“In an era where business keeps moving faster, it is no small wonder that resilience has become the new must-have executive skill” writes Srikumar Rao in an article in Harvard Business Review. Principles from ancient philosophy merge with modern thinking in 5 tips for building personal resilience.
Have you thought about performing an amateur musical to remind members to renew, in place of the usual, drab renewal notices? A staff team at ASHA did just that. The larger story this video tells is one of employee empowerment and innovation; a story of connecting with members as people by humanizing, motivating and leveraging your organization’s own people. Read about how to empower staff to drive engagement and growth.
In the course of 12 years, SEPA’s CEO, Julia Hamm, would transform her association from one with a niche focus on solar power to a leader in the energy industry —building key coalitions among multiple stakeholders and playing an important role in efforts to bring energy delivery to the 21st century and provide efficient, affordable options to consumers.
Why is the membership model considered by many as outdated when it is, increasingly, adopted by business successfully and replacing other models. Perhaps associations can draw inspiration and ideas from other sectors that deploy the membership model in new ways and have reinvented it for different, strategic results.
In their recently released whitepaper, The Association Role in the New Education Paradigm, Shelly Alcorn and Elizabeth Weaver Engel review the substantial body of research on the changes occurring in both education and employment and argue that associations are uniquely suited to bridging the growing education-to-employment gap. Read about their findings and download it for free.
Making innovation happen requires a shift in mindset. Case in point: Association for Financial Professionals. CEO Jim Kaitz approaches expansion by building organizational capabilities to constantly adapt to the
speed and nature of market change. Kaitz does not marginalize change by reducing it to new product launches or isolated initiatives outside of AFP’s core business. Instead, he lets small-scale successes and lessons learned catalyze broader changes to the association and disrupt business as usual.