An association's relationship with its people is often finished with an exit interview or end of a volunteer's term. But there are good reasons to keep those connections.
Strategic plans mean thinking about the future. But if COVID-19 has clouded the crystal ball, a two-year strategic plan focused on the near term might be the best option, one association found.
A report shows that boards have become more future focused in the past year. But challenges on tech strategy and diversity remain.
CEOs who are used to managing in person have had to make adjustments in the remote environment. The same holds true when interviewing and onboarding with a new organization. Here's how one exec made it work.
Too often, our image of a strong leader is somebody who flies solo. As one association CEO learned, even strong leaders need help sometimes. When they get it and share it with others, the entire organization benefits.
With vaccinations accelerating, more association leaders may soon be managing people both remotely and in person. The shift will demand good communication skills and attention to fairness.
Once burdened with a top-heavy leadership structure, the Ontario Medical Association has successfully found a way to be more nimble and forward-thinking.
All those Zoom calls have kept your organization running, but plenty of challenges remain. Two association experts share some keys for managing through the pandemic and beyond.
Research shows that boards are busier than ever now, but working from a distance has created new pressure to make all of that effort effective.
The pandemic may have prompted a search for quick fixes, but associations found that holding steady on a long-term, forward-thinking plan makes more sense.