After over 20 years as an association executive, moving into the role of an association strategist felt like pulling up a stool at a bar on the other side. The view is a bit different over here. You still get to offer opinions, but now you have a drink in hand (figuratively speaking).
This year has been eye-opening, not just because I have more time to observe things without constantly putting out fires. Let me tell you what I’ve learned while sitting on the other side of the bar, watching the action unfold—and occasionally throwing in a “well, actually.”
From Executive to Strategist: Aerial View, Less Sweat
As an association executive, I spent most of my time deep in the weeds. Now, I’m seeing things from 30,000 feet—like switching from being the frantic barista to the person calmly sipping a cappuccino, planning a better flow for the café.
My new role allows me to help association leaders see the big picture without worrying about who forgot to replace the printer’s toner.
The best part? I’m not caught up in the “What fire do I need to put out now?” mindset. Instead, I get to focus on steering associations toward their long-term goals. Who knew that slowing down could actually help you go faster? Now, I’m like, “Whoa, we can actually plan things ahead of time?” What a concept! Plus, the new role has been a game-changer—data-driven insights plus a big-picture focus means we’re helping associations make moves like grandmasters, not pawns.
The Consensus Illusion: When “Sure, Whatever” Isn’t Enough
I’ll be the first to admit that, as an executive, I thought I was pretty good at building consensus. But here’s the thing: getting everyone to agree while nodding their heads just to get out of a meeting? Not real consensus, folks. It’s like when someone says, “Yeah, let’s definitely get together sometime,” and you both know it’s not going to happen.
In my new role, I’ve realized how crucial it is to make sure people actually agree—not just because they want the meeting to end, but because they feel heard. I help association leaders create space for meaningful discussion. Instead of bulldozing through decisions, we’re like the friend who asks, “But how do you really feel?” It may take a little longer, but it means that everyone’s onboard when the time comes to implement a plan. We do our best—to make sure everyone leaves the metaphorical (and sometimes literal) table feeling like their voice matters.
Members: They’re People, Not Just Professionals
As an association executive, it was easy to get laser-focused on the usual metrics—how many members renewed, how many came to the annual conference, and how many emails we sent before people stopped unsubscribing (okay, not that last one). But stepping back has made me realize something: members are not just cogs in the association machine. They’re humans, with hopes, dreams, and—dare I say—feelings.
Nowadays, I help leaders see their members as real people who want more than just professional perks. They want personal growth, too. Sure, they appreciate the networking and the webinars, but they’re also looking for things like career support and, dare I say a little empathy.
Associations that can show they care about their members as individuals—beyond their titles—are the ones that are truly thriving. It’s like that friend who remembers your coffee order and asks about your dog. It’s not hard, but it goes a long way.
How My Role Aligns with Association Laboratory (Spoiler: Pretty Well)
The cool thing about this whole transition is how much my personal experiences line up with what we do at Association Laboratory. Our approach is all about thoughtful strategy. We dig deep, analyze trends, and help associations develop plans that are realistic and future-focused. It’s like having a GPS that not only tells you how to avoid traffic but also warns you about that pothole up ahead and suggests a coffee stop while you wait for it to be filled.
As a strategist, I bring the long-term vision and the human side of leadership together. We’re not just about solving today’s problems (though we’re pretty great at that too)—we’re about helping associations build sustainable futures. And trust me, when you have members who feel heard and leaders who’ve bought into the plan, that future is looking pretty bright.
Last Call: From the Other Side of the Bar
So, what’s it like being on the other side of the bar? It’s a bit like taking a step back from the constant grind, putting on some fresh glasses, and seeing the whole room clearly for the first time.
In my first year as a strategist, I’ve learned that leadership is more than just getting people to agree—it’s about creating genuine buy-in. It’s about treating members like people, not numbers, and it’s about keeping an eye on the future, even when today feels overwhelming.
Here’s to what comes next: more insights, more meaningful conversations, and maybe a few more moments to sit back and enjoy the view.