Association Leadership in Volatile Times

KiKi L'Italien|April 10, 2025|

When the Justice Department barred its attorneys from participating in American Bar Association events, the shockwaves reverberated far beyond legal circles, striking at the heart of association-government relations nationwide. This unprecedented restriction signals a fundamental shift in the operating environment facing association leaders across sectors in 2025, where established relationships and participation models can dissolve overnight without warning.

The New Reality for Associations

From government agencies reconsidering their employees’ involvement in industry groups to shifting trade and tariff policies affecting entire industries, the landscape has become increasingly unpredictable.

Just last week, the National Association of Manufacturers (NAM) found itself responding to a sudden tariff announcement that left member companies “scrambling to determine the exact implications for their operations.” In their recent survey, trade uncertainties surged to become the top concern for 76.2% of manufacturer respondents, which is a dramatic 40-point increase from just two quarters ago.

With 87% of small and medium-sized manufacturers indicating they may need to raise prices and one-third potentially slowing hiring, the stakes for associations representing affected industries couldn’t be higher.

This isn’t simply about one policy or one association. It’s a fundamental shift in how government entities are engaging with the professional communities that have traditionally served as bridges between public service and private industry.

Beyond Political Positions

Regardless of where you fall on the political spectrum, these changes present real operational challenges for association executives.

When a significant member segment, whether it be government employees, regulated professionals, or grant recipients, suddenly faces restrictions on participation, the impact on programming, revenue, and mission fulfillment can be substantial.

The question for many: How do we adapt our organizations to thrive in this new environment?

Rethinking Association Revenue Models

These developments invite us to reconsider our assumptions about membership composition and revenue streams. As the NAM’s recent experience demonstrates, when an industry faces disruption, its association must be prepared to pivot quickly—not just in advocacy approach but potentially in its entire business model.

When 87% of members anticipate raising prices and one-third may slow hiring, how does that affect their ability to invest in association membership, event participation, and sponsorships? Forward-thinking associations are preparing for these scenarios with approaches like:

- Diversification of revenue streams beyond traditional membership dues and conference registrations
- Value-based pricing for specific services rather than all-inclusive membership models
- Digital transformation of programs to reach constituents regardless of participation restrictions
- Collaborative partnerships with aligned organizations to share resources and audience
- Crisis-ready financial reserves that provide runway during periods of member financial constraint

Leadership in Uncertain Times

The NAM’s response to recent tariff announcements provides a masterclass in this approach. Their statement acknowledged member concerns while constructively proposing specific solutions that aligned with the administration’s stated goals for American manufacturing.

Perhaps most importantly, today’s environment calls for a special kind of leadership. As association executives, we are asked to:

Stay informed but not reactive to policy shifts that may impact our organizations
Maintain dialogue across political divides to ensure our associations remain effective forums for the entire profession
Consider scenario planning as a regular part of strategic thinking, not just during formal planning processes
Communicate transparently with members about challenges while focusing on solutions
Revisit our value propositions to ensure they remain relevant despite changing external conditions
Gather real-time member data to understand how policy changes affect their businesses and participation capacity

Finding Opportunity in Disruption

While the current volatility creates real challenges for some associations, it also opens doors to innovation that might otherwise remain closed.

Associations that approach these disruptions with creativity rather than simply longing for the stability of the past could discover new ways to fulfill their missions. That is the hope.

The ABA situation serves as a wake-up call for all of us in the association community. Rather than seeing it as an isolated political issue, let’s recognize it as an opportunity to strengthen our organizations’ resilience for whatever changes – political or otherwise – may come next.

Where Do We Go From Here?

At Big Red M, we’re passionate about helping associations navigate these uncharted waters. We’d love to hear from you:

What shifts have you observed in government-association relationships in your sector?
How is your organization adapting its revenue model in response to today’s volatility?

These conversations are crucial as we collectively reimagine what association success looks like in 2025 and beyond. Our team specializes in helping associations discover sustainable growth strategies, even amid unpredictability.

Facing similar challenges in your organization? Let’s connect. Whether you’re concerned about member participation restrictions, exploring new revenue models, or simply trying to make sense of today’s association landscape, we’re here to help turn these challenges into opportunities for growth.