The Executive - November/December 2016 - 14


Without foresight, there can be no stewardship. For far too many boards, including
associations, non-profit and corporations, the choice to bring a
short-term focus and data-driven approach to governing can deprive senior
decision-makers of the more holistic perspective they will need to make genuinely
wise choices to help both their organizations and their stakeholders thrive.
and all subsequent learning cycles that boards will pursue as
they continue to guide their organizations through societal
transformation today and in the years ahead.
Governing Foresight First
From the beginning of the effort to build "foresight
first" boards, association board chairs and other officers,
directors and CEOs must internalize and unite behind
three critical commitments. This transition from a more
traditional governing orientation will require considerable
care, prudence and focus to ensure it is fully implemented and
sustainable over time.
Commit to identifying, selecting and developing
foresight first directors: While traditional board selection
criteria typically emphasize director skill sets, governing
foresight first is mostly about identifying directors with the
right mindsets. This approach to governing requires directors
who are comfortable with complexity and uncertainty, and
who bring insatiable curiosity, a high degree of humility
and a willingness to express personal vulnerability. In
short, association boards need people who are demonstrably
*

more enthusiastic and capable learners sitting in every seat.
Governing foresight first is also another admonition to
association boards that they must work harder to become truly
diverse and inclusive along every conceivable dimension to
maximize their ability to learn with the future.
Selecting potential foresight first directors must be a
rigorous process that fully reveals their fitness for board
service. Societal transformation has raised the stakes for all
associations, and those making a voluntary choice to serve also
must make the crucial choice to bring all of their capabilities to
the board table at all times. Once foresight first directors are
selected, all directors must participate together in challenging
board development experiences that build their capacity and
fully prepare them to pursue the work of foresight.
Commit to adopting a foresight first governing intent:
The usual outcome of strategy as an exercise in planning is a
strategic plan, customarily a rather long, detailed document
that is much less useful in a world experiencing accelerating
transformation than perhaps it was in the far more stable
and predictable environment of strategic planning's heyday
more than 50 years ago. In contrast, the outcome of strategy
*

A New Year...
An Exciting New Website
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Anne Seymour, CMP

CONVENTION & VISITORS BUREAU

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Vice President of Sales
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23/09/16 11:47 pm


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Table of Contents for the Digital Edition of The Executive - November/December 2016

President’s Message
At a Glance
Calendar of Events
Building a ‘Foresight First’ Board of Directors
10 Tips to Experience Unlimited Success When Communicating
Media Relations: Building a Strategic and Comprehensive Communications Strategy
Associations Communications a Study in Perception vs. Reality
Destination: Santa Barbara
Advancing Associations: 9 Tips for Concise Writing
New Members
Index to Advertisers
The Executive - November/December 2016 - cover1
The Executive - November/December 2016 - cover2
The Executive - November/December 2016 - 3
The Executive - November/December 2016 - 4
The Executive - November/December 2016 - 5
The Executive - November/December 2016 - 6
The Executive - November/December 2016 - President’s Message
The Executive - November/December 2016 - At a Glance
The Executive - November/December 2016 - Calendar of Events
The Executive - November/December 2016 - 10
The Executive - November/December 2016 - 11
The Executive - November/December 2016 - Building a ‘Foresight First’ Board of Directors
The Executive - November/December 2016 - 13
The Executive - November/December 2016 - 14
The Executive - November/December 2016 - 15
The Executive - November/December 2016 - 16
The Executive - November/December 2016 - 17
The Executive - November/December 2016 - 18
The Executive - November/December 2016 - 19
The Executive - November/December 2016 - 10 Tips to Experience Unlimited Success When Communicating
The Executive - November/December 2016 - 21
The Executive - November/December 2016 - 22
The Executive - November/December 2016 - 23
The Executive - November/December 2016 - Media Relations: Building a Strategic and Comprehensive Communications Strategy
The Executive - November/December 2016 - 25
The Executive - November/December 2016 - 26
The Executive - November/December 2016 - 27
The Executive - November/December 2016 - Associations Communications a Study in Perception vs. Reality
The Executive - November/December 2016 - 29
The Executive - November/December 2016 - Destination: Santa Barbara
The Executive - November/December 2016 - Advancing Associations: 9 Tips for Concise Writing
The Executive - November/December 2016 - 32
The Executive - November/December 2016 - Index to Advertisers
The Executive - November/December 2016 - 34
The Executive - November/December 2016 - cover3
The Executive - November/December 2016 - cover4
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