This article is the first in ASAE’s series “Journey of Association CEOs: Finding Their ‘Why,’” exploring purpose, reinvention, and the future of association leadership. 

For association CEOs today, leading often means absorbing blow after blow — political headwinds, varied stakeholder perspectives, shrinking resources — while barely pausing to catch their breath. 

From navigating complex sociopolitical dynamics and rapidly evolving technology to addressing shifting member needs, talent retention, and hybrid work tensions, today’s CEO role requires constant recalibration. Many are still managing the aftershocks of the pandemic while responding to greater expectations around organizational values, inclusion, and public positioning. 

Simultaneously, leaders are expected to drive growth, fuel innovation, maintain credibility, and serve as both visionary and stabilizer — often without adequate time or space to recover. The pace is fast. The expectations are high. And the personal cost is rarely discussed. 

A Different Kind of Decision 

In a field where momentum often equals success, Shawn Boynes, FASAE, CAE, made a strikingly different choice: he paused. In March, Boynes announced he would step down as CEO of the American Counseling Association (ACA), effective April 15. His departure from the $15 million-revenue organization marked the end of a nearly 30-year chapter in association management — including a decade at the helm of the American Association for Anatomy. 

That moment of reflection came late in 2024, triggered by rising political tension and a national climate that echoed previous inflection points. “For me it was reminiscent of what I experienced in 2020 when this country was forced to address a racial reckoning … And that same feeling started bubbling up inside. I realized that in order for me to be whole and to be my best self — and knowing what was ahead and the challenges that I certainly wasn’t sure I wanted to muster through — I needed to start thinking about how might I recalibrate?” Boynes said. 

When Authenticity Isn’t Enough 

Boynes has long championed authenticity in leadership. Upon joining ACA in 2022, he emphasized innovation, inspiration, risk-taking, and humility as core tenets of his style. But even the most purpose-driven leaders can experience fatigue — especially in a climate marked by social disruption, digital acceleration, and high-stakes decision-making. 

“It’s not that I woke up one day and was like this is it,” he said. “It took time. It took lots of conversations with friends and trying to assess what I would do beyond this moment.” 

He describes his current phase as a “self-care sabbatical.” Though freeing in some ways, it’s also uncomfortable — but he’s leaning into it with intention. “It’s a daily struggle,” Boynes acknowledged. “I think when you are conditioned to exist in grind culture as I like to refer to it, it’s really hard to settle down from that in a way that is easy when that’s all you know. I still don’t have all the answers, so that’s why it’s important for me to have the mental and emotional space to figure it out.” 

Slowing Down to Recenter 

Shifting from nonstop action to introspection has been disorienting. “I compare it to when you are driving and you’re in fifth gear and you’re used to just going fast and all of a sudden you shift down to first gear. It feels a little strange and you’re like, ‘I should be going faster.’” 

Still, slowing down has offered new clarity. These days, Boynes is investing in yoga, rest, mindfulness, physical fitness, and travel. He’s also serving on two nonprofit boards — one supporting the Black LGBTQ+ community in Washington, D.C., Us Helping Us, the other focused on values-based decision-making for associations navigating sensitive destinations, Social Offset. 

“Now that I am stepping away from serving in a CEO role and working for associations, it gives me an opportunity to really bring my talents to those organizations to help them thrive and be successful,” he said. 

A Wider Lens on Leadership Culture 

Boynes’ reflections extend beyond personal healing. He’s deeply concerned about the pressures facing his peers. 

“You’re faced with the current sociopolitical environment … and everyone’s looking to the CEO to figure it out and it’s not easy by any stretch of the imagination.” 

He believes the current climate demands a more human-centered approach to executive leadership. “We make better decisions with clearer heads,” he said. “I know it’s never simple and everyone has a different situation, but I think if you don’t take care of yourself, the result is burnout and all of the things that we will experience as human beings because we’ve not allowed ourselves the time to focus on self-care.” 

One lesson that’s come into sharper focus: how closely identity can become entangled with professional roles. “One of the biggest [lessons] is how much we tie our identity to what we do … It’s been interesting engaging with people as a non-CEO — and seeing how people react to that.” 

What Comes Next? 

Looking ahead, Boynes is open-minded about what comes next. “The whole point of this self-care sabbatical is to really focus on resetting, reflecting, digging deep into what is my why right now compared to what it has been,” Boynes said. “And what is it that I want to invest my time, talent, and energies into going forward so that I can remain fulfilled and also contribute to organizations to help them reach their full potential.” 

The Permission to Pause 

Boynes’ story is not just a personal one — it’s a challenge to the culture of overextension that too often defines executive leadership. For association CEOs who find themselves depleted, stuck, or uncertain, his advice is clear: Stop ignoring the signs.  

Instead of waiting for a breaking point, create space to reevaluate, to heal, to reconnect with your values. 

“I think there’s never a good time to reevaluate where you are and what’s next. So why not do that now?” he said. Whether the conversation happens with a coach, therapist, spouse, or trusted colleague, the point is to make time for it. 

“You know, we need to get to a place where this is normalized,” Boynes said. “We’ve all heard this, but you need to put your oxygen mask on first before you’re able to help others. And I think sometimes we get so caught up in doing the job and taking care of other people and making sure that the needs of the organization are met, that we forget to put our own oxygen mask on.”  

Sometimes, the most courageous leadership decision isn’t forging ahead. It’s choosing to pause.