have a lot of time, so these short clips will get to the point and increase engagement.
  11. Storytelling. Video and audio are the content members want. Consider using a story of a member that benefited from your organization rather than just describing the mission. People remember stories, not words.
  12. Hybrid events. They are not going away! Members are loving the option to attend from their homes. By going hybrid, you’re opening more doors.
  13. Micro events. Fun things like Facebook Lives and Zoom chats are becoming more popular. These are great ways to engage with members and show that you’re flexible and social.
  14. Livestreams. Consider live-streaming sessions during your events. This is an excellent facet of hybrid events that can make members feel like they’re (almost) in the room.
  15. Volunteer engagement online. Encourage volunteers to post about the organization on social media to show that your organization is vibrant and interactive.
  16. Collaborative events. Consider partnering with another association to host an event.. By pooling resources, you can provide even more for both member bases.
  17. Be sensitive to board emotions. Board governance isn’t easy and members will more likely than not have different opinions. In these moments, slow down and listen.
  18. Follow values. It’s easy to get caught up in the day-to-day operations, but it’s becoming more important to stay true to the values of the association. This will help guide your decisions.
  19. Have a flexible budget. If you get to July and find that you need to change some things up, do it! You have much more information about the second half of the year in July than you did in January.
  20. Put diversity into action. We all talk about increasing diversity efforts, but now is the time to make it count. A more diverse board will ensure that all your members are being served. 
  21. Have a zero-tolerance discrimination policy. By proving to volunteers, members, and your board that you have no tolerance for discrimination, you are showing that you value those in your organization — both staff and members.
  22. Have healthy boundaries as a leader. You cannot be an effective leader without taking care of yourself first. Great leaders make sure they are mentally and emotionally healthy so they can go into their jobs with a clear mind.
  23. Have clear leader succession plans. Help new leaders by ensuring that there are resources and support to help the incoming leader.
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6 Ways to Prep for Success as a New Board President

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Most associations have an annual election process that addresses succession of the Board Chair/President role, including a president-elect or a chairman-elect position. The traditional approach is for the person elected to this role to advance at the end of their term, providing them with a full year of opportunity in advance of becoming Board Chair/President.

The question then is: What do incoming presidents do with all that time?

If you find yourself in this role and really want to be a cut above the rest, you can take a number of concrete steps as soon as today. To ensure a smooth transition into your role as Board Chair/President, consider taking a number of early preparations we’ve detailed here:

 

1. Prioritize planning.

Many Presidents have confessed to never having the time to plan ahead. As President-Elect, with several months to go before your official tenure, you can cultivate plans that will serve as your roadmap when you’re in office. This is a far better alternative than having to prepare with only a couple of weeks to go before holding office. You want to hit the ground running.

 

2. Prepare for your appointees.

On top of understanding the appointment process, you will need to have a look at the potential skill sets you think can help you achieve the association’s objectives later on. Make your evaluations early so that you can make adjustments if and when necessary. You will need to have an established set of appointees once the transition begins, which often means that you should know your picks on personnel well before your term begins.

 

3. Create your strategy.

Creating a strategy includes reviewing the state of the organization’s overall strategic plan. Perhaps there are elements of what the association is doing right now that are working really well. Some of them may need some tweaking, as opposed to having a major overhaul. You may create a totally new strategy altogether if that adapts to current market realities. In any case, you are prepared with a strategy that you can articulate with others in the association leadership and ensure a uniform and consensus-based position as soon as you take office.

 

4. Get more familiar with stakeholders.

Be in regular communication with the current president and staff leadership to accompany them during important meetings with chapters and other interest groups. This way, you will get first-hand experience of the issues and be able to form better relationships with valuable influencers and stakeholders. You might also want to consider attending national events related to your industry so that you can network with other leaders. Somewhere along with these engagements, you will encounter potential volunteer leaders and members of the board. Treat this as an opportunity for you to influence the would-be board composition since you have a stake in nominations anyway.

 

5. Learn as much as you can from the incumbent.

Just by shadowing your current president, you can learn a number of things that will be helpful in your term. It is especially important to learn the methods that they use and their communication style with other leaders and groups. Observe all processes during meetings and take note of how decisions are made. If there are any best practices that you can adopt or emulate, make sure to do so.

 

6. Get the other aspects of your life in order.

Your term as president will be a demanding one, so it is best to start preparing for it early on. If you have young children, talk to them about the opportunity you’re embarking on and how it may have an impact on your schedule. If you currently own a business, you may want to consider scaling back the hours you dedicate to managing it. Make a note of the special dates on the family calendar and those of key association activities so that you can be sure to find the right compromise in your schedule.

Being an association president is a commitment to service – probably at a scale that you have never before experienced. However, it is also an opportunity of a lifetime to make a difference in the lives of your members and the community you serve. Take the opportunity to prepare early on while you enjoy the flexibility of the president-elect role. Remember that how you use your time today will do a lot to determine your success as board president in the future.

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Hit the Books! Recommendations to Make You a Better Association Leader

Even the best leaders need time to brush up on the latest in their industries in order to lead your association in a thoughtful, energetic manner. One way leaders at Ewald further their skills is by sitting down with a great book that furthers their knowledge of association management.

Here are book recommendations other association leaders have read and loved.

Top Recommendation by Eric Ewald, Chief Experience Officer at Ewald Consulting:

The Will to Govern Well by Gen H. Tecker

“The book presents three critical themes that have emerged as key to developing the will to govern well — knowledge, trust and nimbleness — providing definitions and strategies for incorporating them into governance. This second edition updates the original with information and insights that have been gleaned in the 10 years since its first publication. Furthermore, it includes a whole new chapter on the intelligent association, providing an evolved process for associations that have been using knowledge-based governance so routinely it has become part of the fabric of their operation. Another new feature of this edition is an emerging theory about the value proposition of associations in the 21st century.”

Further Recommendations:

The End of Membership As We Know It by Sarah Sladek

“The era when associations could count on members joining and renewing, even with a relatively unchanging menu of membership benefits, has passed. No, membership is not dead, argues author Sarah Sladek. But associations do need to change their thinking and their models. In The End of Membership As We Know It: Building the Fortune-Flipping, Must-Have Association of the Next Century, Sladek offers practical, proven ways that associations can respond to changes affecting participation such as the generational shifts in the workforce, social changes, and technology-eased access to content and community.”

Leading for Innovation by Frances Hesselbein

“The contributors encourage you to take the time to think about innovation and describe how you must abandon practices that no longer work for advancing the practice of innovation. Filled with specific examples of the hands-on work needed to make innovation a reality for leaders and their organizations, Leading for Innovation offers a wealth of thoughtful and incisive essays that will help leaders everywhere take their organizations and communities to a new level of excellence.”

Give and Take by Adam Grant

“For generations, we have focused on the individual drivers of success: passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. Praised by social scientists, business theorists, and corporate leaders, Give and Take opens up an approach to work, interactions and productivity that is nothing short of revolutionary.”

Difficult Conversations by Douglas Stone

“We attempt or avoid difficult conversations every day — whether dealing with an underperforming employee, disagreeing with a spouse or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success.”

The Five Dysfunctions of a Team by Patrick Lencioni

“Equal parts leadership fable and business handbook, this definitive source on teamwork by Patrick Lencioni reveals the five behavioral tendencies that go to the heart of why even the best teams struggle. He offers a powerful model and step-by-step guide for overcoming those dysfunctions and getting everyone rowing in the same direction. Today, the lessons in The Five Dysfunctions of a Team are more relevant than ever. This special anniversary edition celebrates one of the best-selling business books of all time with a new foreword from the author that reflects on its legacy and lessons.”

Allies and Advocates by Amber Cabral

“Allies and Advocates: Creating an Inclusive and Equitable Culture delivers a powerful and useful message about inclusion and diversity in everyday life. Author Amber Cabral, a celebrated inclusion strategist, speaker, and writer, shows readers how to move away from discriminatory and unjust behaviors to supporting and building meaningful connections with people across our diverse backgrounds and identities.”

Whether you’re looking for a way to brush up on your leadership skills or for a way to give your eyes a break from zoom calls, sitting down with a book is a great option for association leaders. Learn more about how to be a better association leader by subscribing to our podcast, Associations Next!

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Associations Trends Talk Blog – Avoiding Legal Pitfalls For Associations

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Ewald welcomed nonprofit attorney Heidi Christianson and Senior Financial Analyst Sarah Ruzek, from Nilan Johnston Lewis, in a conversation about legal trends and pitfalls to avoid as associations plan for 2023. The conversation covered the return of in-person events and expanded methods of creating and delivering member value.

Here are a few key takeaways:

  • 2022 is the year of the “current employee,” meaning that employers have faced unprecedented challenges in employee recruitment & retention. If you’re an association leader, and you haven’t updated your employee handbook in the last few years, prioritize a refresh. Organizations have added newer items like home office budgets, which are legally required in some states. Talk to your employees and work with them to determine what is necessary.

  • Although collaboration between associations was common prior to the pandemic, the trend toward mergers, joint ventures, and affiliations is increasing. Be sure to review any contracts around these collaborative efforts carefully. Heidi and Sarah emphasized that many small details can be looked over, so put the extra review effort in upfront.

  • Mental health and addiction issues have worsened for many during the pandemic. This can create challenging scenarios for associations whose priority is to care for their members while actioning their strategic plan. Events can be particularly difficult to navigate for associations that want to create an inclusive environment where people can safely connect. A”Sherpa” can be a helpful addition to an event team, to plan for and address any potentially challenging issues

Our next Associations Trends Talk will feature Suzanne Berry of Block & Reed Association Advisors and David Tabak Tabak of Nonprofit Strategies on the topic: Avoiding Conflicts with Your Board; What to Do When You Can’t Panel, streaming live on January 18. Be on the lookout for more information!

If you missed it, or want to relive the action, the webinar is available here for free.

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Six Leadership Models That Can Help Accelerate your Association’s Success

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There are many types of association leadership models, and each of them is effective when they are applied in the proper organizational context. For the most part, finding the right model has to do with fit more than any other factor. The key is to understand the different models that exist and how they might make sense to have in your organization.

 

1. Full-time Executive Director with Industry Background 

There are some associations that require industry knowledge on staff and regular strategic guidance from an industry perspective, and this is where a full-time Executive Director (ED) with an industry background comes in. This type of leader will not only be able to provide the necessary expertise, but they will also be intimately familiar with the day-to-day operations of the association and the challenges that it faces.

Associations that choose this model of leadership sometimes encounter challenges, especially related to cost. This is because they are essentially paying for two roles: an expert in the industry and a chief staff executive. In addition, there may be operational challenges – especially because industry expertise skills do not automatically translate to success in association management.

 

2. Part-time Executive Director with Industry Background

This model is very similar to the full-time ED with an industry background, but the individual is only working part-time. This can be a good option for associations that want access to an expert in the industry but cannot afford a full-time ED. This type of engagement often results in better role clarity and clearer articulation of expectations over time. 

The challenges associated with this model mostly lie in the limited availability of the ED. To make things work with this limitation, the part-time ED may need to focus only on the most urgent matters in the daily operations of the association. For the same reason, the other staff members may not access the ED’s critical insights in real time.

 

3. Chief Professional Officer with Industry Background 

The Chief Professional Officer (CPO) model is another way to provide industry expertise for the organization’s leadership. Here the CPO engages with the association on a contractual or on-demand basis. This can be a very cost-effective way to get industry expertise into the organization for select areas of operation.

Of course, there are challenges that come along with this model as well, such as cost-containment, availability, and possible conflicts of interest. Because their availability is shared between the association and their private practice, they may encounter challenges when they are asked to represent the association as they face an entity with whom they have an existing relationship.

 

4. Full-time Account Executive (AE) with Association Management Background 

If an association holds operational effectiveness as a top priority, it often uses this model. Here, the association gets useful experience on the ground at a more affordable price. This model is a good fit when staff can be paired with subject matter experts to address technical questions.

Association experts may need to go through a learning curve as they encounter industry nuances and trends. However, their learning can progress when they are paired with technical experts who are already involved with the organization.

 

5. Part-time Account Executive with Association Management Background 

The part-time account executive with association management experience is much like the full-time AE, but comes at a much lower cost. Because the part-time AE serves multiple clients, they may bring in a lot of crucial insights from various industries from the environment as it evolves.

However, because the AE may not be as experienced as people who operate within other leadership models, they may not have the bandwidth to operate and provide guidance to the association in terms of strategy. 

 

6. Board President 

This is one of the most commonly used models in smaller associations or those starting up. The Board President often has a full-time job outside of the organization, so they are industry experts who can competently lead in the executive post. 

The challenges with this model include the fact that the President may not have as much time to dedicate to the organization as they would like, and they may not have the needed association management skills.

 

Conclusion

Choosing the leadership model that works for your association requires a lot of careful study of your current situation within the environment, as well as the hopes and dreams that you may have as a collective. Weigh the pros and cons of each model with your specific context in mind, and you’ll be able to confidently choose the right model for you.

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Necessity is the mother of invention: Ewald leaders reflect on the challenges and innovation in the association industry caused by COVID-19

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By David Ewald, Eric Ewald, Paul Hanscom, and Ava Ewald

 

Associations represent a wealth of professions. There is an association for those who work with magnesium, those who work in human resources, and just about everything in between. As the global COVID-19 pandemic deepened and progressed, our consulting team saw significant impacts and trends affect our clients and the broader business community.

The pandemic was – and still is – a great challenge, but what is emerging is a greater opportunity for associations to grow and innovate.

Read on to see what Ewald’s leaders shared some of their key insights with us:

 

David Ewald, President, Ewald Consulting:

As society recognizes COVID as a long-term issue, associations are contemplating the new normal and working to adapt to the changing needs of their members. In-person meetings are coming back, but hybrid and virtual have each found their spaces as well. Associations remain a trusted way for members to come together to solve problems, learn, celebrate, and promote their industries and professions. While the methods for achieving these aims may change, the continued role of strong associations has not.

 

Eric Ewald, Chief Experience Officer, Ewald Consulting:

The pandemic highlighted the power of, and need for, associations. There are many anecdotes describing how volunteer leaders and association management professionals worked together with expedience and creativity to continue delivering needed products and services to their stakeholders. Many innovations came to light during the pandemic as well, some just to get through the crisis, and others that might be sustainable well after. Necessity is often the mother of innovation. An opportunity for us all is to find ways to foster that level of creative thinking, expedient teamwork, and innovation outside of times of crisis.

 

Paul Hanscom, Chief Growth Officer, Ewald Consulting:

I believe that the business impact of COVID is effectively in the rearview mirror. Any impact that COVID was going to have on an association has happened. In general, the economic impact of shifting market forces is felt in associations 12-18 months after the private sector, so associations were late to suffer and recover from COVID’s impact. Improvements seen in the private sector in early 2022 are now rippling through the association market, resulting in record attendance, sponsorship, and membership levels for many organizations. As we look to future economic uncertainty, associations need to budget conservatively while keeping up the effort to make the most of an invigorated member base that is enthusiastic to return to in-person meetings and events.

I just spoke with a friend last night who returned from Las Vegas where he met with 16,000 fellow attendees at a week-long, citywide convention. He said he hasn’t attended this event since 2019 and it was so energizing to be back together with his colleagues, many of whom he’s only met virtually and was connecting with for the first time in person. Experiences like this are why I have high confidence in the future of our industry and the overall pandemic recovery.

 

Can we help your association activate its post-pandemic reality? Get in touch with us and check out our resources at Ewald.com!

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Starting Strong: Your First Order Of Business as Board Chair

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Serving as the chair of the board of directors in any association is no easy task. It requires an investment of time and effort in order to fulfill the role. Once elected, it’s important to realize that what’s ahead of you is a series of carefully executed steps that can define your role for the length of your tenure.

This is why it’s important for you to take a first solid step at the very beginning to ensure that you gain the respect of your fellow board members as well as the membership you’ll be serving. It’s also a way of differentiating yourself from the rest of the group, and it sets the tone for the rest of your journey.

Make sure to do the following within your first days and weeks as board chair.

 

1. Address the association body

People will look to you for insight and direction. In fact, it might be more accurate to say they will put you under a microscope. People expect elected members of the board to present clear direction and show a thorough grasp of key issues impacting the profession. Therefore, it is important for you to address the association body as soon as possible after your appointment and let them know that you are open to their questions and suggestions.

 

2. Get to know the staff

The staff is your best asset and will be instrumental in helping you accomplish your goals. It is critical that you get to know them and develop a good working relationship with them in your first week. Schedule a time to connect with the staff as soon as possible. This will give you an opportunity to learn about their roles and responsibilities, as well as their ideas for what can advance the association in the year ahead.

 

3. Meet with key stakeholders

As a board chair, you will be working with a variety of stakeholders, including other board members, volunteers, funders, and other association leaders. It would be very strategic for you to meet with them and get to know their concerns. This will help you develop a better understanding of the issues facing the profession and will allow you to identify potential areas of cooperation.

 

4. Review financial records and investment opportunities

Being a board member, you will be responsible for the financial health of the association. Ensure that you make an early effort to review the financial records and investment opportunities of the whole organization. This will help you identify potential areas of concern and will allow you to develop a plan to secure the financial stability of the group as a whole.

 

5. Share your multi-point agenda

You may have all of the brightest ideas, but if you only keep them inside your head, you won’t really gain any traction. It is important to be open about your agenda and how it relates to the organization’s overall strategic plan. This will help all members understand your priorities and will allow them to envision ways to contribute and provide input on how to best achieve the organization’s desired outcomes.

Implementing these steps during your first week as board chair will help you get off to a good start. It is important to remember that being an effective leader takes time and effort. However, if you are dedicated to the task, you can make a difference in the profession and the lives of your members and community.

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Associations Trends Talk Blog – Fine-tuning Your Membership Recruitment & Retention

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Our September 2022 Associations Trends Talk discussed recruiting and retaining members as the pandemic continues. Ewald Consulting Chief Growth Officer Paul Hanscom sat down with Tricia Smith, Jennifer Richards, & Kevin Jacobs for this conversation.

Member recruitment and retainment techniques are at the forefront of association leaders’ minds as the pandemic continues. Thoughts such as “how do we help our members in this trying time?” and “what resources can we provide for our members in this new world?” are likely on your mind, too.

 

You can watch the full Associations Trends Talk on-demand for free. Here are a few takeaways that stood out:

 

  1. Get the right tools: Resources like voicelogic.com (allowing for delivery of a voicemail from a trusted leader), Higher Logic and other online communities, and social media channels are becoming more popular. Consider making a shift to a new technology that encourages more interaction between you and your members — and among your members. 
  2. Think about retention: First-year association members can be the most challenging to retain. Kevin explained that after talking to lapsed members, many said that they simply weren’t aware that the membership wasn’t renewed. Several associations (including Tricia’s) use auto-renewals as a good member retention method. Others create teams to reach out to first-year members by phone during year one to ensure that new people take advantage of valuable member benefits. Find the strategy that is best for you and your members.
  3. Cater to your member community: Jennifer explained that in her association, the young professionals’ committee has a great amount of energy. Invest in opportunities that provide new, fresh ideas. Another way to do this is by changing your language. Kevin explained that in some cases, dropping association jargon may be more welcoming to new members, which could bring that new energy.
  4. Get personal: Having current demographic information about members helps an association know how to talk about itself. It also helps in creating segmented and targeted messages that will resonate with every audience from students and young professionals to retired members. One tool mentioned was PropFuel, a platform that allows for more direct messaging based on the needs of members.

Members are the center of your association. Take stock of how you’re communicating with members throughout the year and the membership life cycle, and consider how you can be better for your members.

To learn more about member recruitment and retainment, check out an episode of our podcast, Associations Next: Remember Your Members.

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