In the days and weeks following the 2025 ASAE Annual Meeting & Exposition, I’ve settled down from the high of reconnecting with fellow CAEs, DELP alumni, and former colleagues; gleaning pearls of knowledge from exploration labs and keynotes; and building new connections with other association executives during the event. I’ve settled down from the high of reconnecting with fellow CAEs, DELP alumni, and former colleagues; gleaning pearls of knowledge from exploration labs and keynotes; and building new connections with other association executives during the event.

With all the knowledge-sharing and networking, I have never been more convinced that as association leaders we can (and will) continue to do hard things because it’s what we’ve always done. Call it transformation, change management, or the new it word, “pivot”, associations have mastered adapting to serve their communities. As executives, we are battle-tested in turning uncertainty into opportunity. Whether we are addressing DEI, technology (including AI disruption), or multi-generational challenges, we recognize these aren’t new problems requiring new skills—they are opportunities that need our proven approach.

Inclusive Practices and the Future of DEIAB

In the case of diversity, equity, inclusion, accessibility, and belonging (DEIAB), we’ve moved into an inclusion evolution which started as a politically charged obstacle and shifted into broadening the tent. While many organizations wade through updating language, conducting comprehensive audits, and finding the balance of remaining committed to core values while minimizing risk, most are also leaning into different aspects of inclusion. Association executives understand the “neuroinclusion benefits everyone” approach and that considering multi-generational inclusion in how we communicate and educate members gives us new territory to explore.

But as always, let’s apply good practices. During sessions like Keep Calm and Carry On: Building a Communication Plan in Volatile Times and Be Future-Ready: Organizational Agility and Scenario Planning, we were reminded that while uncertainty is the only certainty, “research kills opinion” and a research-based approach minimizes assumptions. As association executives, we still must do what we’ve always done by taking a “data-informed, not data paralyzed” approach, for which there is higher tolerance in the non-profit space than with for-profit companies. In most instances, we will continue strategic partnerships with affinity organizations and embrace inclusive governance as a volunteer retention strategy.

AI Integration and Strategic Leadership

Similarly with technology and AI integration, we say to society: Welcome to our world. As we continue to explore (or debate) one-stop solutions for tech vs. niche platforms that integrate, it was no surprise that there were a variety of sessions focused on different aspects of AI. And for once in my 20+ year career, I felt for-profits and non-profits alike underestimated this tech and we are all clamoring to catch up. Three universal themes stood out in several AI-related sessions including: 1. Organizations cannot afford to ignore AI and “waiting is not neutral, it is declining”, 2. AI provides assistance to people, it does not replace them, and 3. Human oversight and staff accountability are non-negotiable.

As expected, we have concerns about the impact of AI on how we do business and more importantly, our positions and roles in this industry. It may take us time, but we all will lean in to do hard things and, once again, we must consider good practices in its application. Two conference sessions—A Leader’s Practical Guide to AI Conversations That Matter and AI in Action: Unlocking Role-Specific Strategies to Drive Association Success—highlighted the importance of a team approach to developing policies, strategies, and training; avoiding silo initiatives and pet projects as part of implementation; and the importance of using clean data. Organizations that are more accepting of AI are more productive. Full stop.

Putting Ideas Into Practice

So, what are some tangible, real-world strategies you can apply today?

• Inclusion audit (but start simple!). Consider your organization’s approach to neuroinclusion and accessibility, assessing how enhancements can widen the net and benefit all members. Conduct a multi-generational communications strategy review. Prepare for the “silver tsunami” and assess your adult learning approach across multiple generations.
• AI readiness. Identify pain points in servicing members, communications/marketing, education, and learning where AI can be most effective for easier adoption. Develop an implementation plan and living documents that address policies including usage, safety, intellectual property, and ethical considerations. Adopt a multi-platform approach in using AI (instead of one or two systems for the long-term) to maximize the strength of different platforms and to keep up with AI’s rapid evolution.

In short, at ASAE’s annual meeting, I wasn’t discouraged with the concept of how associations must catch up, I was reminded of how we are leading the way in so many aspects. Our business is people-driven and at its foundation, association management is grounded in research and understanding our members. The future of our society will belong to associations that can adapt while leaning into our human connections.

That’s not just what we do, it’s who we are.