7 Measures of Success: What Remarkable Associations Do That Others Don’t—the landmark Center for Association Leadership research and bestselling ASAE book—was always intended to frame and stimulate discussion. Yet, as one member of the original project’s research task force put it last month, she never dreamed that nearly two decades later, association thought leaders would gather to apply a today-and-tomorrow lens to a facilitated discussion of the disciplines outlined in the research.

Such is the lasting nature of the research, because her never-dream became reality June 17, when 30-plus members of the association community came together in Chicago for that conversation. Actually, 7 Measures was as much springboard as framework for the discussion convened by the ASAE Research Foundation, hosted by the Association Management Center, and sponsored by Louisville Tourism. A second, similar foundation summit will be convened September 10 in Washington, D.C.

The World Café-style dialogue, facilitated by Paul Borawski, FASAE, CAE, was wide-ranging. Yes, it was about the lessons that the 7 Measures framework can still reveal. But it was equally so about the challenges of a fast, complex operating environment and the capacities and capabilities that are needed. And that’s the point. The research foundation, with leadership from a 7 Measures task force, is digging into perspectives to inform research and resources that will support organizational excellence.

The intentionally divergent dialogue yielded a bunch of insights and no decisions, again by design. Here are seven outtakes. No, these are not seven new measures of success. No, they are not all of the insights from the day. And no, the order does not reflect importance or sequence—but they give the flavor of the idea harvest and, perhaps, some inkling of content to be captured in a forthcoming ASAE Research Foundation white paper.

1. It’s down to governance. Governance is the crucial underpinning. But do the structures, competencies, strategic acumen, and agility found in most boards serve well in an environment characterized by disruption, speed, and competition? Arguably, the answer is that little else will have the desired impact if governance is not addressed.
2. Time for a chief influencer? CEOs’ jobs get harder by the minute, in light of rapid change, ever-increasing pressure to move the needle, and other challenges. 7 Measures called the CEO a broker of ideas, but the executive is also a broker of relationships, resources, and risks in a complex ecosystem. Positive, thoughtfully applied influence is probably a fair way to characterize a crucial capability.
3. One customer doesn’t set the rules. A customer service culture is still vital, but a dialogue with a singular customer—the member—is too limiting. Advancing the mission demands a broader view of the audience and stewardship of relationships. Further, overreliance on member input can create vulnerabilities, like scope creep. Reconciling broader stakeholder and business intelligence with decision making remains crucial.
4. Data drives decisions. Except that it doesn’t always. Granted, technology enables more and better information about customers and behaviors, but too often, humans default to emotions, making for decisions that drive less-than-optimal results (see number 1). Further, while data must inform, it mustn’t hamper agility, say thought leaders (see number 5).
5. Bring the A(s) game. That’s anticipation and agility. 7 Measures emphasized that remarkable associations were devoted to constant dialogue and exchange with their customers, which informed their offerings. There’s still something to that, but delivering value favors anticipatory capacity and the agility to innovate, iterate, and rapidly operationalize.
6. DEI must be integral. The notion that DEI is integral to all we do was a thread in Chicago. DEI sometimes falls flat when viewed as another thing to do. But the magic is in an integrated approach. People are core, and every perspective is an opportunity.
7. It’s the people, it’s the culture. Upskilling, reskilling—what are the competencies of an association workforce that can drive excellence? No doubt, the requirements have evolved. How will the association community cultivate a supportive culture that maximizes the abilities and development of that workforce? In Chicago, there was no doubt: People remain the key ingredient of winning association work, and culture—the entire culture—is the makes the mix.