A first-ever study of the leadership of U.S. trade associations and nonprofits reveals a significant lack of training among top executives to manage change. The finding is noteworthy in an era when the traditional role of associations is changing as they face new challenges in a globalized economy.
The survey of 500 association leaders, “Association CEOs: Leading Through Change,” was drafted by David Rehr, associate dean of George Mason University’s Antonin Scalia Law School, and the Washington, D.C., executive search firm Heidrick & Struggles.
“There are 72,000 trade associations and nonprofits in the U.S., and this study is the first to ask how CEOs are handling change and to see how they are managing change,” said Rehr, a past president of the National Association of Broadcasters and the National Beer Wholesalers Association.
Rehr said the survey revealed that most C-suite executives at trade associations admit that their responsibilities to their memberships, as well as the duties in their own positions, have changed significantly in the last three years.
Among other revelations, the survey results showed that CEOs see fundraising as one of their most challenging responsibilities but few are actually trained and that women executives have better aptitudes and success at branding and reputation development.
Rehr was surprised to learn that top executives are torn when it comes to identifying their closest advisors.
“When we asked who they turn to for help when consulting on a tough decision,” said Rehr, “we found that senior staff and the current chairman of the board were almost equal.”
The bottom line, said Rehr, is for top executives to continue with professional development.
“Fundraising is the most challenging leadership trait,” he said. “CEOs need to learn how to fundraise as it is a tough skill to develop. And they need to acknowledge their role is changing. They need to be lifelong learners and open to what is happening in their industry as well as the world at large.”
The survey is here.