I’ve been thinking a lot about what frustrates association volunteer leaders based on my own experience and those I work with. I now see the work of associations divided into two columns: proactive work and reactive work.

Some might see proactive work as positive and reactive work as negative. That is not how I see it. Reactive work may be positive as it responds to an opportunity, not just a threat. Proactive work might set the stage to ensure that something negative doesn’t happen, or it might prepare for a positive outcome.

But when it isn’t clear if work is proactive or reactive, frustration can set in. There is an adrenaline rush to being reactive and solving a problem, but there is also the thrill of being proactive and accomplishing something that has a long-term benefit.

For example, are most agenda items proactive or reactive? If reactive, it likely needs to be dealt with more quickly and the timeline needs to be explained to all involved. If proactive, it may afford more time for research and consultation. By identifying this and allocating the time needed to work on the project from start to finish will help reduce frustration as all parties will know the full requirements and what is expected from them.

With reactive items, be clear to association leaders what the timeline is, and why. Even the busiest volunteers, at least the committed ones, respect timelines if they know why they are tight. Tips on how to improve Board meeting efficiencies can be found in the following article: https://www.strauss.ca/streamlining-association-board-meetings-a-guide-for-volunteer-board-member-engagement/

I see frustration when there is no target date for completion. If it isn’t clear that an item is reactionary and that it needs to be dealt with soon it can lead to people feeling like nothing is being accomplished. Labelling something as reactive, such as change in government policy,  and setting a tight timeline makes it clear to everybody involved what the expectations are. It is helpful to ask and seek consensus that everybody involved is willing and able to meet the deadline.

It can be equally frustrating on a proactive project such as developing a new professional development initiative, say, how to use AI in your practice, when the timeline isn’t set from the beginning. Sometimes, good gets in the way of good enough. If enough time is available, the project can seemingly go on forever. Some people love the thrill of never-ending research, while others are more action-oriented and need to see the result. Personally, I’m action—and outcome-oriented, so I lean towards target dates and completion dates.

When I examine an association’s strategic plan, I consider each goal’s reactive or proactive nature. I want to ensure that everybody involved is aware of which column each goal falls into and that the operational plan for each goal is clear. This clarity tied to each strategic plan goal can then inform agendas and keep everybody on the same page. Understanding the importance of a high-functioning board can further enhance the effectiveness of strategic plans and goal setting as outlined in the following article: https://www.strauss.ca/the-importance-of-a-high-functioning-association-board/

Thinking about associations’ work as proactive or reactive can also ensure that the personal objectives of a new chair don’t derail the long-term proactive plans. It also helps to clarify why a Board chair is adding something new to the agenda, being that they have something that is proactive better than other volunteers or association staff have brought forward.