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They’re not. They’re just tired of being ignored.You roll out a new system that makes internal workflows smoother - but members say it’s clunky. You simplify event registration on your end - but they say it’s confusing. You invest in a platform that integrates with your CRM - but members hate the interface.And when they complain, or disengage, or give you a three out of ten on the post-conference survey, it’s tempting to throw your hands up. You've put in so much work and they just don't appreciate it!Why are they so annoying and ungrateful? But let’s pause. Because that might be the wrong question.What if they’re not being difficult? What if they’re just exhausted from navigating systems that weren’t built with them in mind?<h2>When Member Frustration Is Actually a Mirror</h2>Here’s a hard truth many of us in the association world need to hear: We sometimes design for our own convenience, not for our members’ experience.Not intentionally. Not maliciously. But incrementally.We build a policy to prevent edge-case misuse. We add a step in the process to help staff manage demand. We choose a tech solution that works beautifully behind the scenes - but means members need to login twice.It’s understandable. We’re busy. Resources are limited. Internal pressures are real.But from the member’s perspective, it starts to feel like this place wasn’t built for them.And that’s when the grumbling starts.<h2>The Member Experience Misalignment Loop</h2>We talk a lot about the importance of member-centricity. It’s in our strategies, our conference themes, our board presentations. But if we’re honest, the day-to-day reality often drifts off course. Not because we don’t care about members - but because it’s all too easy to default to what works for us.From the inside, these decisions feel like practical choices. From the outside, they accumulate into a signal: this experience was not designed with me in mind. Here’s how the cycle tends to play out:1. Internal Optimisation. We make a change that works better for staff, resolves edge-case misuse, or integrates nicely with existing systems. It seems efficient. Logical.2. Experience Friction. But then a member tries to interact with it - and hits a wall. Confusing logins. Multiple systems. Unclear steps. Long waits. Hidden benefits. It's not just inconvenient - it’s discouraging.3. Member Pushback. They stop coming. Stop renewing. Or complain - sometimes loudly, sometimes passive-aggressively. We interpret it as entitlement, impatience, or “members just not understanding.”And often, it’s your most dedicated volunteers who are the loudest. Not because they’re difficult - but because they care deeply. They’ve invested time, energy, and identity into your mission. When the experience doesn’t reflect that same commitment, it stings. Their frustration is fuelled by passion. We interpret it as entitlement, impatience, or “members just not understanding.”4. Defensive Response. We explain. Justify. Reframe. “They need to be more patient.” “It’s better in the long run.” “They should just call if they need help.”And so the loop continues. Until, quietly, they leave.<h2>How to Break the Loop</h2>The way forward isn’t about pandering. It’s about partnership. It’s about designing with, not just for, the people you serve. It’s about recognising that trust isn’t just built on outcomes – it’s built on the experience of being considered. It's about co-creation.When members feel like their needs were part of the design conversation from the start, they engage differently. They forgive more. They lean in. But when decisions are made behind the curtain, and the curtain never lifts, they disengage. Not because they’re grumpy, but because they feel powerless.This shift requires humility. It requires slowing down long enough to listen – and being brave enough to change direction when what you hear doesn’t match your assumptions.Here’s the mindset shift:Don’t ask, “How do we get members to appreciate and use what we’ve built?”Instead, ask, “What would we build if we were in their shoes?”<h2>What This Looks Like in Practice</h2>So how do we take these ideas and translate them into actual, everyday leadership decisions? It starts with shifting how we make choices - not just what we choose. Every policy, platform, and process is a chance to either remove friction or create it. Here are some practical ways to start closing the gap between your good intentions and your members’ lived experiences:<ul><li>Co-create instead of assume. Bring members into the room before decisions are made. Not just post-hoc surveys - real involvement in testing, choosing, shaping.</li><li>Walk their path. Map out the member journey, step by step. Try signing up, registering, renewing, finding key info. Where does it feel intuitive? Where does it feel like work?</li><li>Spot internal bias. Ask: Was this designed to make life easier for staff, or to create an easier and better experience for members? Sometimes it’s both. Often, it’s not.</li><li>Speak in their language. If your members are on WhatsApp, but you’re sending clunky HTML emails - they’re not ignoring you. They’re just not hearing you.</li><li>Design for trust, not just access. It’s not enough to offer a benefit. Members need to feel like the system is built to support them, not trip them up.</li></ul><h2>Quick Wins You Can Start Now</h2>Big strategic shifts take time. But that doesn’t mean you have to wait to make progress. Small, targeted changes can build momentum, signal intent, and start repairing the trust gap right now. These aren’t silver bullets - but they’re powerful nudges in the right direction:<ul><li>Create a Member Experience Council. A small, rotating group of diverse members who test things and give honest feedback. Gold.</li><li>Run a ‘Fix the Friction’ week. Invite staff to flag the top three processes members struggle with. Then rework them - fast.</li><li>Do a “secret shopper” audit. Ask someone who’s not familiar with your systems to go through your member experience. Watch what trips them up.</li><li>Re-onboard your current members. Most members don’t know what they have access to - or how to use it. Build a light-touch, re-engagement flow.</li><li>Start measuring experience, not just activity. Don’t just track clicks or attendance. Ask: Was this easy? Did this feel like it was built for you?</li></ul><h2>A Question To Consider</h2>It’s easy to fall into the rhythm of improvement-by-increment: tweak this, adjust that, launch a new benefit here, revise a process there. But sometimes, what’s really needed is not a tune-up - it’s a redesign. So let’s think bigger for a moment:If you had to rebuild your member experience from scratch - Would you build it the same way?Would your processes, platforms, touchpoints and tone all feel truly aligned with what your members actually need?And if not - what’s stopping you from starting that change now?&nbsp; &nbsp;

Why Are My Members So Ungrateful?

If you lead a membership organisation, here’s a truth you can’t afford to ignore:Your association's greatest asset you have is not your brand. It’s not your events. It’s not even your advocacy wins.It’s your members - and more specifically, the network of relationships between them, and what happens when those connections are mobilised toward a shared purpose.That network is your most under-utilised asset and your biggest competitive advantage. And most associations are barely scratching the surface of what it can do.<h2>Community Is Not a “Nice to Have”</h2>In too many boardrooms, community is treated like the soft stuff - a nice outcome if it happens, but not a top-line priority. It gets sidelined in favour of things that are easier to measure: revenue targets, event attendance, media hits.But here’s the shift: community is not an accessory to your work. It’s the infrastructure that makes everything else possible.Community is the structure and sense of belonging that comes from being part of a shared group, identity, or purpose. It’s the recognised “home base” - physical, digital, or cultural - where people know they belong and are connected by shared values or goals, even if they’ve never met.Without it, you are just a service provider with a database. Members dip in for what they need, then disappear.With it, you become a living, breathing network of people who trust each other enough to collaborate, defend one another, and move in the same direction when it counts.That’s when the organisation stops being a vendor and starts being a home. And homes are where people show up when there’s a crisis - or when there’s an opportunity to build something better.<h2>Collegiality: Your Hidden Engine of Speed and Scale</h2>While community gives you the container, collegiality is what fills it.Collegiality is the quality of relationships inside that community - the mutual respect, trust, and willingness to help each other. It’s not just friendliness; it’s professional solidarity, the confidence that if you reach out, someone will answer.It’s what turns members into allies.When collegiality is strong:<ul><li>Ideas move faster - Because the people who need to be in the loop are already talking to each other.</li><li>Solutions spread wider - Because there’s trust in the source, not just the message.</li><li>Opportunities are seized - Because no one is waiting for formal approvals before picking up the phone to make something happen.</li></ul>It’s collegiality that turns me into we. And we can tackle things I can’t touch alone.<h2>Shared Purpose: The Spark That Turns Energy Into Impact</h2>Community and collegiality are like stored energy - full of potential, but inert until something ignites it.That ignition is shared purpose. A goal that matters to everyone in the room, whether they’re fresh in the profession or decades deep.It could be:<ul><li>A threat that, if left unchallenged, would damage the sector's ability to operate.</li><li>A chance to set higher standards that elevate the reputation of everyone involved.</li><li>A once-in-a-generation opportunity to influence public opinion or policy in your favour.</li></ul>When the purpose is clear, urgent, and collective, members stop thinking like consumers and start behaving like owners. They bring skills, networks, and resources you could never buy - because the mission has become theirs, not just yours.<h2>Where Collective Power Finally Kicks In</h2>If your members aren’t already moving together with speed, influence, and conviction, it’s not because they don’t care. It’s because the conditions for mobilisation aren’t in place. Those conditions are:<ol><li>Strong relational glue - Members know each other, not just you. They have relationships worth risking their time and energy for.</li><li>Trusted spaces – Forums, gatherings, or platforms where they can speak honestly, share unfinished ideas, and debate without fear.</li><li>A galvanising cause – An issue or opportunity urgent enough to justify action now, not later.</li><li>A pathway to act – Clear, accessible steps with low friction and visible results along the way.</li></ol>Miss one of these, and the engine stalls.<h2>Making It Happen</h2>If you want to unlock the true power of your organisation, stop asking, “How do we get more members?” and start asking: “How do we connect the members we already have in ways that make it impossible for them not to act together?”That means:<ul><li>Investing in connection first, transactions second - Prioritise opportunities for members to meet, talk, and build trust before you push benefits lists or sales pitches.</li><li>Making collaboration the default - Build systems and cultures where it’s easier to work together than to go it alone.</li><li>Identifying the rally points - Name the issues, opportunities, or ambitions that matter enough to unite every “tribe” you serve.</li><li>Removing the friction - Give members tools, templates, and platforms that make taking action so easy they’d have to consciously opt out not to participate.</li><li>Celebrating action publicly - Show tangible results from collective effort so members see the power of their contribution and are hungry to do it again.</li></ul>Because the moment you create those conditions, you stop being a venue for networking and start being a vehicle for change - one that members will fight to protect, promote, and grow.

The Future Belongs to Associations that Mobilise

Last week I shared an article – “<a data-mce-href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D" href="https://www.linkedin.com/pulse/jobs-next-line-ai-disruption-belinda-moore-qajsc/?trackingId=7DAoO4tsQyOh79g0T5lrLw%3D%3D&amp;lipi=urn%3Ali%3Apage%3Ad_flagship3_pulse_read%3ByTGT36siQ9%2B1DhRVDrG4Cw%3D%3D">These Jobs Are Next in Line for AI Disruption</a>” – about a new <a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935">Microsoft study</a> showing how AI is transforming tasks, not entire roles. It sparked a lot of conversation, especially from association professionals asking: What does this mean for how we structure work within our own organisations?&nbsp;It’s a timely question. If AI is shifting what gets done, by whom, and how – then simply tweaking job descriptions won’t cut it. The way most associations are structured wasn’t built for this kind of change.We need a new way of thinking about how work is designed, delegated, and delivered. And that starts with shifting from a job-based lens to a task-based mindset.Associations can adapt by focusing on tasks over titles – and how this shift can make our teams more agile, efficient, and future-fit.Because if we want to adapt meaningfully (and sustainably) to the rise of AI, we need to stop asking “Which jobs are safe?” and start asking “Which tasks are shifting – and how can we respond?”<h2>The Problem with Job-Centric Thinking</h2>Traditional job descriptions bundle a range of tasks under one role – member services, comms, events, advocacy, admin, etc. That model worked well in a stable environment.But when AI can take over 20%, 40%, or even 60% of the tasks in a single role – and leave others untouched – job-based thinking becomes a liability. You end up either underusing people or asking them to do work that no longer makes strategic sense.A task-based lens, on the other hand, gives you flexibility. It lets you:<ul><li>Identify where AI can add value (e.g. first drafts, research summaries, customer support triage)</li><li>Free up human capacity for the things AI can’t do (e.g. empathy, strategic thinking, member engagement)</li><li>Restructure roles more creatively around outcomes, not titles</li></ul><h2>5 Ways Associations Can Apply Task-Based Thinking</h2><ol><li>Audit the Work, Not the Role. Start by mapping out what your team is actually doing – task by task. Forget the org chart for a moment. What work is being done? What’s repetitive, rules-based, or language-heavy (i.e. ripe for AI support)? What’s strategic, relational, or judgement-based (i.e. best left to humans)? This gives you a clearer picture of where AI can slot in now – and where it probably shouldn’t.</li><li>Unbundle Roles and Reimagine Workflows. Instead of “events coordinator does X,” think: “event content is drafted by AI, reviewed by the comms lead, and delivered by the events team.” Roles become more fluid, more collaborative, and more focused on where humans add the most value. This opens up space for professional growth too – less time spent doing admin, more time spent thinking strategically.</li><li>Test AI Against Real Tasks. Don’t guess. Take a few real, recurring tasks and run them through AI tools. Draft an event email. Generate a policy summary. Answer a routine member query. Track the output, refine your prompts, and assess the results honestly. Then share those learnings with the team. Transparency builds buy-in.</li><li>Reshape PDs and Recruitment with Tasks in Mind. When hiring or restructuring, describe roles in terms of outcomes and tasks – not fixed duties. “We’re looking for someone who can oversee our CPD strategy and lead member engagement – with the help of AI tools to streamline the admin and content creation.” It’s a more accurate reflection of the work… and it signals to candidates that you're future-ready.</li><li>Empower Staff to Rebuild Their Own Roles. The best ideas often come from the people closest to the work. Give teams permission to rethink how they work, what they own, and where AI could support them. Provide training, not just on tools, but on task design and workflow thinking. This builds confidence and helps people shift from “AI might replace me” to “AI can help me do this better.”</li></ol><h2>From Fear to Fit-For-Future</h2>AI can feel threatening – especially when it’s framed as a replacement for jobs. But when we break work down into its core tasks, a more empowering picture emerges. We start to see where humans shine. We start to design better jobs. We start to build more responsive, agile, and human-centred organisations.Associations are no exception. We are not immune from this shift – and we shouldn’t aim to be. The challenge is not to preserve roles exactly as they’ve always been, but to evolve them in ways that are smarter, more fulfilling, and more strategic.So here’s the question: Are you adapting your structure around the jobs you hired for five years ago – or the tasks you need to deliver tomorrow?Because that’s where the future of association work is heading. And the organisations that get there first won’t just be more efficient – they’ll be better at delivering real value, to members and staff alike. &nbsp;

Why Associations Need to Rethink How The Work Gets Done

Change in associations rarely fails because of strategy. It fails because of people.We don’t like to admit that. It’s much easier to focus on the vision slides, the project plan, the rebranding timeline. But every major change – whether it’s a membership restructure, a merger, or shifting to digital-first delivery – comes with a messy human dimension.And here’s the thing: people’s emotional journey through change is not random. It follows a pattern that’s been observed for decades – one that’s far more predictable than most realise.<h2>Why the Kübler-Ross Change Curve Matters Now</h2>First introduced to describe the five stages of grief, the <a data-mce-href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/" href="https://www.ekrfoundation.org/5-stages-of-grief/change-curve/">Kübler-Ross model</a> was later adapted by change management practitioners to map the emotional journey people experience during organisational transitions. The Kübler-Ross Change Curve adds stages like Shock at the start and Experimentation before final Acceptance – reflecting the reality of workplace change.Today, associations are facing change on an unprecedented scale. It is constant, and the pace is accelerating. Leaders are asking members, boards, and staff to respond to economic pressures, AI-driven service expectations, generational shifts in leadership, and evolving definitions of “value for membership.”In such a climate, understanding the change curve isn’t just an academic exercise – it’s a practical map for steering through the emotional turbulence that change inevitably creates.The Kübler-Ross Change Curve for organisational change typically runs like this:<ul><li>Shock – The initial “This is happening?” moment. In associations, this often shows up when members hear about a big dues restructure or when staff learn their roles will change. Even if the news isn’t objectively bad, it disrupts expectations.</li><li>Denial – “It won’t really affect me.” Members might believe they can ignore the change and carry on as before. Staff may assume the strategy will quietly fade like last year’s initiative.</li><li>Frustration/Anger – “Why are we doing this?” Here’s where energy spikes – but negatively. In boardrooms, you’ll hear “We tried that before and it didn’t work.” In staff teams, resistance surfaces in subtle slowdowns or outright pushback.</li><li>Depression/Low Energy – “Maybe this is the end of the good times.” The most dangerous phase for an association. Morale dips, volunteers disengage, and membership satisfaction wobbles. Leaders often panic here – but this stage is a normal part of the process.</li><li>Experimentation – “Maybe I’ll try the new system.” This is the first sign of upward movement. People begin testing the new approach, exploring how it might work for them.</li><li>Acceptance &amp; Integration – “This is just how we do things now.” The change is embedded. The focus shifts from surviving it to making it thrive.</li></ul><h2>Where Leaders Often Misjudge the Curve</h2>Most association executives underestimate three things – and each of these can quietly derail even the best-planned change.<ol><li>How long the middle dip lasts. The “Valley of Despair” between frustration and experimentation is not a bad day or a bad week – it can last for months if left unmanaged. During this time, motivation drops, enthusiasm for the vision fades, and even high performers may disengage. Leaders who assume the curve will naturally “bounce back” risk losing volunteers, members, and staff momentum permanently.</li><li>How differently groups move along the curve. Your early adopters – often younger members, innovation-minded staff, or sector disruptors – might be experimenting enthusiastically while your most loyal, long-standing members are still stuck in denial. And because those long-standing members often hold influence and social capital, their emotional position can shape the mood of the whole community.</li><li>Misreading silence as acceptance. Just because someone stops voicing frustration doesn’t mean they’ve moved forward – they may simply have disengaged. The absence of noise can hide the slow erosion of commitment.</li></ol> Ignoring these truths creates a dangerous mismatch between leadership expectations and stakeholder reality. Leaders push ahead expecting alignment, while large parts of their community are still wrestling with loss, uncertainty, or mistrust. The result? Initiatives stall, goodwill drains away, and the change effort gets remembered as “the time they tried that and it didn’t work.”<h2>Leading Through the Curve</h2>Knowing the theory is one thing – leading people through it is another. The change curve isn’t a poster you stick on the wall; it’s a guide you work with daily, adjusting your approach as people move (or stall) along it. Here are four ways association leaders can turn the model from a diagram into a practical leadership tool that gets everyone to the other side of change with more energy – and less fallout:1. Name the stage openly. You don’t need to mention Kübler-Ross by name, but you can say, “I know this feels uncertain right now – that’s normal. We’re in the messy middle of the transition.” Normalising reactions helps people move forward.2. Customise support for each stage:&nbsp;* Shock: Prioritise clarity – explain what’s changing and why.&nbsp; *&nbsp;Denial: Share evidence of urgency – why “no change” isn’t an option.&nbsp; *&nbsp;Frustration: Create safe forums for venting and listening.&nbsp; *&nbsp;Depression: Reconnect people with purpose and small wins.&nbsp; *&nbsp;Experimentation: Provide low-risk pilots and resources.&nbsp; *&nbsp;Acceptance: Celebrate successes publicly.3. Mind your own curve position. As a leader, you may be in acceptance months before your members are. Resist the urge to rush them. Your patience will pay dividends.4. Use champions strategically. Board members, influential volunteers, and respected staff can model experimentation and acceptance earlier – helping pull others forward.<h2>The Rewards of Getting it Right</h2>When leaders understand and actively manage the change curve, they don’t just get smoother transitions – they build long-term resilience. Members feel heard. Staff feel supported. The association proves it can adapt without losing its identity. And crucially, your community learns that change isn’t something to fear, but a sign of life.It also strengthens trust – because people remember not just what you changed, but how you led them through it. Handling the emotional side of change with clarity and empathy shows that the leadership team values relationships as much as results. That reputation pays dividends long after the specific project ends.And here’s the bigger win: once members and staff have successfully navigated one change with you, they become far more open to the next. The first curve might feel like climbing a mountain; the second feels more like walking a well-marked trail. Over time, your culture shifts from resisting change to expecting and embracing it.In an era where associations must evolve faster than ever, that cultural readiness isn’t just an advantage – it’s survival.

From Shock to Acceptance: Guiding Your Association Through Change

Across the world, many associations are quietly dying.Not with a bang – but with a slow fade. A creeping irrelevance. A loss of energy, clarity, and purpose. They still hold meetings. They still run conferences. But the spark is gone. And most don’t even realise it’s happening – until it’s too late.Sound extreme? It’s not. It’s history.There’s a centuries-old pattern playing out in boardrooms, strategy sessions, and member communities right now – one that mirrors the rise and fall of civilisations. It’s called the empire cycle, and once you see it, you can’t unsee it.Originally used to explain how great empires grow, peak, and decline, the cycle has startling relevance for associations. It offers not just a lens to diagnose where you are – but a wake-up call for what comes next.Because the truth is, if your association is stuck, stagnant, or slowly slipping into comfort… you may already be deep in the cycle.Let’s break it down.<h3>📜 Where the Empire Cycle Comes From</h3>The “empire cycle” isn’t just an abstract metaphor. It was introduced by British historian (and former army officer) Sir John Glubb in his 1976 essay <a data-mce-href="https://people.uncw.edu/kozloffm/glubb.pdf" href="https://people.uncw.edu/kozloffm/glubb.pdf" target="_blank" rel="noopener">The Fate of Empires and Search for Survival</a>. After studying over 3,000 years of history, Glubb identified a striking pattern: civilisations as different as the Roman, Persian, and British empires all followed a similar trajectory over an average of 250 years.Each began with passion and pioneering energy. They grew, flourished, and became dominant forces. But eventually, they softened. Internal strength gave way to external appearances. Purpose gave way to comfort. And decline followed.He mapped this decline in seven distinct stages:<ol><li>🌱 The Age of Pioneers (Outburst). The raw, courageous beginning. This is the stage of sacrifice, risk-taking, and bold vision. Empires (and associations) are built by those who say, "There has to be a better way," and then commit everything to making it real.</li><li>🛡️ The Age of Conquests. Now the empire pushes outward – expanding reach, establishing influence, and building foundations. Not always through war; often through influence, alliances, and movement-building.</li><li>💼 The Age of Commerce. Stability brings prosperity. Trade, wealth, and structure rise. But so does complexity. Systems are formalised, and roles are professionalised. The momentum continues, but the mission becomes more managed.</li><li>💎 The Age of Affluence. With wealth and comfort comes a softening of drive. Luxury and reputation replace hunger and hustle. Risk is avoided. Maintenance replaces movement.</li><li>🧠 The Age of Intellect. Now come the debates, white papers, and think tanks. Intellectual activity flourishes, but it often disconnects from meaningful action. The system becomes self-referential.</li><li>😬 The Age of Decadence. Courage gives way to cynicism. Civic duty fades. Infighting grows. Energy is spent defending tradition, not pursuing purpose. Everything slows down.</li><li>🏩 The Fall. Collapse comes – sometimes suddenly, sometimes through slow erosion. The causes vary, but the pattern is predictable. And for many, it comes as a shock.</li></ol><h3>🧭 The Empire Cycle: How It Shows Up in Associations</h3>Here’s how Glubb’s seven-stage model plays out in the life of an association:<ol><li>🌱 The Age of Pioneers: Purpose Ignited. Every great association starts with a group of passionate people who see a gap and say, “We have to do something.” It’s raw, grassroots, and driven by purpose over process. Budgets are tiny, but belief is huge. Signs: Founders with fire in their bellies. Rapid early growth. Everything feels mission-first and member-powered.</li><li>📈 The Age of Growth: Momentum Builds. The association gains traction. Formal structures appear. Systems are implemented. Events begin. Membership expands beyond the original core. Signs: Strategic plans, national visibility, early staff hires, steady revenue growth.</li><li>💰 The Age of Prosperity: The Golden Era. The association becomes a known and trusted leader. Advocacy wins stack up. Conferences thrive. It’s stable, respected, and professionally managed. Signs: Surplus budgets, high-profile partnerships, polished branding, pride in legacy.</li><li>🛋️ The Age of Affluence: Comfort Creeps In. Success breeds comfort. Legacy programs linger. Risk aversion sets in. Innovation slows. The original mission may still be on the wall, but it no longer drives decisions. Signs: Bureaucracy increases. “We’ve always done it this way” becomes a default response. New ideas stall in committees.</li><li>🤔 The Age of Intellect: Strategy Over Substance. More talking, less doing. Committees multiply. Reports and strategy decks abound, but bold action is rare. Members disengage as the organisation focuses inward. Signs: Over-reliance on consultants, endless planning cycles, disconnect from frontline member experience.&nbsp;</li><li>⚠️ The Age of Decadence: Decline in Disguise. The brand may still hold weight, but the engine is sputtering. Internal conflict rises. Staff burn out. Younger members don’t see the relevance. Yet from the outside, things still look fine. Signs: Falling engagement, stagnant offerings, declining trust, reliance on reserves.</li><li>🏚️ The Fall: Obsolescence or Collapse. Some associations fade quietly. Others collapse more suddenly – through failed governance, financial crises, or an external disruption that finds them unprepared. Either way, the fall usually feels “sudden”… even though the warning signs were there for years.</li></ol>But here’s the twist: the fall usually comes as a shock to those inside – because they’ve mistaken legacy for relevance.<h3>&nbsp;🔄 Can the Cycle Be Broken?</h3>Yes – but not by accident.&nbsp;The empire cycle is a pattern, not a prophecy. And associations, unlike empires, have something powerful on their side: conscious leadership. If you can recognise where your association sits on the cycle, you can choose to renew rather than decline. That means:<ul><li>Reconnecting with your founding purpose</li><li>Replacing bureaucracy with responsiveness</li><li>Daring to innovate before decline forces you to</li><li>Involving members in shaping value, not just consuming it</li><li>Making hard calls about legacy programs that no longer serve</li></ul>Renewal doesn’t mean starting over. It means returning to what made you relevant in the first place – with fresh eyes and renewed courage.<h3>💬 Which Stage Are You In? </h3>Every association is somewhere on the cycle. The question is: where? And more importantly – what are you doing about it?&nbsp;If your strategy isn’t shifting behaviour, if your members are disengaging, or if your board is avoiding hard calls, you may be closer to decline than you think. But here’s the good news: the early stages are always available to those with the courage to act.Let’s not just study history. Let’s learn from it – and lead through it.<h3>📣 Thinking About Your Strategic Direction? Let’s Talk.&nbsp;</h3>If your association is at a crossroads – or you suspect it might be deeper in the cycle than you’d like to admit – now is the time to act. Whether you’re planning a reset, refreshing your member value proposition, or overhauling your strategy entirely, I’d be glad to help you make sense of the path ahead. I work with associations of all shapes and sizes to navigate complexity, realign with purpose, and reignite momentum. If that’s what you need right now, let’s start the conversation. 📧 <a data-mce-href="mailto:belinda@smsonline.net.au" href="mailto:belinda@smsonline.net.au" target="_blank" rel="noopener">belinda@smsonline.net.au</a> 📞 +61 (0) 413 190 197You don’t have to wait for a crisis to do something bold. Sometimes all it takes is the right nudge at the right moment. This might be yours.

The Hidden Pattern That Explains Why Associations Rise, Stall, and Collapse

The AI conversation is growing louder. But AI isn’t reshaping the world equally. Some professions are being transformed at lightning speed, while others are barely touched. And the organisations best placed to help industries navigate that uneven impact? Associations.A new study from Microsoft titled “<a data-mce-href="https://arxiv.org/pdf/2507.07935" href="https://arxiv.org/pdf/2507.07935" target="_blank" rel="noopener">Working with AI: Measuring the Occupational Implications of Generative AI</a>” offers the most in-depth real-world insight we’ve seen yet. It examined over 200,000 AI interactions across 14,000 users from a diverse range of sectors and roles.The takeaway? How AI impacts you depends entirely on what you do – and that means every association must understand its unique risk and opportunity profile.&nbsp;And if your association isn’t leading the AI conversation in your industry, someone else will. And your members will follow them.<h3>🎯 AI Isn’t Coming for “All Jobs” – Just Some Tasks in Some Jobs</h3>The study took a practical approach: instead of asking experts to speculate on AI’s future impact, it analysed how real people across occupations are already using AI. And what it found is sobering and strategic. AI is being used for five core tasks across industries:<ul><li>Writing and editing</li><li>Summarising or explaining</li><li>Coding and technical support</li><li>Teaching and coaching</li><li>Translation or transcription</li></ul>The more a role involves these types of work, the more susceptible it is to disruption (or enhancement) from generative AI.<h3>🔍Industries Most Impacted by AI</h3>Based on real-world usage, here are the occupations and sectors most exposed to generative AI – where it's not just being tested, but integrated into daily workflows:High Impact / High Exposure Industries:<ul><li>Computer &amp; Mathematical Professions: Software engineers, data scientists, systems analysts</li><li>Office &amp; Administrative Support: Executive assistants, scheduling clerks, customer data entry</li><li>Sales &amp; Customer Support: Inside sales, technical sales, customer service reps</li><li>Writing, Editing &amp; Content Development: Copywriters, editors, communications professionals</li><li>Translators &amp; Interpreters: Particularly for written or simultaneous translation</li><li>Education, Training &amp; Coaching: Learning designers, tutors, knowledge managers</li><li>Legal Support &amp; Analysis: Paralegals, legal researchers, compliance documentation</li><li>Marketing &amp; PR: Content marketers, SEO specialists, media advisors</li><li>Financial Services: Budget analysts, insurance underwriters, auditors</li></ul>Moderate Impact – Partial Task Replacement:<ul><li>Medical Records &amp; Billing</li><li>Journalism &amp; Media</li><li>Human Resources &amp; Recruiting</li><li>Real Estate &amp; Property Management</li></ul>Low Exposure / Low Current Impact:<ul><li>Construction &amp; Trades</li><li>Nursing Support &amp; Patient Care</li><li>Hospitality &amp; Food Services</li><li>Transport &amp; Logistics (manual roles)</li><li>Machinery Operators &amp; Installers</li><li>Agricultural Labour</li><li>Early Childhood Education (practical care)</li></ul>These “low exposure” sectors involve manual tasks, physical dexterity, on-site presence, or emotional labour where AI either struggles or is simply not fit for purpose… yet.<h3>🧭 What Should Associations Do?</h3>This is not a spectator sport. Associations are ideally placed to convene, educate, regulate, and lead their industries through this transformation. Here’s what that looks like:1. Understand Your Sector's AI Exposure<ul><li>Conduct a task-level review: which member roles involve high AI-applicable tasks (writing, summarising, teaching)?</li><li>Run a pulse survey: how are members currently using tools like ChatGPT, Claude, or other platforms?</li><li>Don’t generalise – AI’s impact differs even within sectors (e.g. marketing assistant vs event coordinator).</li></ul>2. Create an AI-Readiness Roadmap for Members<ul><li>Offer webinars and CPD on prompt engineering, AI ethics, productivity gains, and risk management.</li><li>Develop toolkits that help members navigate tool selection, internal policy, and client expectations.</li><li>Publish sector-specific position papers or guides outlining likely changes, opportunities, and up-skilling pathways.</li></ul>3. Advocate for Sensible AI Governance<ul><li>Lobby for regulation that protects jobs without stifling innovation.</li><li>Work with educators to future-proof qualifications and training programs.</li><li>Ensure your sector’s voice is heard in public and political conversations on AI.</li></ul>4. Experiment Internally – Model the Change<ul><li>Use AI in your own operations: member service, policy drafting, marketing content.</li><li>Pilot use cases and transparently share results with members.</li><li>Develop internal ethical guidelines to maintain trust while increasing efficiency.</li></ul>5. Support Emotional Readiness, Not Just Skills<ul><li>AI anxiety is real – especially in sectors where roles are clearly threatened.</li><li>Create safe spaces for discussion: think forums, roundtables, or anonymous surveys.</li><li>Help members reframe AI from job-replacement to task-transformation.</li></ul><h3>🛠 Associations Must Lead the Charge</h3>The AI wave is crashing differently on every shoreline. Associations can’t afford to wait and see. They must: Understand their sector’s exposure; Educate and support members early; and Drive the conversations that shape fair, smart, and practical adoption. This is about leadership in its truest form. Not just adapting your own organisation – but helping an entire profession or industry evolve responsibly.Whether you're representing education, engineering, animal health, finance, design, policy, or events – the question isn’t if AI will change your profession. The question is: Will your association lead that change – or chase it?<h3>🪄Need Some Help?</h3>Want some support on your AI journey? Contact <a data-mce-href="mailto:Julian@smsonline.net.au" href="mailto:Julian@smsonline.net.au" target="_blank" rel="noopener">Julian Moore</a> to find out how we can help you lead the way for AI in your sector.&nbsp;

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