Thanks to COVID-19, associations want change agents in the corner office, but budgets are tight. The savvy new CEO, one expert says, will be creative and study contracts closely.
Office friendships are an underappreciated part of your culture. Leaders don’t have to make everybody pals, but in a remote environment, it pays to encourage them. Every so often, I miss office hallways. It’s not that hallways are so charming in themselves. They’re just blank, anonymous, in-between spaces. But that’s what makes them so powerful. […]
For associations that are still looking to fill job roles, especially in the C-suite, different rules apply. It's a time for distanced interviewing and “culture buddies.”
Even if workers aren't in a physical space, they still want a sense of how an organization behaves. Leaders need to find ways to communicate it.
A recent conversation on diversity, equity, and inclusion put a spotlight on the hard work associations are doing. The next step should address how leadership mirrors those ambitions.
COVID-19 has pressed associations to build boards with people who are flexible and eager to lead, and who bring new perspectives to the table. Diversity initiatives offer a path to get there.
Government relations is typically done with a handshake, but the Direct Selling Association has found ways to connect virtually with legislators and regulators.
Taking a hard line on reopening your office and setting ambitious productivity goals doesn't project strength right now. Patience, and small wins, can be a balm for stressed staffers.
There's no way to make an association crisis-proof, but good governance is key to resilience. One expert shares how to help boards maintain their focus.
COVID-19 has provided a common cause for associations looking to strengthen global connections. But some old rules still apply.