Around the world, companies are going all in on artificial intelligence (AI) to drive growth, spearhead innovation, and control costs. McKinsey recently found that 64 percent of companies say that AI is enabling innovation, with 39 percent reporting a positive impact on earnings.

Yet a recent ASAE Insight Update discovered that 85 percent of association executives felt either somewhat or not very prepared to navigate the impacts of AI. So, while AI is everywhere these days, most association leaders aren’t ready to harness the opportunities (and address the challenges) it presents to their associations and those they serve.

The leader’s role in AI was the focus of Leading in the Age of AI, a unique virtual meeting hosted by the ASAE Executive Management Professionals Advisory Council and Natter.

As part of the session, association leaders took part in more than 70 one-on-one conversations about the personal impact of AI on how they spend their time, make decisions, and think about the future of their roles. The themes, insights, and anonymous quotes below were generated instantly by Natter’s conversational intelligence platform.

What’s Holding Association Leaders Back?

Session participants identified several key areas of concern that may impact staff, personal, and organizational adoption of AI.

Limiting scope also limits potential for AI: While leading-edge organizations leverage AI for innovation and growth, most associations are focused on efficiency. Many participants described AI-related benefits in terms of doing more with less rather than value creation.

“Tasks we used to perform are being automated,” said one participant. “We discuss within our organization how to leverage these tools and learn new skills to remain productive.” There is good reason to focus on automating replicable, known tasks, but association executives risk missing opportunities if they don’t also encourage their organization to explore “blue sky,” transformative use cases for AI.

Proficiency gaps: Nearly 65 percent of association leaders identified the lack of internal expertise as their association’s top barrier to AI adoption. Similarly, participants highlighted the need for training and upskilling to keep pace with AI development. This proficiency gap may also cause anxiety for executives and staff.

“The pace of change required to ensure success in the future is substantial,” explained one participant. “This situation is likely to increase stress and anxiety about not staying ahead or using AI effectively.”

Fear factor: Session participants shared job security-related concerns ranging from job loss to fewer options if AI renders some associations obsolete.

“With fewer associations, there will be fewer opportunities,” said one executive. “The trend of executives moving between multiple associations in their careers might end due to limited opportunities.”

How Can Leaders Help Their Associations Catch Up?

It’s not too late for association leaders to leverage AI to enhance the value they provide their members, their industries and professions, and society at large. Here are three ways to start:

1. Reframe AI as a mission enabler. High-performing companies are looking to AI to bring about transformative change. This requires an AI-first mindset that considers the possibilities and opportunities that redesigning workflows and scaling adoption can bring about for associations. One participant described the possibilities:

“In five years, if AI works incredibly well, it would make me a leader who makes sharper and faster strategic decisions based on real-time insights; spends more time focused on people, culture, and vision; leads globally with fewer barriers through better communication and market intelligence; and builds an organization that learns continuously and performs at a higher level because knowledge, innovation, and execution flow more easily across the team.”

From meeting member needs and growing revenue to navigating economic and political uncertainty, the challenges faced by association leaders are daunting. AI can (and should) help here. Forward-thinking associations should embed AI in core workflows tied to their specific top challenges.

2. Prioritize upskilling: Nvidia CEO Jensen Huang said, “You’re not going to lose your job to an AI, but you’re going to lose your job to someone who uses AI.” Association executives should look for training for both staff and themselves.

“Education on AI must start from the top and trickle down,” said one participant. “Mitigating harm and seizing opportunities hinges on educating everyone.”

Across the entire organizational chart, associations would benefit from targeted training programs to jumpstart AI literacy, connect AI proficiency with existing skills, and promote responsible value-creating exploration.

3. Augment human expertise with technology. Recent research found 94 percent of respondents favor using current AI tools to enhance their work.

“In the future, effective leadership will involve guiding people in using AI to enhance their capabilities without devaluing their unique experiences and expertise,” noted one Leading in the Age of AI attendee.

Association leaders should seek near-term opportunities to leverage AI for greater individual and organizational effectiveness, while considering the technology a key component in long-term enterprise planning and capability development.

“Throughout my career, I’ve learned that technology doesn’t solve strategic problems; it amplifies an organization’s ability to solve them,” said Matt Ott, MS, CMP, AAiP, FASAE, CAE, chief executive officer and co-founder of Momentum Association management. “AI is no different. The associations that pull ahead aren’t asking what AI can do. They’re asking how it can unlock new solutions to the problems their members care most about.”

AI is already reshaping associations and their work. Now is the time for leaders to capture the promise of this technology as a strategic enabler, before they fall further behind.