New CEO. New board. Or perhaps it’s simply been a few years since the organisational strategy was last reviewed. 

The conversation begins: Have we outgrown our strategy? Have we achieved what we set out to do? Does it still reflect where we are going?

Either way, it’s determined that a new strategy is needed. Research is undertaken, a facilitator is appointed, the team is gathered and, after a significant amount of work, a new strategy is designed and agreed to.    

It is a big piece of work, and when done,  people often turn to the numerous other things that need attention.  

At this stage, a new risk appears. It can be silent, yet potentially harmful to the organisation. Without clear communication of the strategy, a gap can quickly grow between the Board and CEO, who understand the organisational direction, and members who may have little idea why decisions are being made or what progress looks like, or if progress can be determined at all.

This is where perceptions of member value wane, and people start questioning the effectiveness of their membership dollar.  That gap matters. 

Is your strategy visible?  

A simple place to start is your website. Can members easily find your strategy?

Was it launched through member communications or discussed at the annual conference? Are its priorities regularly reflected in your newsletters, leadership updates and annual review?

More importantly, if you asked your members what the organisation is working towards, could they tell you? 

When the answer is no, CEOs and board members can find themselves having the same conversations again and again, explaining decisions and reassuring members about the organisation’s direction and progress.

Or worse still, a reputation brews of being ineffectual and ‘wasting’ time or resources.

Make your strategy something people can follow 

Strong association strategies balance aspiration with realism and have a clear narrative people can understand and repeat. They have defined priorities, clear pillars, a rallying cry, measures of success and a for-purpose momentum behind them. 

Staff know how their work contributes; members understand where the organisation is heading and stakeholders can see what it stands for.

Milestones are communicated and celebrated. Members are invited to contribute, and progress is visible. 

As a communications specialist who has worked with over 80 associations, I have seen how easily this final step of communicating a new strategic plan can be overlooked. 

My advice is: don’t finish your strategy and then move on. Make communicating it part of the strategy itself.

Members want to understand the direction, how they can contribute and the value their investment is creating. Stakeholders need to know what you stand for, competitors need to know what area you are guarding, government needs to know your priorities and members have to know what they are paying for.

If you’re not communicating your strategy and shaping the narrative around it, even great work can struggle to land.

A strong strategy sets the direction. Strong communication allows you to bring people along for the journey. 

Published: 31 August 2026