Leading with Purpose: Empowering Association Presidents Against All Odds

“I have led several multinationals to success, and I have spearheaded complex projects around the globe. Never have I felt as stressed, as alone, and as uncertain as I have since taking on the role of association president.” President of a European Federation

What is it like to be an association president? Is it a role of prestige and honor? A gift to senior sector experts, full of small perks and with few obligations? On the contrary: The role may seem like a reward for achievements. Yet, most association presidents find themselves trapped in a complex web of legal responsibilities, structural uncertainties, and conflicting demands.

?This article highlights the challenges that lie beneath the seemingly glamorous role of 'association president'. It argues that we need to openly acknowledge these difficulties and provide presidents with the support necessary to thrive. The final section offers five practical strategies for better association presidencies, helping us secure our associations' success and sustainability.

Into the Unknown: The Fate of Association Presidents

“The day my peers trusted me with the presidency, I was certain that we would finally start a new chapter, building a better and stronger association. Now I feel like Don Quixote fighting an unbeatable system, while my former friends are questioning my every step.” President of an International Society

Over and over, I have witnessed inspiring experts with exemplary leadership track records struggle with the complexities of being an association president. While many succeed in leading with purpose, just as many find that their term was too short to make a difference. Some presidents never quite manage to step out of the looming shadow of their predecessors, and some get trapped in tedious power struggles with their boards. Others never manage to effectively assert their vision in collaboration with a strong secretariat.

Yet, there is still a misconception that any seasoned leader can seamlessly step into the role of an association president – that leading a nonprofit can be done as a ‘fun’ volunteer hobby.

By not addressing this fallacy, we run the risk of failing our volunteers and failing our associations. Today, more than half of all nonprofits struggle with recruiting volunteers [1]. High time for us to make create an environment that is attractive and supportive of those who are willing to take on these critical positions.

Three Very Real Challenges Every Association President Will Face

In his article ‘Nonprofit Boards are Weird’, Holden Karnofsky blames “the combination of great power, unclear responsibility, and zero accountability” for the challenging situations many association board leaders find themselves in [2]. I would add ‘limited time, lack of business know-how, and limited access to critical information’ to this toxic mix. Here are three of the main challenges that await every association president:

1. Shouldering Unknown Legal Liability

We should never forget that association presidents find themselves at the helm an international business, even if it is a non-profit one. Such a position comes with very real legal and fiscal responsibilities. Fiduciary duties require board members to act in a compliant, responsible, honest, trustworthy, and efficient manner. Neglecting these duties may result in personal liability for a board member and – when the board takes decisions collectively – for the entire group. The fact that an association president may not be sufficiently aware of the legal and financial framework to fully exercise these duties does not protect them from liability.

2. Overseeing an Unclear Systems

Despite the critical importance of their role, it is still rare to find a president’s job description, clearly defined terms and position requirements, and a structured recruitment- and onboarding process. This forces many new association presidents to define their role on the go, or – not uncommonly – copy what their predecessor did. This lack of clarity, combined with limited know-how in non-profit leadership, can make it near-impossible for a president to effectively oversee an association’s strategy, resources, and activities.

3. Leading Without Power

Association boards are not easy to manage. While some members are not afraid to use their voice and influence to get heard, others struggle to keep themselves informed. Cultures, styles, and personalities can easily clash when real of imagined competitors sit at the table together. As most boards govern as a group of equals, driving decision-making can be a challenging task for the President. It demands a delicate balance of behind-the-scenes consensus-building and the ability to push tough decisions through when needed – and to face the resulting consequences.

In addition, presidents must navigate the complex relationship with their secretariat team. While the Secretary-General and their staff are accountable to the President on paper, these full-time association experts are likely to outlast the president's tenure. As gatekeepers of critical institutional knowledge and contacts, they will have a considerable influence on what rises to a president’s attention. As with the board, the president’s ability to lead is determined by the willingness of the secretariat to be led. Without their active support, informed decision-making and impactful implementation are hard to achieve.

Five Practical Steps to Empowering Association Presidents

If we accept that the job is hard, how can we ensure that our association presidents are empowered and well-supported? The study ‘New Trends in the Development of Volunteering in the European Union’ concludes that successful volunteers combine willingness, availability, and capability. [3] This works best within a well-described role within a clearly defined scope. Here are five strategies to succeed.

1. Clarify Roles and Expectations

Create a clear documentation of the roles, structures, procedures, and expectations related to the presidency. This can be done in the articles of association or the internal rules, via board terms of reference, or a code of conduct. It is crucial that all board members, especially the president, have a comprehensive understanding of the association framework. Their legal, fiscal, and statutory duties and obligations need to be clear to them from day one. Simply giving them access to the relevant documents is not enough. Associations must guide their volunteers through documents and provide ongoing support.

2. Enhance the Recruitment, Onboarding, and Transition

Even the smallest companies invest in recruitment, yet many associations appoint their presidents via a short raise of hands. Shouldn’t we be more purposeful when identifying the new representative of an organisation that represents an entire sector in the public discourse? How can we expect presidents to lead effectively when they have not even seen a job profile? Once the right candidate is found, lets take the time to ‘onboard’ them. If we want to get them operational as quickly as possible, we need to help them understand how the association works. This includes the legal, fiscal, strategic, and operational aspects of the association. Consider involving the past president in the transition to support the new president at the board level.

3. Offer Access to Professional Board Education

No university degree teaches us how to be a good association president. This is not a long-term career option, but a time-limited voluntary commitment that some of our brightest sector leaders are willing to make for the good of their field. Let us provide them with the training they need to succeed in this new role as non-profit managers. Many quality resources are available online. Professional association management companies (like the one I work for) create customized courses to meet associations' specific needs.

4. Foster Open Dialogue and Engagement

To build trust and mutual respect, we need to connect the actual people behind the functions through meaningful physical meetings. Such engagement will enhance board relationships, improve morale, and drive association success. We need to create association cultures that promote constructive communication among board members. Foster positive relationships with secretariat leadership. Encourage open dialogue with members and stakeholders for inclusive decision-making. By fostering an environment where diverse perspectives are heard and respected, associations can leverage the collective expertise of their teams. [See my article on inclusive association strategies for more thoughts on this.]

5. Invest in Leadership Coaching

Even with the best structure and culture in place, it remains lonely at the top. Association presidents need a support system that offers access to best practices, independent advice, and creates a confidential space in which to address challenges. Such a space can only exist outside the association system in which the president is active. It can be created through a network of other volunteer leaders, or by working with a coach specialized in association leadership. Coaches can help presidents navigate complex situations, to hone their leadership skills, and find their unique style as the representatives of their association. I have had the privilege of coaching several presidents, acting as their sounding board, advisor, and staunch ally. Based on this experience, I strongly believe its a truly effective way to support these amazing volunteers who are willing to take on such an incredible responsibility for the good of their association.

Lessons Learned: Thank You!

If there is one thing to take away from this article, it is this:

Being an association president is hard. It is confusing, challenging, and nearly impossible to navigate without support. Let us acknowledge the challenges inherent in this position and thank all the inspiring leaders who are taking on this demanding role.

However, let's not stop at expressing our gratitude with words alone. Let us commit to supporting our association presidents by offering our time, expertise, and unwavering encouragement. Let us set them up for success by equipping them with the tools, knowledge, and support necessary to thrive, so we can ensure the continued success and sustainability of our associations.

If you found this article insightful, please share it with your favorite association president or board leader. Express your appreciation for their hard work and dedication. Initiate discussions within your board and secretariat on how to better support and empower your leaders.

I would also be delighted to hear about your strategies, experiences, and insights on effective association board leadership in the comments section below.