According to ASAE’s recent The State of Associations report, 38.5 percent of CEOs reported a slight or significant decline in the financial outlook for their organization. With significant headwinds facing many organizations, investing in staff professional development can help leaders and teams thrive in a professional landscape shaped by volatility, uncertainty, complexity, and ambiguity (VUCA).

Future of the Profession

Despite concerns, the association profession is likely to grow. Although the U.S. Bureau of Labor Statistics does not classify association management as a single occupation, 2025 BLS occupational outlook data for several closely related career categories provide an encouraging picture of the profession’s future.

• Top executives—including CEOs and executive directors—are projected to experience four percent employment growth from 2024 to 2034, about as fast as the average for all occupations. Approximately 331,000 openings are expected annually.
• Social and community service managers are projected to experience six percent employment growth, faster than the average for all occupations, with approximately 18,600 openings each year.
• Meeting, convention, and event planners are projected to experience five percent employment growth, also faster than the average, with approximately 15,500 openings annually.

Development for Better Service and Better Leaders

Just as we encourage our members to pursue training opportunities, we should invest in our own. Professional development provides opportunities for association staff to build networks and connect with professionals who are navigating similar headwinds, develop new skills, and stay agile and resilient. It helps us stay informed by learning from others and broaden our perspective through association leadership insight. Attending conferences, regional association professional development programs, and online and in-person education enhances our understanding of association needs—we walk away with new ideas, LinkedIn connections, and access to mentors and colleagues whose experiences shape how we approach our work.

Investing in continued learning will also ensure we stay adept as our profession grows. In 2026, the ASAE Research Foundation reported that associations remain effective by practicing organizational agility and resilience. Continued participation in professional development will keep staff equipped to respond to evolving member expectations and navigate change.

A keen understanding of career development can also have a positive impact on an organization’s membership pipeline. A recent survey showed membership retention and engagement as a top challenge facing many associations—with organizations responding by increasing investments in staffing in this area. Understanding what professionals need at different stages of their careers enables staff to create stronger pathways for engagement, leadership, and long-term involvement for their members.

That same investment in our own development shapes how well we can serve the members who look to us for it. Associations can create opportunities that drive member engagement and connection by identifying what makes members participate: networking, professional development, leadership opportunities, volunteering, and access to peers and industry leaders. This pipeline synergy allows professionals to align lived experiences with the work we do to support students, emerging professionals, volunteers, and established members.

Ultimately, our growth becomes our members' growth—creating stronger connections, more relevant opportunities, and a thriving professional community for everyone.