The year has only begun, and it’s already fraught with challenges for associations. Social changes, geopolitical uncertainties, and sustainability concerns are par for the course, but rapid AI development now poses both a challenge and an opportunity for association leaders hoping to stay ahead of the curve. In fact, according to Deloitte, about two-thirds of organizations are increasing their investment in generative AI.

Given these stakes, boards must shift how they operate within their associations.

One way to go about shifting the way your association operates is by tapping the help of an association management company. An AMC provides you with highly skilled professionals ready to support the strategy and execution of new initiatives. Most importantly, though, you must stop settling for oversight and start pursuing foresight.

Moving From Oversight to Foresight

Simply put, taking on a foresight role means predicting what happens next instead of passively watching events unfold. Executed correctly, foresight will position your association as an influential leader in your sector.

In order to establish a culture of foresight in your professional association, the board and the chief staff executive (CSE) must work together, combining the strengths of their roles.

For example, the board can make clear agendas, inspire continuous learning through various forms (e.g., literature review, consultants, and videos), plan board succession, and analyze data. Meanwhile, the CSE can gather the data that the board must analyze, create new organizational systems, and learn how to prioritize actionable scenarios.

When the board and CSE band together to form a team, your association is bound for success in the future.

5 Tactical Tips for Foresight and Board Readiness

1. Define “Decision Rights” for AI

For several years now, association leaders have touted AI as the magic tool that will streamline processes and accelerate growth. Yet associations still struggle to integrate AI meaningfully into their operations. Or, if they do integrate AI, they’re grappling with how to do so at the right pace.

But AI isn’t the problem. Instead, it’s the association’s lack of “decision rights” for AI. The solution to this issue is simple: Create a “who decides what” list. These lists assign one person to determine how to use AI within certain domains of your association.

2. Create a “30-Minute” Response Protocol

Board meetings are beneficial for discussing future plans. But sometimes, urgent cases arise, and you can’t just wait for the next board meeting. You must act now!

That’s why your association should develop a “30-minute” emergency response protocol. Instead of hosting a board meeting, you can try tabletop exercises to make the process more engaging. Here’s how:

• Determine the scope (e.g., what type of threat or emergency is it?) so that you can learn from specific vulnerabilities that your organization might face.
• Choose your participants and assign roles (e.g., facilitator, evaluator, participant, or observer).
• Run the exercise in a relaxed, open environment such as a large conference room.
• Take notes of standout details and make an after-action report—this should help you iterate on your emergency response protocol over time.

3. Establish an AI Posture

In addition to defining AI decision rights, your association should also establish an AI posture. This is your chance to create a guiding ethos around AI that your entire organization should follow. Essentially, are you a pioneer (early adopter of AI) or a cautious observer (waiting for tech to mature)? Determine which stance you’ll take as soon as possible and communicate your plans with your staff so they know how to approach AI solutions.

Remember: Ambiguity is what kills an association’s momentum, so take a stand and stick by it. You should also create an organization-wide policy and send it out via email or publish it on your website to make your staff and members aware of your position.

4. Become an Industry Convener

Kellen suggests working with an AMC to host meetings and events that could serve as touchpoints with other associations. Becoming an industry convener encourages sharing insights among your peers and the wider field—from suppliers to regulators—and these insights can help you run your association better. For example, other associations that have figured out how to integrate AI into their workflow can offer inspiration and practical advice.

As for topics, you can expect these conferences and sessions to cover trends for the year (which will include AI), education on governance, and challenges to expect.

5. Ask Strategic Questions During Board Planning

When planning questions to spark discussion at your next board meeting, focus on your 2030 mission rather than the headlines from the previous year.

Try asking questions such as:

• How does your current legislative agenda protect or advance the value proposition for tomorrow’s members?
• Do you have a unified messaging framework that bridges the gap between your public affairs team and your volunteer leadership?
• What specific policy triggers would require an immediate, full-scale board activation?
• Are you allocating sufficient resources to scenario-based planning for the next election or regulatory cycle?

After the board meeting, take note of the unanswered questions, then set clear goals for working toward solutions. Ideally, you should have solutions in mind by the time the next board planning comes around. With the rise of AI, it’s imperative that your association’s board is prepared for some major changes. By taking proactive steps now, your organization is sure to gain momentum.