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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 ASAE had historically issued Environmental Scanning publications, typically out-of-date as soon as the publications were printed.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

Group of Professionals having a Discussion in a Construction Site

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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