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Elderly person hand playing the piano, close up.

It is usually nations who are the main actors in the theatre of war. Corporations generally take on a supporting role – such as when&nbsp;<a href="https://www.steinway.com/news/features/steinway-sons-victory-vertical#:~:text=During%20World%20War%20II%2C%20Steinway,provide%20a%20bit%20of%20relaxation." target="_blank" rel="noreferrer noopener" data-mce-href="https://www.steinway.com/news/features/steinway-sons-victory-vertical#:~:text=During%20World%20War%20II%2C%20Steinway,provide%20a%20bit%20of%20relaxation.">Steinway &amp; Sons dropped pianos to troops during World War 2</a>.&nbsp;The war in Ukraine represents a significant shift. For the first time companies are acting on a large scale to influence an outcome. By collectively&nbsp;<a href="https://www.forbes.com/sites/marisadellatto/2022/03/10/goldman-sachs-amazon-3m-here-are-the-companies-cutting-ties-with-russia-over-ukraine-invasion/?sh=7340507c67de" data-mce-href="https://www.forbes.com/sites/marisadellatto/2022/03/10/goldman-sachs-amazon-3m-here-are-the-companies-cutting-ties-with-russia-over-ukraine-invasion/?sh=7340507c67de">withdrawing their business from Russia</a>&nbsp;they are dealing significant blow to the Russian economy – and the Russian war effort.&nbsp;&nbsp;Companies are openly harnessing their power to create an powerful impact. Many of these are doing so by following the principles of the&nbsp;<a href="https://en.wikipedia.org/wiki/Environmental,_social_and_corporate_governance" target="_blank" rel="noreferrer noopener" data-mce-href="https://en.wikipedia.org/wiki/Environmental,_social_and_corporate_governance">Environmental, Social, and Corporate Governance</a>&nbsp;(ESG) approach. This movement is only getting stronger.So what does this mean for associations?There is an increasing expectation that associations expand their outlook beyond just “creating value for members”.&nbsp;This isn’t about conforming to a trend. It’s about survival. The younger generation are the future leaders, staff, and members of our associations. And, overwhelmingly,&nbsp;<a href="https://www.gallup.com/workplace/336275/things-gen-millennials-expect-workplace.aspx" target="_blank" rel="noreferrer noopener" data-mce-href="https://www.gallup.com/workplace/336275/things-gen-millennials-expect-workplace.aspx">younger people want to align with organisations who embrace ESG principles</a>.If your association isn’t going to deliver, they will happily look to another who will. Or start their own.Strategic planning needs to catch up – and quickly. Don’t start your strategic planning process by looking at the past. And not by looking at the present. Instead start by getting excited about the future. Explore the possibilities by asking “What powerfully positive&nbsp;impact could we create for our team, our members, our sector, and the world?“.&nbsp;And think big! Associations are well placed to harness the latent power of the large communities they nurture. The potential is enormous. Are you making the most of yours?

What does the war in Ukraine mean for associations?

Following is a summary of a recent presentation I delivered on Association Event TrendsWhen COVID-19 hit most associations responded by replicating their existing events online. Most had a very positive experience and intend to integrate online events into their regular programming.&nbsp;However, many also realised that most face-to-face formats don’t lend themselves to an online format. Some of the key challenges include:<ul><li>Engaging attendees effectively (overcoming&nbsp;the “Zoombie” effect)</li><li>Demonstrating compelling value to sponsors.</li><li>Differentiating in a highly competitive market (where free content is easily available.</li></ul>To overcome these challenges, many associations are experimenting with different online delivery formats to determine those that work best for their members. These are now evolving rapidly to create entirely new types of events.Online events are a powerful activation tool that can be used as a pathway to generate more delegates to face-to-face events. Many association staff are now reviewing their entire event strategy to determine how to best integrate online and offline to create a seamless ongoing experience for members. It’s a shift from having a number of one-off events towards a 365-day-a-year calendar of engagement opportunities.Associations are keen to run face-to-face events again and will do so once the COVID-19 crisis is over. However, these will look somewhat different than before as associations will be looking to:<ul><li>Construct an events schedule that integrates online, face-to-face and hybrid events,</li><li>Overcome delegate concerns about COVID,</li><li>Ensure their face-to-face events create a delegate experience that far exceeds what they could get online, and</li><li>Generate a surplus to ensure online and offline activities are sustainable.</li></ul>There is no question that navigating the COVID crisis has been enormously stressful and challenging for many. However, the innovations required during this time have led to fundamental changes to the way associations structure their event programming. These will have a long term and highly positive impact on the quality and variety of events available for members – and the ability of associations to create a tangible, positive and compelling impact on those members.&nbsp;&nbsp;

Association Event Trends

This pandemic crisis will gravely impact the health and livelihoods of many. However, it also creates the need to build union capacities even more pressing. This paper, written by Belinda Moore and Chris Walton, explores the current landscape for unions in Australia and outlines innovative pathways forward for unions to more effectively empower Australian workers.<a href="https://uploads.commoninja.com/pdf_gallery/1698638914283_WHITEPAPER_-_Rise!.pdf" data-mce-href="https://uploads.commoninja.com/pdf_gallery/1698638914283_WHITEPAPER_-_Rise!.pdf" data-mce-selected="inline-boundary">Download "Rise! Empowering Australian workers through the collective spirit and collaborative energy of unions" whitepaper</a>

Rise! How unions can better empower Australian workers Whitepaper

A great strategic plan conveys a compelling shared vision of the future of your association – as well as a clear pathway to get there. It is a fabulous tool for motivating your Board, staff, members, and other stakeholders. It also ensures your strategy creates a tangible and long-lasting positive impact. For more than 25 years, Belinda has been refining a process for association strategic planning. In this session, she will share her bespoke process and provide you with all the information you need to run the most successful strategic planning session ever. This session is great for those wanting the insights necessary to run their own plan, or those seeking to better understand modern strategic planning processes so they can better direct their facilitator.Click here to&nbsp;<a href="https://youtu.be/uXgVA8M2VJU" target="_blank" rel="noreferrer noopener" aria-label="Watch the Webinar (opens in a new tab)" data-mce-href="https://youtu.be/uXgVA8M2VJU">Watch the Webinar</a>.

How to Create a Strategic Plan that Really Works (Video)

Blue medical mask,Coronavirus disease (COVID-19)

Associations are a critical element of a successful democratic process. They are a useful mechanism for people to act collectively to achieve shared goals. The specific goals vary from association to association but include outcomes such as:<ul><li>Proactively influencing their legislative landscape.</li><li>Accessing services and support specific to the needs of the collective.</li><li>Enhancing the skill and education of people within the collective.</li><li>Connecting with the rest of the collective community for mutual benefit.</li><li>Advancing a positive impact on a cause shared by the collective.</li><li>Delivering or facilitating services on behalf of the collective.</li></ul>For this reason, a strong association sector has a direct impact on the success of the economy as well as the livelihood and well-being of many Australians. It is important that associations themselves are strong so they can continue to nurture the professions, industries, and causes that will drive the recovery and help those affected.Yet many of these organisations were already struggling prior to the advent of the COVID-19 crisis.Over the past 15 years our society has been transforming in ways that have fundamentally altered the operating landscape of associations. The rapid evolution of technology, the fragmentation of communication, and major generational shifts to name just a few.&nbsp;Prior to the crisis there was already a desperate need for associations to innovate – not just to thrive but to survive.Unfortunately, many associations have been hindered by internal inertia, legacy issues, and change-resistant organisational cultures. The fundamental changes required were stymied and many associations were already struggling to varying degrees. As associations started to lose sight of their core purpose – and how to fulfil this – competitors began moving in to fill the emerging gaps that associations were not nimble enough to fil.&nbsp;The COVID-19 crisis created a catalyst for change that could not be ignored.For many associations, the crisis has provided an opportunity to rapidly overcome internal or perceived barriers and create fundamental positive change within their organisations that will enable them to create a much higher level of positive impact on their members into the future.The idea that the long-term impact of this crisis will be positive for the association sector is backed up by new research.A comprehensive report on the current and future impact of the COVID-19 crisis on the association sector found more than 50% of the 426 associations surveyed believed the impact would be positive over the medium to longer term.Many respondents reported they were already seeing positive results due to the significant innovation required by associations to adapt.COVID-19 has been an opportunity for associations to gain a clarity of purpose that has enabled many to quickly enhance their relevance to members.While not all associations will survive this crisis, those who have taken the opportunity to adapt will emerge stronger and better positioned to create a positive impact on members than ever before.&nbsp;Other findings include:<ul><li>There will be permanent changes in the way associations run their events with a significant shift to hybrid and online events, as well as changes to the way face-to-face events run.</li><li>Many reported their virtual and hybrid AGMs were more successful than their previous face-to-face meetings and they would now be looking to retain that format into the future.</li><li>A skilled leadership and staff team, supported by a nimble organisational culture, were the three most powerful contributing factors to an associations’ ability to navigate the crisis effectively.</li><li>There is a permanent shift to remote working models with only 10% of respondents intending to revert to how things operated previously. The vast majority indicated they would be more amendable to working from home arrangements in future. 4% of those surveyed said the shift to working from home would be permanent and they would not be returning to the office.</li><li>Associations operating in industries and professionals badly affected by the crisis are expecting a negative impact on member retention this year.</li><li>Despite most associations having reserves sufficient for at least 3 months, Jobkeeper was an important factor in the ability of associations to adapt during the crisis. Many respondents are concerned about the impact of the removal of Jobkeeper on their members, the economy, and their associations.</li></ul>You can <a data-mce-href="https://uploads.commoninja.com/pdf_gallery/1698639033053_REPORT_-COVID-19_-_Enduring_Lessons_for_Associations_FINAL_REPORT.pdf" href="https://uploads.commoninja.com/pdf_gallery/1698639033053_REPORT_-COVID-19_-_Enduring_Lessons_for_Associations_FINAL_REPORT.pdf" data-mce-selected="inline-boundary">download a full copy of this free research report</a>.

COVID-19: A Catalyst for Positive Change

Visualization of the coronavirus causing COVID-19

426 associations participated in this comprehensive research project that provides insight into the current and future impact of the COVID-19 crisis on associations. Learn what associations did, what they learned, and what insights we need to integrate into our future planning processes. The report includes a “what did we learn” section to enable you to gain a quick overview of what you need to know when planning for the future.Download your PDF copy at&nbsp;<a href="https://uploads.commoninja.com/pdf_gallery/1698639033053_REPORT_-COVID-19_-_Enduring_Lessons_for_Associations_FINAL_REPORT.pdf" target="_blank" aria-label=" (opens in a new tab)" data-mce-href="https://uploads.commoninja.com/pdf_gallery/1698639033053_REPORT_-COVID-19_-_Enduring_Lessons_for_Associations_FINAL_REPORT.pdf" data-mce-selected="inline-boundary">COVID-19 and Beyond: Lessons for Associations from the COVID-19 Crisis Report.</a>

Blog

What does the war in Ukraine mean for associations?

Association Event Trends

Rise! How unions can better empower Australian workers Wh...

How to Create a Strategic Plan that Really Works (Video)

COVID-19: A Catalyst for Positive Change

COVID-19 and Beyond: Lessons for Associations from the CO...