In recent conversations, a recurring theme has emerged among my association peers. We have reached some tipping points. Value propositions need to be revitalized. Operational realities are not in line with board and member expectations. The runways have become shorter. And the economic pressures are immense.
Not exactly a rosy picture.
But all is not lost. In fact, with great challenges come great opportunities. And in 2026, the associations that put their money where their mouth is and get stuff done will be those that leave their competition in the dust.
The question is no longer what to prioritize. It's how to actually make progress on it.
Here are the five trends association and nonprofit leaders need to focus on in 2026. Not as concepts, but as operational realities that require different thinking and, often, different support.
Since the onset of the pandemic, it has been clear that the math has not been in most associations’ favor. And while that is true, if we are being honest, declining revenues and rising expenses have been challenges for more than a decade.
On the revenue side, many associations, particularly trade associations, have relied on the same development and engagement playbook year after year. Focus on the top 20 percent of contributors or member companies who generate 80 percent of revenue. The problem is that many of the people who have been association’s long-standing champions are retiring. They are being replaced by leaders who are far more analytical about where dollars go and far less inclined to support organizations simply because it is the right thing to do.
Inflation and rising costs have only intensified this scrutiny. Dues payments, sponsorships, and event registrations are being evaluated differently than they were even a few years ago.
Additional focus and thought needs to be given to improve value propositions for all groups throughout your membership, as well as your prospect pools.
On the expense side, it’s less complicated. Things just cost more. Way more. Staff salaries and benefits, technology platforms, event production, and core operations are all impacted. We as association leaders have always been tasked with doing more with less and being good stewards of association resources. That now becomes more critical than ever.
The result is tighter margins, harder trade-offs, and far less room for error.
In 2026, nearly every decision will be made under economic pressure. Prospective members will think harder before joining. Sponsors will question impact. Attendees will scrutinize the value of every event. Associations that assume a return to “normal” are making a risky bet.
Unsurprisingly, we are already seeing:
This is not a temporary squeeze. It is the new operating environment, and it changes everything.
Associations can no longer afford strategies that sound good but do not deliver measurable value. They cannot sustain initiatives that drift without clear outcomes. And they cannot keep doing things because they have always done them when resources are this constrained.
Two questions every association must answer honestly:
Bottom line for association leaders:
Economic pressures cannot be ignored, and they are only going to get worse. Associations that act early, make disciplined cuts, and realign resources to proven value will protect their future. Those that delay decisions or cling to legacy models will find their options narrowing quickly.
Most associations do not lack vision. They lack the resources and/or capacity to turn plans into results.
The gap between strategy and execution is where many associations are currently falling short. Boards approve ambitious plans. Staff work tirelessly. Yet results lag and targets are missed. Not because of a lack of effort, but often because of limited focus and constrained resources.
Intuitively, we default to more programs, believing they equal more value, littering our websites and sales collateral with endless lists of offerings and benefits. Many associations are drowning in inefficiencies: too many duplicative, under-performing initiatives running in parallel, too many manual processes consuming staff time, too many legacy workflows that no longer reflect how members actually engage.
The real constraint is not creativity. It is capacity. Now is not the time to boil the ocean. It is time to identify the select few initiatives that matter most to our members and commit fully to their success.
In 2026, closing the execution gap, both strategically and operationally, will separate associations that thrive from those that merely survive.
The strongest associations will:
AI and automation can help, but only after putting in the hard work of fixing broken processes. Associations that jump straight to tools without redesigning workflows will remain busy, not better.
Execution is not about working harder. It is about working on the right things and stopping the rest. That requires discipline, clarity, and the willingness to retire initiatives that once served members but no longer do.
Questions worth asking:
Bottom line for association leaders:
Execution is now the differentiator. Focus, operational discipline, and follow-through will matter more than ambitious plans or polished language. Associations that close the execution gap will build momentum. Those that do not will remain stuck.
The traditional three-year strategic plan is not entirely dead, but it is no longer sufficient on its own.
Markets shift faster than planning cycles. Member needs change constantly. External pressures emerge without warning. Associations that treat strategic plans as static documents, approved once, reviewed annually, and revised every few years, will fall behind those that treat strategy as something to steward continuously.
In 2026, effective association strategy will include:
This shift requires discipline. Boards must spend less time approving plans and more time reviewing progress. Staff need permission to adjust tactics without restarting the entire planning process. Both groups need access to the right information to make confident decisions.
Mutual trust between boards and staff is essential to succeed.
Many associations find that engaging external facilitators or strategists helps build trust and provides the structure and accountability needed. As impartial outsiders, they can ask difficult questions, challenge assumptions, and keep the focus on outcomes rather than opinions and other minutiae that derail real progress.
Bottom line for association leaders:
Strategy can no longer be episodic. Associations that treat strategy as an active system will adapt faster and make better decisions. Those that rely on infrequent planning cycles will struggle to keep pace with changing member needs.
In all industries, but especially for associations, traditional staffing models are under real strain. Not because staff are failing, but because expectations have changed. Associations are being asked to deliver more value, more quickly, with greater personalization, often with flat or shrinking budgets.
Simply put, the math no longer works the way it once did.
And the reality is that boards have been quietly talking among themselves about this for years. And out of necessity, many are now ready to act.
To ensure relevance and improve both effectiveness and efficiency, in 2026, association leaders and boards alike will need to explore:
This is not about cutting headcount. It is about creating efficiencies and aligning talent to actual needs. It's about truly getting more done for less money. Agile associations are building more nimble, sustainable ecosystems of support. Lean internal teams augmented by trusted external partners in strategy, governance, member engagement, and operations. Expertise becomes something you access, not just something you employ.
Bottom line for association leaders:
Staffing decisions are now strategic decisions. Associations and specifically association leaders that rethink how and when expertise is accessed will increase capacity without increasing overhead. Those that rely solely on traditional staffing models will find themselves constrained when agility matters most.
Members are not comparing your association to other associations. They are comparing it to everything competing for their time, attention, and dollars.
That is a much higher bar.
In response, more associations will experiment with:
The common denominator is not structure. It is value.
In 2026, the core question shifts from “How do we grow membership?” to “What problem do we solve so well that people choose to engage, regardless of how?”
Associations that anchor everything to dues risk missing the broader opportunity. Those that design for value first and let affiliation models follow will be better positioned for long-term relevance.
A useful reframe: if someone could access your value without joining, would they? And what does the answer tell you?
Bottom line for association leaders:
Membership models may evolve, but expectations for value will continue to rise. Associations that design around real problems and measurable outcomes will remain relevant. Those that protect structure without evolving value will see engagement erode.
2026 is not a year for perfect plans. It is a year for deliberate action and razor-sharp focus.
The associations that thrive will not be the ones with the most programs or the largest staffs. They will be the ones that made intentional choices early, aligned resources to real member needs, and stayed focused long enough to see results.
They will confront reality honestly, with a full appreciation that the past is just that and that today’s challenges cannot be wished away. They will make disciplined choices even when conditions are uncertain. They will simplify before they scale, invest where value is proven, and seek the right expertise at the right moment rather than trying to do everything themselves.
Momentum is not built through grand announcements or transformation initiatives. It is built through consistent execution on what actually matters.
Here are five questions every executive and board should be asking:
The associations that answer these questions honestly and act on them decisively will be the ones that leave their competition in the dust.
Time to get to work.