Barry Dornfeld
Principal
Daphnie Pierre
Manager
Across different sectors, the leaders we work with face increasing pressure to take a stance on (or respond to others’ stances on) a wide range of social issues, including human rights, climate change, racism, and political conflicts. This is especially true for leaders of professional associations, who represent industries or disciplines where members are linked together by a common interest but often have a diverse set of views and interests.
We recently engaged a group of association CEOs in a discussion, along with PR and Marketing expert Laura van Eperen of FOVNDRY, about their experiences and strategies for responding to sensitive topics that impact their members, staff, and the broader public. Several shared their experiences or concerns, including:
- Potential disruptions at annual meetings, where members or external groups engaged in protest or demanded action on specific issues.
- The impact of generational differences with younger members who are increasingly vocal about their expectations for organizations to take a stand on social and political issues.
- The role social media plays in amplifying the voices of dissent and creating an environment where misinformation can quickly spread.
The insights we came away with build on work that our colleague Chris Hugill has written about when he looked at questions these leaders should consider when deciding how to respond to such events.
Association CEOs must navigate the delicate balance between engaging with passionate voices inside or connected to their communities while maintaining the organization’s core mission and values. They must also be prepared to manage their organization’s reputation amid rapid-fire critiques and demands for immediate response. To strike this balance, we recommend the following strategies and practices for managing these issues, all in support of managing the organization’s reputation and carefully considering the organization’s mission, values, and potential risks.
1. Clearly Define Organizational Values: The CEOs we spoke with emphasized the importance of having a clear set of organizational values and a decision-making framework to guide responses to controversial issues. Organizations can more effectively navigate difficult conversations by clarifying their values through a deliberate planning process that draws on the voices and perspectives of relevant stakeholders and then consistently communicates these values to members, staff, and the public.
2. Engage in Proactive Communication: Rather than waiting for a crisis, association leaders should proactively communicate their organization’s stance on relevant issues (i.e., equity concerns for a professional society in healthcare, issues around the environment for associations in the building industry or earth sciences) through annual:
- Reports
- Public statements
- Internal communication.
Transparency and consistency are crucial to building trust and understanding among stakeholders, as are having a clear internal process for who makes these decisions with what input across staff and board leadership.
3. Invest in Crisis Communication Planning: A well-defined crisis communication plan is essential for managing potential disruptions and protecting the organization’s reputation. This plan includes establishing clear protocols for responding to social media backlash, preparing talking points for leadership, and coordinating with security teams to ensure the safety of members and staff.
4. Embrace the Opportunity for Engagement and Create Forums for Dialogue: While navigating complex societal issues can be challenging, it also presents an opportunity for associations to engage more deeply with their members and stakeholders. A core piece of delivering our work is designing meetings, and we collaborate with clients to bring information and divergent opinions to the table so that they can be discussed openly. By demonstrating a willingness to listen, learn, and adapt, organizations can build stronger, more resilient communities that are better equipped to tackle future challenges. And while taking a public stance on every issue may not be feasible or appropriate, CEOs can create opportunities for constructive dialogue among members with diverse viewpoints. By facilitating open and respectful conversations, associations can foster a deeper understanding of complex issues, build trust, and encourage collaboration.
As association CEOs grapple with the evolving landscape of societal issues, there is no one-size-fits-all approach. However, by staying true to and demonstrating their organizational values, investing in proactive communication and crisis planning, and creating spaces for meaningful dialogue, association leaders can effectively navigate these complex waters and emerge more robust and united in their mission to serve their members and the greater good.