strategic initiative

Strategy Session: Change Engine

Three essentials to fuel a strategic initiative within an association.

It is vital that you involve those who may oppose the change into the process early on.

Implementing a major strategic initiative, new vision, or any change that may disrupt an association’s culture or direction is risky and challenging for even the most seasoned association executive—especially a change that has a high ­potential to divide members into supporters and opponents.

I have been part of successful and unsuccessful change initiatives. Applying lessons learned from a previous failure, my current ­association adopted an entirely new strategic direction that overcame issues that plagued the organization for years while taking advantage of growth opportunities. Almost nine years later, we are still rapidly growing and evolving.

Even the most unsuccessful change initiative I experienced produced a few major wins that formed a foundation for the association’s future success. Why the failure? We had the right ideas, but it was the wrong time and we used a flawed process. But the things that didn’t work helped form my current framework for launching any major strategic initiative. It has three essential components:

  1. Transparency. Many associations wait until plans for a change are complete before announcing anything to the membership.However, your chances for member support are improved by conveying the questions the board is considering, explaining the reasons for the change and the anticipated outcomes, offering opportunities for members to provide input into the decision-making process, and communicating frequently with status updates.
  2. Member support. Nothing creates more resistance than a vision perceived as being staff-driven. It is not enough to have board approval—your volunteer leaders must publicly champion the initiative.It is vital that you involve those who may oppose the change into the process early on, as this lends more credibility to the ultimate recommendations and decisions. If you have the right people using the right process, the collective dialogue results in a better product and (bonus) a more successful adoption rate.
  3. Communication. In implementing major change, there is no such thing as over-communicating. It’s not about selling the change; it’s about communicating the issues and questions the board is considering, engaging members in the process, and showing transparency.

Risk is an inherent part of change, but no association thrives without trying new things. Being a CEO requires leadership and taking risks. You can increase your chances for success with a solid process.



Susan Avery

By Susan Avery


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