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By Nick Koerbin
Congratulations if you have been appointed as the new CEO of an Association or not-for-profit Organisation.
As an association leader, I have had the opportunity to be appointed to this role several times, and I am happy to share a few lessons
learned during this early time to help you succeed in your new role.
Here are some actions I made in the first four months that have worked for me.
😎 One of the first crucial steps I recommend is scheduling individual meetings with all staff, including contractors. This is an
opportunity to understand their roles, appreciate their contributions, assess the existing systems, and identify any areas of concern or
frustration.
😎 Meet with the President to discuss the Board's objectives and how you can assist the President in managing the board's day-to-day
challenges.
😎 Determine if the Board has an active strategic plan that is being used during its meetings. If not, start developing a strategy to
introduce the strategic planning process to the Board.
😎 Find out who in the membership or others that influences the sector or association. Meet with them and ask them how the association
could improve. You may find that no one has listened to them in the past, and they may have important information to share.
😎 Identify critical sponsors and stakeholders and schedule a meeting by introducing yourself and identifying their needs.
😎 As the newly appointed CEO, your role in this process is crucial. Your decisions will directly impact the organisation's success,
demonstrating the value and organisation of your position.
😎 You must dedicate the first four months to truly understanding the organisation. This includes meeting with key staff, building a strong
relationship with the President, and, most importantly, allowing members, volunteers, and staff to share their organisation's understanding.
It will help you make informed decisions and build stronger organisational relationships.
Most association leaders face a persistent challenge: growing and retaining members. It’s not uncommon to hear stories of
members who join for a year, drop off, and then rejoin two years later. While this cycle may seem harmless, it carries hidden costs—such
as staff time, marketing expenses, onboarding resources, and software overhead—that
can quietly drain your association’s budget.
Running an association or not-for-profit (NFP) is no small feat. Whether you're leading a professional body, a community group, or a
national peak organisation, one question always lingers:
“How do we know we’re doing well?”
It’s a fair question—and an important one.
How we help membership based, not-for-profit associations now and into the future.
