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Why Associations Need Foresight: Anticipatory Learning

By Hannes Combest, FASAE, CAE and Bob London, FASAE, CAE / March 31, 2025

The ability to anticipate change is not just a skill; it’s a powerful tool that is becoming increasingly essential for association leaders. Association leaders are not just coping with change, they are mastering it, gaining a sense of control in the face of uncertainty.

Anticipatory learning is not solely about managing change; it’s about strategically navigating it. Having a future-focused approach that ensures associations are shaping the future, making adaptability a cornerstone of enduring success is essential.

 By identifying trends that are future-focused for your organization, you become less reactionary to change, and more prepared for future changes. This proactive approach allows association leaders to create a robust framework for education so that association leaders and members are not just keeping up with the current, they are staying one step ahead of their competitors.

One tool to assist with anticipatory learning is the ASAE Research Foundation’s tool -ForesightWorks.  ForesightWorks is an ‘evidenced-based research initiative’ developed and maintained by ASAE. It is designed to assist association professionals in conducting a future-focused environmental scan. ASAE has identified 50 ‘Drivers of Change,’ consistently updated and monitored to ensure they are current for the association community and relevant to the futures of associations. A four-page Action Brief that outlines their long-term implications for associations, key unknowns, and potential action steps for consideration supports each of the 50 Drivers of Change.  Using

What is Foresight, and why do associations need to use it?

Hannes Combest, FASAE, CAE and Bob London, FASAE, CAE / December 30, 2024

Every single day, we do something in our lives to prepare ourselves for the future. It may be as simple as brushing your teeth to prevent cavities or going to the gas station to fill up so that you will be able to transport yourself to where you need to go.

 How often do association executives take time to think about the future of our organizations? How many of us were prepared for the situation that presented itself to us four years ago when the pandemic closed the world? Very few of us thought that a pandemic would cause the chaos that it did. In the blink of an eye, our lives changed.

 In 2017, the American Society of Association Executives (ASAE) began to publish a research-based program called ForesightWorks, designed to help organizations systematically think through the future of their organization. ASAE had historically issued Environmental Scanning publications, typically out-of-date as soon as the publications were printed. ForesightWorks is different as it is designed to consistently be reviewed and updated on a regular basis.

 ForesightWorks is based on 50 Drivers of Change, signals that have been researched as relevant to our world today and are used in multiple ways.  Four-page action briefs, all of which are laid out similarly, form the basis of ForesightWorks. Page one of the action brief includes a summary of the Driver of Change and several forecasts for what will occur in the near and far term future. Page two contains supporting trends supplied to ASAE from the professional futurist research firm. Page three contains strategi

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Is your strategic plan really strategic?

Hannes Combest, FASAE, CAE / September 3, 2024

Is your strategic plan — strategic? 

Having goals with benchmarks are important, however, often times they are not strategic.  Many organizations confuse or call their business plan a strategic plan. While organizations need a business plan, this should not be confused with a strategic plan. The simple test to determine if your plan is strategic or not:  can you answer this question, yes:  if you accomplish all the goals in your plan, will the organization attain its vision?  If this answer is yes – then you have a strategic plan.  However, if honest, most of the time you will need to answer no. 

Where does your Board want your organization to be in ten years (or is it five or seven or twenty)?  Answering that one question is the first critical step in developin

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The Board and Chief Staff Officer Disagree

Hannes Combest, FASAE, CAE / August 19, 2024

The Board and Chief Staff Officer disagree on what the next big driver of change they should prepare for in creating their culture of Foresight – What to do?

 Most Boards can only focus on three to four drivers of change at one time, and this is only if they already have a foundation of foresight or preparing for the future.  

The first step is for the Chief Staff Officer (CSO) to reflect on their biases. Is your bias in deciding on which driver of change to focus based on date, personal experience, current headlines, or industry chatter? Challenge your own assumptions before challenging the Boards.  At the same time, you need to be honest with your Board and share your input before considering acquiescing.

It is easy for both the CSO and Boar

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Lessons learned from a Sabbatical

Bob London, FASAE, CAE / August 13, 2024

Yes, I am really fortunate to have a Board that understands the need to recharge one’s batteries. Not to mention that a sabbatical is a very low cost means of significant recognition. I recently came back from a six-week sabbatical.  This was not a sabbatical where I went to focus or study a particular topic.  It was a time to get away from the office, do what I wanted, and recharge my batteries.

It took plenty of planning and extra meetings to prepare for, however, once I left, I went 47 days without checking my e-mail. If it was not for listening to music, I would have gone the same 47 days without touching my cell phone.  

Through this exercise I have learned how to control my time instead of being controlled by all my to-dos.

I spent the two months before

Five People Standing Near Four People Sitting Near Desk

What is the non-tornado, tornado that could affect your association?

Hannes Combest, FASAE, CAE / August 5, 2024

Most organizations have a business continuity document (and if you don’t, that is step one – develop one now! .

Your business continuity plan likely focuses on actions that you have identified could happen what futurists call a Plausible Future.  For example, employees know where to go when there is a tornado, or when there is a fire.  You talk about things that could happen with your data – perhaps you even have added cybersecurity insurance or taken precautions such as training your staff NOT to open certain messages that are sent. If one of these events occurs, you have identified the actions to take, the crisis communication lines to use and who has what responsibilities.  You probably practice drills so that when they occur, your response is innate – you KNOW wha

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