How to Turn the Volume Button Down on Volatility

That rising volume reflects the reality many associations now face: navigating a VUCA environment — volatile, uncertain, complex, and ambiguous. Shifting federal policy, economic turbulence, and evolving member behaviors make strategic clarity more important than ever.

So how can associations turn down the volatility and continue to serve their markets?

More than 30 association executives gathered at the Yes & Headquarters in Alexandria, Virginia, to explore that question. Moderator Robb Lee (Yes &) encouraged attendees to view the moment with “positivity and possibility.” Panelists Chrissy Bagby, CAE, PMP (AAVSB) and Erin Fuller, FASAE, CAE (MCI USA) joined Yep in sharing how alignment, portfolio diversification, and sustainable revenue planning can support associations during turbulent times.

While it's tempting to treat these priorities separately, they are deeply interconnected. Aligning offerings to long-term goals, developing a balanced portfolio, and generating sustainable revenue must work together.

Balanced Portfolios and Product Development Frameworks

To reduce volatility, associations can begin from within. Bagby and Yep pointed to two tangible strategies: building a balanced portfolio with a product development framework, and fostering an internal culture capable of confronting big questions.

A balanced product portfolio helps manage risk. While membership and events often form an association’s financial core, overreliance on them can leave organizations exposed. A healthy portfolio includes a mix of mature programs, growth-stage offerings, and experimental pilots testing future opportunities.

Bagby emphasized the importance of using a product development framework to guide decisions. At the American Association of Veterinary State Boards (AAVSB), the lack of such a framework contributed to the failure of a new recurring-revenue program.

That was painful for us to do,” Bagby said of sunsetting the program. “How many times can you do that in a marketplace before they don't trust you anymore?”

That experience prompted AAVSB to shift to a data-driven approach, relying less on anecdotes and more on behavioral insights to shape decisions. The result: products go through a framework when deciding what to launch, or retire. This has led to greater strategic alignment.

“Measure action, not anecdote," she says. "People will tell you something, but what do they actually do?”

Organizational Structure Guided by Conversations and Data

Another way to lower volatility is through the structure and quality of conversations happening inside the organization — especially at the board level.

“We always encourage boards to start off with generative discussions,” said Yep. “Not, ‘let's go through the consent agenda and approve the reports.’ But, ‘here’s the big question we want the board to talk about for the first hour.’”

One example: “What would happen if we lost our tax-exempt status?”

Asking bold, hypothetical questions helps leadership step back from operational details and engage in long-term strategic thinking.

But strategic alignment isn’t limited to boardrooms. Attendees underscored the value of regular, intentional cross-department conversations that connect day-to-day actions to organizational goals, especially as conditions shift rapidly.

Throughout these conversations, data plays a critical role. Yep stressed that informed decision-making requires consistent access to reliable insights.

“You're obligated, as association professionals, to bring that data forward to your boards and to your staffs and to your colleagues so that they can have a conversation based on data.”

And that includes more than just internal metrics. External indicators like economic trends and consumer behavior can also guide strategy. Fuller shared how she tracks consumer sentiment to shape revenue decisions.

“A lot of us sell very expensive items, whether it's a membership or an event registration. And [if] people don't want to buy a fridge, they probably also don't want to commit to a conference in four months.”

Understanding those hesitations enables associations to adjust timing, pricing, and formats. These tweaks don’t require a complete overhaul. Instead, they allow for incremental innovation — repackaging existing offerings, testing new bundles, or exploring new formats with less risk.

Fuller also encouraged leaders to challenge outdated assumptions. What was once off-limits might now present opportunity: Could executive access become a premium benefit? Could curated, invitation-only buyer events offer deeper engagement? Could year-round sponsorships replace one-off placements?

Volatility isn’t going away. But open dialogue and shared learning can help turn the volume down.

“There’s a lot of stifled conversations around money in associations until you get to a crisis point, like a COVID or like right now,” Fuller said.

Keeping those conversations going — within your team and across your professional network — can ease uncertainty and reveal your next revenue opportunity.