Navigating a New World Order: Preparing Our Boards for What’s Ahead
At this year’s ASAE Annual Meeting, I had the opportunity to attend a session that struck at the heart of what many of us are grappling with as association leaders. Richard Yep, Global Principal at Vetted Solutions, led “Navigating and Explaining a New World Order to Your Board.” His message was clear and urgent: the pace of change today requires us to prepare our boards differently than we have in the past.
Preparing for the Unknown
Richard opened with a simple but memorable symbol: three dots. It represents what comes next, the unknown that is always waiting for us. As association professionals, we cannot afford to wait until disruption arrives. Our role is to anticipate it, prepare our boards for it, and help them think strategically about how our organizations should respond.
The tools Richard shared were both practical and essential. Scenario planning, political risk analysis, and risk matrices can help us bring structure to uncertainty. What resonated most with me was his reminder that these tools are not one-time exercises. To be effective, scenario planning must be dynamic, updated regularly, and informed by perspectives across the organization.
The Forces We Cannot Ignore
The session highlighted the wide range of external forces that require our attention. Shifting public policy at both the state and federal levels can alter advocacy priorities overnight. Global changes such as climate disruption and supply chain fragmentation are reshaping the industries we serve.
At the same time, cultural changes are challenging the traditional association model. Younger generations are less inclined to join, and non-traditional competitors are offering new kinds of value. These realities are uncomfortable, but we need to bring them into the boardroom if we expect our organizations to stay relevant.
Richard reminded us that we already have proof of how quickly disruption can occur. COVID-19 forced us to reinvent operations in days. Political shifts during the Trump administration changed the rules of the game for many. The lesson is simple: change is constant, and our boards need to be ready for it.
Elevating Board Conversations
One of my biggest takeaways was the need to elevate the conversations we are having with our boards. Too often, discussions get bogged down in operational details. Richard encouraged us to summarize discussions into clear actions, assign responsibilities, and keep the focus where it belongs: on strategic adaptation and mission success.
He also pointed out that many boards do not fully grasp the speed or scope of change. That disconnect makes it hard for them to engage constructively in discussions on risks and opportunities. It is our responsibility as executives to close that gap by providing context and leading with data rather than anecdotes. Presenting risks with credible trend data and analysis prevents us from sounding alarmist and builds the trust needed for meaningful decisions.
Bringing Rigor to Risk Management
Richard’s call to apply investment-level rigor to risk management was especially compelling. Boards are accustomed to treating financial portfolios with systematic care, and that same discipline should be applied to political, competitive, and operational risks.
Risk should not be a topic we reserve for emergencies. It belongs on every board agenda. By normalizing those conversations, we can make risk management a routine part of governance and ensure our organizations are better prepared.
Flexibility and Opportunity
Another insight I valued was the need for flexible governance. Rigid bylaws and slow decision-making processes can leave organizations unable to act when change happens quickly. Boards must empower staff to make timely, informed decisions, while the board itself stays focused on its strategic role.
Richard also reminded us that risk management is not only about defense. In many cases, disruption creates opportunities. Organizations that leaned into crisis found ways to serve broader communities, grow revenue, or strengthen their position in the market. Proactive risk management can open doors we might otherwise miss.
Trust as the Foundation
Everything Richard shared came back to trust. Member trust, stakeholder trust, and public trust are at stake when associations are seen as unprepared or reactive. By educating our boards, grounding discussions in data, and anticipating change, we strengthen the credibility that keeps our organizations relevant.
For me, this was a reminder that our role as executives is not just to manage operations but to help boards see the bigger picture. When we do that, we give them the tools to steward both the present and the future of our associations.
Final Reflections
Leaving this session, I felt encouraged and challenged. Encouraged because Richard provided practical tools that any of us can start applying right away. Challenged because the pace of change is relentless, and it is clear that old approaches will not carry us forward.
As association leaders, we must integrate risk discussions into every board meeting, lead with data, empower flexible governance, and help our boards stay focused on strategy. Most importantly, we need to remember that risk management is not only about preventing loss but also about positioning our organizations to seize opportunities.
This session was a valuable reminder that preparation, communication, and adaptability are the true foundations of leadership in today’s environment. Someone once said, “Change is slow, until it isn’t”—it’s up to us to lead the way.
