How to Make Your Association More Entrepreneurial
Every board says they want to be more entrepreneurial, until it means taking a risk.
Why? Because entrepreneurship is synonymous with adaptability, flexibility, and innovation.
But let’s be honest: being an entrepreneurial association is hard. Decisions are made by consensus. Boards can be swayed by a few influential voices. And officers rotate in and out, creating abrupt shifts in strategy.
Most successful entrepreneurs don’t operate that way. They know constant course-corrections can destroy momentum.
You can’t turn your association into a startup. But you can make it more entrepreneurial.
Here’s how 👇
1️⃣ Encourage (Reasonable) Risk-Taking
Successful entrepreneurs recognize and take reasonable risks.
A reasonable risk is one supported by data or by the informed instinct of experienced leadership.
Example: if your members say their biggest barrier to attending your annual conference is time away from work, try moving the event to a weekend. That’s a reasonable, data-driven risk.
And don’t underestimate intuition. Some of the best innovations like the iPad came from leaders trusting their gut before anyone else saw the need.
2️⃣ Don’t Punish Failure
Some risks won’t work out. That’s the point.
If there were no chance of failure, it wouldn’t be called a risk it would be called a guarantee.
Punishing failed but reasonable risks is the fastest way to kill innovation. When staff fear failure, they stop bringing forward new ideas.
Even smart, data-backed initiatives sometimes flop — because of timing, market changes, or sheer unpredictability.
When that happens, learn, adjust, and move on. Associations that punish experimentation don’t just stifle creativity they become irrelevant.
3️⃣ Cut the Bureaucracy
Associations love committees. Task forces. Subcommittees. Executive committees.
That’s not always bad committees build leadership. But too many layers kill momentum.
To be entrepreneurial, streamline your decision-making. Empower staff to act.
Boards set strategy. Staff make it work.
If your goal is to increase membership by 20%, your staff should have the freedom to test new programs, campaigns, and ideas to make that happen.
Bureaucracy often comes from good intentions like getting buy-in or ensuring inclusivity. But buy-in shouldn’t become a barrier to responsiveness.
Remember: consensus is valuable, but adaptability is survival.
Final Thought
You can’t run your association exactly like a startup and you shouldn’t. But you can create a culture that embraces calculated risk, quick learning, and creative action.
The result? ➡️ More innovation. ➡️ More engagement. ➡️ More relevance.
Want help building a more innovative association? Contact NAV & Associates to learn how we can help.
