Leadership Reflections: Eyes to the Horizon
At what point does disruption become normative? After two years of change, associations have become better surfers, becoming more adept at riding the waves of ups and downs, of challenge and opportunity that have become the de rigeur. Despite this, it is not atypical to still hear organizational leaders talk about “going back” to previous practice, circumstances, and norms.
As we start a new year, there is an opportunity start a new chapter. Through key reflective questions, it is possible to reorient the focus of leaders from the rearview mirror to the horizon. These are just a few questions to prompt strategic reflection and future-focused dialogue among organizational leaders.
Who should be part of the journey of impact in the coming year and isn’t currently prominent? What do we need to understand about them to make more appealing invitations of inclusion?
Our question of “who” serves as a bridge between mission and the actions taken to advance that mission. Perhaps there are certain member segments, a niche of new industry partners, or organizations who could be strong allies on priorities for the coming year.
The question of “what” inherently places priority on discovery rather than assumption. By learning about these audiences, better value and messaging can be created to include the audience(s) moving the organization away from past practices which may no longer be relevant.
Where can my voice best contribute to the story of organizational mission impact in the year ahead?
In an environment where consumers (our members) make resource investment decisions based on peer experience, the value of the association needs to be relayed from peer to peer rather than from an organizational email, social media post, or press release. Storytelling is a powerful way to do this and can occur in many ways – from authorship, to conversation moderation, to pictorial representation, etc. Every member of a Board and leadership – not just the officers – should have a role in telling the story. Helping leaders, and in a cascading fashion members, discover how and where their voice will best support the narrative can allow the organization to grow and flourish in new ways.
Are there any challenges or opportunities coming this year we haven’t considered?
One blessing of having a diverse cohort of organizational leaders the range of perspectives they bring. Asking this question can prompt leaders to put their ears to the ground and bring forward key, rising priorities that should make it onto a Board agenda early in the new year.
If, on December 31, 2022, we are celebrating a year of impact, progress, success, and community, what will we be celebrating?
Metrics and measures of progress should be part of our strategy and organizational action plan and it’s important we be on the lookout for successful achievement of those metrics. We must also keep an eye on places where the established metrics may need a shift based on what is known today.
Going beyond metrics, our organizations strengthen member relationships. Plans to celebrate both those relationships and the strengthening of our organization’s culture serve to remind us of the importance of this component of our mission.
What can we learn this year as a Board or individual Board members?
Volunteerism should be a learning journey. Board members may respond with requests for specific leadership workshops, changes in the Board agenda so that there are five-minutes of learning at each meeting, or establishing lightly-structured mentoring relationships. Best of all, responses to this question can increase the engagement of Board members as their leadership growth is positively impacted through new learning opportunities.
As we close 2021, how will you help your various leaders appreciate the past while focusing on the future from a place of inquiry, discovery, evolution, and growth?
