Fostering Inclusiveness and Autonomy in Association Management

Association executives oversee multiple teams including boards, staff, and committees, which are susceptible to disruption. One overlooked factor contributing to this disruption is the level of inclusiveness felt by team members, according to an article by Associations Now. “Managerial ventriloquism,” where middle managers or committee leaders speak on behalf of top leadership, can foster alienation and a culture of passing responsibility. This practice erodes the authority of middle managers and denies them agency, creating a broken organizational culture.

While relaying directives from top leadership is part of their role, it undermines middle managers’ autonomy and ability to advocate for their teams. Harvard Business Review author Sylvia Ann Hewlett highlights the importance of inclusiveness in leadership, emphasizing its evolution as a critical characteristic, especially in promoting diversity, equity, and inclusion in business strategy.

Hewlett suggests strategies for fostering inclusiveness, such as “informed empathy” and empowering middle managers. Empowering managers to say “yes” to employee needs, as demonstrated by a successful resorts company post-pandemic, can create a culture where autonomy is valued.

In associations, fostering a “culture of yes” can lead to positive outcomes, such as innovation in products, membership models, and meeting formats. While the top leader remains the ultimate decision-maker, empowering team leaders to exercise autonomy within the organizational goals enhances teamwork and decision-making processes. Ultimately, a balance between clear communication of overarching goals and empowering team leaders to make decisions leads to stronger, more resilient teams within associations.