Humans love certainty. And we love to plan and decide and strategize when we are certain about the facts, the future and our assumptions.
But what about decision making in times of uncertainty?
The reality is there is no such thing as 100% certainty. In order to make confident decisions, however, we often fool ourselves into believing there is. We assume members will continue to renew and attend our meetings. Sponsors will continue to support our events and publications. And we’ll maintain enough relevance to continue to meet budget each year.
And then, a pandemic hits–making assumptions impossible and destroying our plans. Worst of all, perhaps, it pulls the rug of certainty out from under us. This is where we find ourselves today.
But all is not lost. As Seth Kahan, author of Getting Innovation Right, shares, “…the same circumstances that are causing discomfort are also midwifing the future.” He’s right. The very things that are challenging you and your association now present an opportunity for change. COVID is a tailwind that forces innovation and as we’ve had to revise plans at a breathtaking, heart-stopping pace, we’re showing ourselves what we’ve been capable of all along.
Yet many association boards are still clinging to the past, assuming that the decisions we’re making are “forever” vs. “for now.” It’s true that some are. But here’s the harsh reality: for the foreseeable future, it’s “business as unusual” rather than “business as usual.” And rather than innovating with the idea that we go back to “normal” after the pandemic passes, we should be focused on creating the association of the future. That’s what thriving associations are doing.
Here are two strategies to help your board help you through this time:
Introduce the concept of “roughly right.” Columbia Business School professor Rita Gunter-McGrath says, “As the pace of competition becomes faster, decisions that are made quickly and in ‘roughly right’ mode are likely to beat a decision-making process that is more precise, but slower. Prediction and ‘being right’ will be less important than reacting quickly and taking corrective action.” Notice what she is saying? Act and then recalibrate as necessary. This is a foundational tenet of innovative organizations. If you wait for certainty, you’ll lose time and momentum. Ask your board to be willing to be “roughly right,” basing decisions on solid data, of course.
Provide options. Allow your board to choose between at least two options (but not more than three because having too many choices is overwhelming). Essentially, you’re asking them, “Would you prefer this or that?” If one alternative is offered and the board doesn’t like it, the only option is to vote it down. But if several options are offered, they can choose the one that’s most comfortable and you’ll get the nod you need to proceed. Be sure to provide enough data to make a well-informed decision so that they don’t opt out of choosing due to lack of information.
One of the frustrations I’ve heard from association professionals throughout the pandemic is disappointment in their board. Many are waiting for the board to do the work that staff is paid to do: suggest and implement strategy to help ensure the association is viable and sustainable. Partner with your board by providing options for them to choose from and let them know you expect to recalibrate. This more comfortably allows for “roughly right” decisions.
Keep the above strategies in mind as you continue to respond to the pandemic and you’ll not only manage your association well, you’ll also manage your board well. Not surprisingly, the two go hand in hand.