More than 250 years later, the principle of 'no taxation without representation' from the American Revolution still holds true: How could members be expected to engage, contribute, or pay their dues if they do not feel represented by the leadership of their association?

🚀 Measurable progress: While we still face gender gaps in leadership, tangible advancements have been made in the number of women holding leadership roles in different industries, and in particularly in the non-profit sector. [2] In 2020, it was difficult to find experienced women in high-ranking positions like Secretary General or President. Today, this is no longer a challenge. On the contrary, the number of competent, confident, and impactful women from various backgrounds at the top is glaringly obvious.

🐌 Yet to tackle: At the same time, representation is not solely determined by nationality, gender, or occupation. We need representation through diversity of thought, not (just) diversity of physical makeup. Associations are also still struggling when it comes to other factors such as educational background, ethnic background and age. To give an example: I’ve just been in a conversation where an excellent candidate for an association leadership position was dismissed as “simply too young”.

Change may not always start at the top, but it won’t go far without the support of key decision-makers. Leadership buy-in is essential for securing the necessary resources, and providing the necessary support, influence, and decision-making power to drive meaningful change within an association. To do so, leaders need to possess the necessary knowledge to comprehend the proposed changes fully. This means understanding the rationale behind the initiative, its potential impact, and how it aligns with the organization's strategic objectives.

🚀 Measurable progress: On the secretariat level, the race for talent and the changing demands of a younger workforce require associations to create safe, positive, and inclusive workplaces. I also witness more board members – often sensitized through discussions in their ‘day job’ – being aware of the importance of diversity and inclusion when identifying new candidates for governance positions. For example, the president of a global association in the financial sector asked me whether it was still ‘legal’ not to have a woman on the board. A clear sign of DEI awareness and concern – albeit maybe not of a full understanding of the positive impact of DEI in decision-making and engagement. 

🐌 Yet to tackle: And this – the rationale for promoting DEI – still remains to be addressed. While many understand that only diverse and inclusive associations can truly fulfill their role as the voice of their diverse sectors and communities – others are still stuck in outdated misconceptions. For example, a high-flying PA executive was recently appointed as advocacy chair of an association I work with ‘because it would be nice to have a female chair’ – and she was the only woman in the group. You can imagine how flattered she was by this show of trust and respect. We must advocate for strategic DEI not just because it is fair or expected, but because it ultimately makes us better by being more engaging, representative, innovative, and impactful. To retain talent, associations should strive to be inclusive and supportive employers that reward and nurture talent regardless of background.

Amidst market disruptions and growing competition from new partnerships and temporary collaborations, member engagement is the key to creating a compelling return on membership (ROM). Research clearly shows that prioritizing member engagement leads to positive outcomes, such as tangible increases in renewals. In today's data-driven world – and with the potential of AI at our fingertips – associations must move away from a one-size-fits-all approach to member engagement and instead recognize the diverse needs and perspectives of their members in order to truly represent their sector effectively.

🚀 Measurable progress: Most associations that prioritize government relations and advocacy have realized that the strength of their voice is directly related to the number of stakeholders they can convincingly claim they represent. They also know that advocacy requires collaboration between organizational leaders, member experts, and national influencers to effectively address issues on the different geographical and political levels. In the last four months alone, I have helped several associations strengthen their communication working groups in order to maintain open dialogue with their members. Dialogue is only possible through honest engagement – sending templates for redistribution just doesn’t hack it.

🐌 Yet to tackle: Should we focus on sending bi-weekly alerts or quarterly newsletters? Are we better off investing in a dynamic member platform or holding weekly meetings with the Secretary-General? Many organizations are struggling to effectively communicate with their diverse members, leading to certain voices being marginalized, while others are frustrated by the avalanche of seemingly irrelevant information. How many associations have been frustrated by their newsletter open rates? How many members have pushed association updates to the bottom of their 'to-read' list? This is where strategic DEI, along with Artificial Intelligence, can assist us in facilitating meaningful exchanges and ensuring that information is both relevant and inclusive.

In conclusion, the arguments for implementing a strategic DEI in associations have been effectively made by a multitude of voices over the past five years. We no longer have to waste time discussing if it is necessary, and can focus on how to make it happen.

1. DEI plays a crucial role in attracting and retaining members, volunteers, and talent within associations. It creates a diverse and inclusive environment that appeals to those passionate about acting as the united voice of a sector or community. 
   
   
2. Research has shown that diversity leads to better decision-making by bringing a range of perspectives and innovative solutions to the table.
   
   
3. Prioritizing DEI also fosters member engagement, allowing associations to speak with authority as the collective voice of their sector.

Member growth, talent retention, innovation, and impactful advocacy are surely on the top ten list of every association leader – therefore, DEI should also be at the forefront of their agenda.