This article was first published in the CSAE's Association Magazine. The original article can be accessed here.
The Chinese proverb says the best time to plant a tree was 20 years ago. The next best time is today. For associations, that tree is a long-term vision, and it’s the best way to sustain momentum in a world on fire.
In an era defined by constant change, where the "PEST" (Political, Economic, Social, Technological) environment for most associations is perpetually on fire and largely outside of your control, it’s a natural reaction to retreat. We pull back, we focus on the short-term, and we react to the most immediate threats.
For associations, this looks like a strategy of short-termism: a tactical, checklist approach to engagement that leaves you competing for micro-attention with platforms like YouTube and LinkedIn. It’s a logical response to a speeding-up world, but it’s a risky one. It leads to disengaged members, a lack of differentiation, and a loss of the unique value that associations are purpose-built to deliver.
The cost of this short-term thinking is steep. Associations are falling into a trap, competing in a crowded attention economy where they simply cannot win.
While you’re focused on the next event or the latest social media campaign, you’re losing sight of the deeper, more meaningful problems that your members want and need you to solve.
We’ve worked with over 120 associations and listened to members from every profession, industry and region. What we never hear is: “You know what I need? More social media, more events, more reports, more discounts.” They’re already drowning in content, and discounts rarely deliver truly differentiated value.
What they are thinking, and what they are craving, is something much more profound. They're looking for meaning and purpose. They want to
● Use their skills to make a greater impact,
● Help their communities thrive, and
● Tackle the big, complex issues that stand in the way of greater success.
We are all craving meaningful careers, professional experiences, thriving businesses, to have an impact in our communities, and to use our skills. In short, to stretch, learn and grow as human beings. To look back on our day and say, "That was good."
So, how do you break the cycle of short-termism and build real momentum? By reclaiming your 20-year vision.
Resilient and impactful associations avoid too many transactional points of competition. They operate as 'slow associations,' possessing the patience and courage to tackle 'wicked problems' over the long term.
A wicked problem is complex, lacking clear beginnings or ends, and cannot be solved by a single organization or short-term plan. And it's the critical barrier to what your members truly want to achieve.
“The cost of this short-term thinking is steep. Associations are falling into a trap, competing in a crowded attention economy where they simply cannot win.”
Short-termism undermines an association's ability to tackle these types of issues, forcing it into a transactional role competing on price and convenience—areas where its unique value proposition falters and it rarely succeeds.
The real competitive edge for an association isn't in offering more; it’s in delivering meaning and purpose by being a convener and a leader in tackling these generational wicked problems.
Case Study: Addressing Wicked Problems in Engineering
In early 2024, the Ontario Society of Professional Engineers (OSPE) recognized a critical wicked problem: a professional culture that was both sidelining engineers from industry leadership and scaring away the brightest talent.
Rather than relying on a short-term, checklist-style strategy, a strategic plan was developed to address these complex challenges. This involved collaborating with a wide range of stakeholders, including non-members, to build a new 20-year vision and mission to confront these complex obstacles directly. The outcome was a bold, refreshed strategy that provides a clear roadmap for a brighter future where engineers reclaim their rightful place as leaders in their profession.
Associations too often succumb to short-termism, leading them to compete in areas of weakness, compounded by intense political, economic, social, and technological (PEST) pressures. But this contradicts their core purpose: bringing people together to solve complex, "Wicked problems."
Halmyre gets to see many founding documents for associations, like the original Articles of Incorporation. Most of the time, it’s clear their founding moment was about these challenges, not easy transactional wins. In today's fast-moving world, many associations have lost this confidence and focus.
I encourage all association leaders to reestablish this crucial purpose. It manifests as a 20-year vision for solving members' "Wicked problems." This long-term focus leverages true strengths, providing the meaning and engagement members seek in our short-term, transactional society—an approach Halmyre calls the Slow Association.
Momentum isn’t about running faster in place. It’s about building collective momentum toward a goal so significant that it will outlast the current chaos. It's about planting a tree that will provide shade for generations to come. It’s a long game, and the time to start is now.