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Franco Viviani, former President of the International Council for Physical Activity and Fitness Research, and anthropologist at the University of Padua, Italy, reflects on the concept of Social Capital and its implications in our personal and professional lives in an article for Boardroom Magazine The concept of Social Capital (or SC for the sake of this article) has been synthetized by Lyda Hanifan as the: “tangible assets [that] count for most in the daily lives of people:

Article by ESAE member Angela Guillemet, Executive Director of INCON, the global partnership of conference and association management companies. The article was published by AMI Magazine. As part of the Solvay School’s recent lecture series, The Crisis Reader’s Corner, John Metselaar argued that the current health crisis was an opportunity for leaders to move away from planning to experimentation. He coined a new concept called Generative Leaders, which would see autocratic l

by Béatrice Richez-Baum, ESAE Board member, Director General of ecoDa The governance of associations is too often neglected although it is an essential prerequisite for efficiency. A healthy relationship between the board of directors and management is a guarantee of professionalism. Associations benefiting from healthy structures will be certainly more resilient, something particularly useful during the Covid crisis, because they are based on relationships of trust and on cl

An article by our member, Lucas Boudet, Director General of the European Advertising Standards Alliance (EASA) published at Boardroom magazine It is commonplace in management textbooks to state that, in the age of disruption, businesses live and die by their ability to adapt. I would like to take a step back from theories of changes and take a stance in the context of European associations. Unlike companies, which can reinvent their business to safeguard their profitmaking, a

Stylianos Filopoulos, ESAE Board Member and management consultant, reviews the ingredients that make for a future-proof Association. The article was first published at Boardroom magazine. Associations take many forms but are essentially about people coming together for a common purpose. They understand that this purpose can be achieved faster and better if they work together rather than separately. Their membership gives them access to relevant communities/networks and resour

Article by ESAE President, Giuseppe Marletta Community. Engagement. Support. These are the first words coming to mind if I think of what ESAE has meant to me and to many others during the lock-down. Community. Like many colleagues, I was isolated: running from one zoom meeting to a call with my Board to ensure programmes were running and innovative ideas always on the table. An extra-ordinary workload difficult to be managed, while I was trying my best to contribute to the we

the first part of a special series where the members of Boardroom Advisory Board share their insights.

Alexander Mohr, PhD, Executive Director of the European Flavour Association (EFFA) and ESAE Board member, argues that, in these challenging times, associations, more than ever, play a crucial role for their members. The article was first published at Boardroom Magazine. The association business is a people’s business. Personal relations and interactions are the very core of what associations do. However, we need to assess if the current organizational setup and meeting struct

Written by Stylianos Filopoulos, ESAE Board member and Programming Committee Chair, argues that association leaders aren’t the sole...

Written by Giuseppe Marletta, Managing Director, Europe at Association of Corporate Counsel, President of ESAE Diversity has become a watchword in corporate and nonprofit settings. A diverse workforce is, of course, a moral priority. Discrimination on the basis of sex, ethnicity, religion, and sexual orientation has no place in the 21st century workforce, or should not: according to the Harvard Business Review, majority groups persistently underestimate the workplace challeng

Written by Mike Morrissey is CEO of ECCO, the European CanCer Organisation Associations rely on strong leadership to drive change and achieve their missions. The rapid pace of change confronting non-profits has heightened the need for great leaders and increases scrutiny on boards and leadership teams to be working in a finely tuned relationship based on the premise of trust and respect. Optimal boards lead in three distinct ways. They provide foresight by looking beyond the

Written by Stylianos Filopoulos, Director Wine in Moderation A joint international purpose (often expressed as a vision) is what brings interested parties together to cooperate and invest resources (time, effort and money) in an association. The founding members may consider that cooperating with actors from different countries in an international association scheme is more impactful than not cooperating at all; founding the association to realise the common vision is theref

Written by Stylianos Filopoulos, General Director of the Wine in Moderation Association For Aristotle, everything in the world has a purpose, a raison d’être. This is not very far from our approach to international associations. The 4 main elements of an association; vision, mission, membership, governance of an association are well aligned with Aristotle’s doctrine. Memberships respond to the material cause, the governance to the formal cause, the mission to the efficient

Written by Giuseppe Marletta, Managing Director Europe of ACC, Association of Corporate Counsel There is certainly no shortage of best...

Like any other organisation, an association's success or failure will depend on the strength of their leaders. From executive decision...