Joe Curcillo
ASSOCIATION KEYNOTE SPEAKER | AUTHOR
A keynote for the people who run associations.
A keynote for the people who run associations.
Boards see one reality.
Staff see another.
Committees and members see two more.
That gap has a name: the Integration Gap™.
Your attendees leave knowing how to close it before the decision, not after.
Fourteen boards. Forty-one years in courtrooms.
Forty-eight years on stage, reading rooms for a living.
Close that gap and your leaders decide once. Ownership is clear before they leave the room. The same conversation stops happening four times.
The room this is built for
Every seat in it runs an association.
Shared authority.
Rotating leadership.
Volunteers with real influence.
Consensus that has to be earned rather than directed.
Some of the boards I have served on.
Why Association Leadership Is Different
Most organizations are led by people who have both authority and continuity. A corporate CEO stays for years. The senior team turns over slowly. Priorities shift, but the people responsible for carrying them out usually stay long enough to see them through.
Associations do not work that way.
You provide the continuity. Volunteer leaders rotate through positions of increasing responsibility. Board members become committee chairs. Committee chairs become officers. Officers become board chairs. Every transition brings new perspectives, new priorities and new leadership styles into the governance of the organization.
Associations invest heavily in preparing those leaders. Orientation, succession planning, fiduciary training, board education. All of it matters. None of it explains why some transitions go smoothly and others create friction nobody saw coming.
The problem is rarely procedural. It is perceptual.
Leadership does not change people. It reveals them.
A volunteer can serve well on a board for years and still surprise everyone the moment they become chair. The member who seemed collaborative and patient becomes fixated on outcomes. The one who always pushed for innovation turns cautious. The volunteer who never challenged anything starts asking hard questions about budgets and priorities.
It is tempting to decide that leadership changed them.
Responsibility changed their perspective. The issues that command attention from a committee seat are not the issues that command attention from the chair’s seat. A board member can champion one initiative. A chair has to weigh what that initiative does to everything else.
The responsibilities change. The perspective changes. The behavior changes. The person stays remarkably similar.
Nobody lacked knowledge. Everybody had a different piece of it.
As a kid I spent a lot of time around commercial construction. My father worked in the industry and I went to job sites with him. I was getting an education in leadership long before I knew what leadership was.
I would watch architects, engineers, contractors, electricians, plumbers and steelworkers stand around a set of drawings arguing about a problem. At first it sounded like disagreement. Look closer and something else was happening.
The architect was thinking about design. The engineer was thinking about structure. The contractor was thinking about whether it could actually be built. The electrician was thinking about access. The tradesman was thinking about something nobody else had considered.
Everyone was looking at the same building. Everyone was seeing something different.
They were not arguing because somebody lacked knowledge. They were arguing because everybody had knowledge. Each one understood a different part of the problem extremely well.
My father’s job was rarely to decide who was right. It was to help them see how their pieces fit together so the building could get built.
That is your job.
You make them play together.
Volunteer leaders hold authority.
Staff run the work.
Committees hold influence.
Members hold expectations.
You sit in the middle of all of it.
You don’t play every instrument. Your job is to make them play together. That is the generalist’s job, and almost nobody writes about it, because it doesn’t come with a title. It is the most important job in the building.
You are the only one who sees the whole system
Board members rotate. Chairs change. Committee assignments turn over. You remain.
That continuity is worth more than it gets credit for. You have watched multiple transitions. You know which approaches hold up. You know where friction shows up and when. You have watched decisions made by one leadership team become problems inherited by the next.
No formal report captures that work. No committee measures it. Few performance reviews mention it. It may be the most valuable thing you do.
Where this keynote is delivered
- State society of association executives annual meetings
- State society of association executives annual conferences and annual meetings
- CAE and allied society programming
- Association management company gatherings
- Leadership institutes and executive forums
- Any general session where the audience runs associations
What association CEOs and executive directors take back
A difficult person is a problem to be managed. A different person is a perspective to be understood. Knowing which one you are dealing with changes the entire relationship with a board chair.
Two questions for after any significant board discussion: what perspective was missing, and what perspective dominated?
A way to read an incoming chair in weeks instead of months, by watching the questions they ask rather than waiting to see what they decide.
Plain words for the five ways board leaders react when the future is unclear, so board behavior stops feeling like a mystery..
Learning Objectives
Association executives will be able to:
- See where board, staff, committees and members are working from different realities.
- Close the Integration Gap™ before the decision, so the same conversation stops happening four times.
- Make ownership clear before people leave the room.
Working on the board itself?
Governance problems rarely look like governance problems. They look like long meetings, blurred roles, and a board that feels busy without ever moving.
That is its own subject, and it has its own guide.
Read the Association Governance Guide
What Association Leaders Say
Attendees left with a renewed appreciation for the value of their experience and a clearer understanding of how to leverage the knowledge and skills they have developed throughout their careers.
— Tiina Freeman, CAE, Director of Strategic Communications & Operations, Northwest Wall & Ceiling Bureau
“Many of our members said it was the best plenary session ever.”
— Wendy Leeper, Executive Director, Chester County Bar Association
“Joe got the conference off to a GREAT start!”
— Joseph Falcone, Executive Director & CFO, Pennsylvania Rural Water Association
About Joe Curcillo
The Maestro of Integration™.
A maestro doesn’t play every instrument. He knows enough about each one to make them play together.
Forty-one years as a trial lawyer, where the job was getting experts to say plainly what they actually knew, in front of people who had to decide.
Forty-eight years on stage, where the whole act depends on knowing which person in the room is about to speak and which one is holding back.
Fourteen board and trustee seats. I have also been the one at the table trying to get a straight answer out of somebody else’s experts.
Your job is not to guide the organization through change.
It is to help different people see enough of the same horizon that they can move toward it together.
When your board walks out of its next meeting…
Will they still be arguing about the same thing, or will someone already own it?
Let’s Talk About Your Association
Tell me what keeps coming back to your desk. Not the conference theme. The problem that gets stuck between your board, your staff and your committees, the one everyone assumes is someone else’s. That’s where I start.
I’ll hold your date for three business days while we talk. No pressure, no obligation.