Join
AES
Join
AES
Contact
Us
Contact
Us
Why Association Boards Struggle
Associations are unlike many other not-for-profit organisations. They are governed by their constitutions, with Boards or Committees typically made up of elected members. These volunteer leaders are tasked with day-to-day decision-making and governance—responsibilities that directly impact the health and sustainability of the organisation.
Even though many associations are small, often with fewer than 20 staff, they play a critical role in delivering services to their members. To remain viable, associations must be run with the same discipline as a for-profit enterprise. “Not-for-profit” does not mean “no profit.” Rather, it means that any surplus should be reinvested into the infrastructure, programs, and long-term future of the organisation.
Yet, despite their best intentions, volunteer Boards often struggle. Many lack the governance experience or sector-specific skills to effectively manage an association. Even highly successful business owners who serve on Boards can stumble when applying commercial solutions in a membership-based context. Too often, decisions driven by individual experience rather than collective governance lead to costly mistakes.
A Case in Point
Consider one association that needed to upgrade its website and CRM platform. Association Executive Services (AES) was engaged to conduct a needs analysis and provide recommendations. Despite expert advice, a single Board member persuaded the group to pursue an alternative, untested solution. The result was disastrous—poor functionality, failed implementation, and ultimately, a costly return to the original recommendations.
This is not an isolated example. It highlights a deeper issue: governance in associations is complex, and without the right structures, Boards can easily lose focus, waste resources, and damage member trust.
Why Governance Needs an Upgrade
Recognising these challenges, many associations now co-opt external members with specialist skills to strengthen their Board. While this helps diversify the skill base, it does not always solve the fundamental issue of how Board meetings are conducted.
The real test lies in the Boardroom itself. Meetings often:
When the President, who already carries the weight of leadership, also chairs the meeting, the pressure to balance governance, member expectations, and business oversight can be overwhelming.
So, what’s the solution?
The Case for an Independent Chair
There is a growing trend toward appointing an external, independent Chair for Board meetings. Unlike the President, who represents the association, the independent Chair’s role is to:
The independent Chair does not replace the President. Instead, the Board formally empowers the Chair—through resolution—to manage meetings. This separation of roles creates balance: the President focuses on representing the organisation, while the Chair ensures governance processes run smoothly.
A Pathway to Stability and Sustainability
For associations aiming to be profitable, sustainable, and trusted by their members, effective governance is not optional—it is essential. Appointing an independent Chair is a simple but powerful step toward ensuring:
The Independent Chair should not a Volunteer Role
How AES Can Help
At Association Executive Services, we have extensive experience in supporting volunteer Boards to perform at their best. Our Board Chair service provides skilled, independent leadership for meetings, helping Boards stay disciplined, effective, and aligned with their governance responsibilities.
If your association is facing challenges—or you simply want to raise the standard of your Board’s governance—consider appointing an independent Chair.
One of the main revenue streams for many associations is their annual or biannual conference. Anyone who has planned one knows that securing sponsorship is often the most time-consuming and frustrating task.
Hiring a consultant for a specific task is fundamentally different from engaging one to drive organisational transformation.
Boards often recognise the need for change when membership stagnates, governance weakens, strategy stalls, or momentum declines. Engaging a
consultant at this point is a sound decision.
We’re seeing a growing trend. More and more groups are reaching out to start new associations.
In most cases, the reason is the same: "Our current association isn’t delivering."
That may well be true. Starting a new association is a serious commitment, not just a reaction. Let me be clear:
How we help membership based, not-for-profit associations now and into the future.
