Building a Leadership Pipeline

Strong associations don't emerge by accident—they are built through foresight, intentional leadership development, and a structured process for recruiting the right board members at the right time. In many associations, this important responsibility belongs to a nominating committee. At MSAE, this work is carried out by the Leadership Identification & Development Committee, a group of members charged with shaping the future of the association by helping ensure a capable, diverse, and strategically aligned Board of Directors.

While the specific attributes needed for board service naturally vary by association—reflecting differences in mission, membership, and industry context—the following represents broadly accepted best practices in association governance and leadership development.

Grounded in the Bylaws: A Clear Mandate

MSAE's bylaws define the core function of the Leadership Identification & Development Committee (LIDC): To identify candidates for open seats on the Board of Directors.

The Immediate Past Chair leads the committee which is comprised of at least two Directors and two at-large members—an intentional structure that reflects both institutional continuity and broader member participation.

While the bylaws establish the basic foundation of the LIDC's charge, modern association governance requires an expanded, more strategic approach.

Aligning Board Recruitment With Organizational Needs

Associations must evolve rapidly in today's complex landscape - balancing new technologies, shifting demographics, the evolving political landscape, and changing member expectations. This is why one of LIDC's most essential responsibilities is to assess the organization's needs before identifying or recommending candidates.

This assessment may include:

• The strategic priorities of the association
• The competencies, experiences, or networks that best support those priorities
• New thinking or specialized expertise that may be needed for emerging issues 

Aligning board recruitment with these organizational needs helps ensure that the board is not only reflective of the association's membership but also equipped to govern effectively in the future—not just today.

Evaluating Current Board Composition through Multiple Lenses

Equally important and consistent with best practice, the LIDC thoughtfully evaluates the current board composition going beyond simple headcounts and evaluating the board through lenses such as:

• Industry or profession represented
• Gender balance
• Skillsets and competencies
• Career stage
• Geographic distribution
• Organizational type (association, AMC, corporate partner, etc.)

No single mix is right for every association. Each organization must determine the blend of voices and perspectives that will best serve its members and mission. The LIDC's role is to ensure that recruitment helps the board develop breadth, diversity, reach, and representational strength, filling gaps that may hinder decision-making, outreach efforts, or limit the board's ability to anticipate and adapt to change.

Identifying, Developing, and Recruiting Future Leaders

A hallmark of strong associations is that their leadership pipeline extends beyond whoever happens to be nominated in a given year. For this reason, the LIDC does more than evaluate nominations—it also has the responsibility to:

• Identify future leaders who may not yet see themselves as ready for service
• Recruit individuals based on strategic alignment, not just popularity or visibility
• Encourage members with potential to apply, be nominated, or become more engaged
• Provide guidance on leadership development opportunities within the association

This ensures the board does not become overly dependent on self-nomination or informal networks—both of which can unintentionally limit who has access to leadership roles.

By looking for leadership capacity across the full membership base, the committee helps ensure that capable, committed individuals are invited into the pipeline, even if they haven't yet raised their hand.

Why This Work Matters

An association's board holds ultimate responsibility for strategy, fiduciary oversight, and long-term sustainability. When the board is well-balanced, strategically aligned, and reflective of the diversity of its membership and industry, the entire organization benefits.

Robust leadership identification and development practices help associations:

• Strengthen governance
• Enhance representational legitimacy
• Improve strategic decision-making
• Foster trust among members
• Ensure continuity and stability
• Build a pipeline of capable future leaders

While each association's needs differ, the principles of intentional recruitment, strategic alignment, and inclusive leadership development remain universal.

Looking Ahead

MSAE's Leadership Identification & Development Committee plays a pivotal role in building and sustaining strong governance. By blending the bylaws' guidance with the evolving needs of the organization and the best practices of the association community, the committee ensures that MSAE's leadership reflects the values, vision, and diversity of Michigan's association professionals.

This work is not simply administrative—it is strategic and foundational to the organization's strength and success for years to come.