Associations are adapting in different ways to the changing contours of workplace management, but all are confronting the same truth: We’ll never work like it’s 2019 again. After a pandemic shakeup, leaders are leveraging new management approaches to support staff and deliver on the mission.
The visionary CEO of the Women in Trucking Association rejects the notion that her employees need to be managed. Instead, they need clear expectations about results and the flexibility and freedom to achieve them in their own way.
That two-word philosophy—maximum flexibility—is reshaping how the American Psychological Association does business, guided by its community’s scientific work, its employees’ frequent feedback, and a CEO who knows that change is constant.
Flexibility doesn’t mean anything goes. At the National Association of Tax Professionals, staff’s overwhelming wish to continue remote work prompted a break from its traditional past. A formal telework agreement with each remote employee places essential guardrails around NATP’s new way of working.
The pandemic brought new emphasis to empathy and communication as essential skills for leaders. But before you take that listening tour, a self-assessment is in order.
It’s not enough to know your staff is burned out—you need to fix it. The Endocrine Society’s new CEO put in the work to find out what the organization’s employees were experiencing and why, and to find holistic solutions that would help them flourish.
Responding to staff preferences was a priority after the CEO of the Information Technology Industry Council saw how employees came through during the pandemic. More flexibility, a commitment to DEI, expanded geographical options, and other perks have created a workplace that puts a premium on employee well-being.
The American Society of Clinical Oncology has had flexible schedules and results-oriented work in place since before the pandemic. The policies are the foundation for staff well-being and success in accomplishing ASCO’s mission.
With more employees than ever changing jobs, smart strategies for staff retention are especially essential. Two experts share tips on what encourages workers to stick around.
The new CEO of the American Institute of Architects wants her organization’s office space to lead by example. AIA is undertaking a remodeling project that will transform its headquarters into a state-of-the-art, eco-friendly facility where employees want to come to do their best work.
The pandemic coincided with the Advanced Medical Technology Association’s hunt for new office space. Realizing that workplaces were changing radically, AdvaMed moved to a space designed to meet the needs of its hybrid workforce—today and tomorrow.
The Northern Virginia Association of Realtors staffed up and revamped its spaces to make its office more inviting and useful to members, who needed meeting space and help with new business practices like multimedia production.
COVID-19 shuttered association offices for extended periods, and with many organizations continuing remote work at least part time, leaders are reconsidering their office space. Many want less square footage and more flexible lease terms—and they have more leverage to get them.
