Many association leaders find themselves in a difficult position regarding artificial intelligence. On one hand, the technical potential of the technology is undeniable, promising efficiencies that could transform how organizations operate. On the other hand, there is a very real human element to consider. Staff members often feel a mix of excitement and apprehension. Some are ready to experiment immediately, while others worry about job security or the learning curve involved. This tension can lead to a fragmented environment where technology is adopted in pockets but fails to become a core part of the organizational identity. Building a cohesive AI culture requires more than just a software rollout; it requires a deliberate approach to change management that identifies internal champions while ensuring no one is left behind. For many leaders, the first hurdle is overcoming the feeling that you don't need to be a tech expert to lead an AI initiative.
At the American Speech-Language-Hearing Association (ASHA), CEO Vicki Deal-Williams uses a specific metaphor to describe the most eager members of her team: the "suspender group." These are the staff members who are so enthusiastic about AI that the leadership team has essentially been holding them back by their suspenders. They are raring to go, often experimenting with tools on their own time and looking for ways to apply them to their daily work. For any association looking to foster innovation, identifying this group is the first tactical step in a successful transformation. By empowering these early adopters, you can create a vanguard that leads the way for the rest of the organization without the pressure of a top-down mandate.
The first phase of building an AI culture is recognizing that your staff is not a monolith. In any organization of significant size, you will have a spectrum of technical comfort. The suspender group consists of those individuals who do not need to be convinced of the value of AI. They are already convinced. However, leaving them to experiment in a vacuum can be risky. This gap between individual enthusiasm and organizational impact is a primary reason why many association AI pilots stall. Without guidance, they might use tools that do not comply with data privacy standards or develop workflows that are not scalable across the organization. The goal is not to stop them, but to provide the necessary guardrails so their energy can be channeled effectively.
Deal-Williams suggests that leadership should focus on creating a safe environment for this experimentation. This starts with a clear set of guiding principles. Rather than a dense, 30-page technical policy that few will read, associations should aim for concise, actionable principles that outline what is acceptable and what is not. When staff members understand the boundaries, they feel more confident in their creative efforts. This group of early adopters can then serve as an informal "AI enablement team," testing new tools and identifying use cases that can eventually be shared with the wider staff. This approach turns change management from a chore into a collaborative effort driven by the people who are most invested in the outcome.
Identifying these champions also helps mitigate the risk of "shadow AI." When enthusiastic employees feel that the organization is moving too slowly, they may start using unauthorized tools to get their work done. By bringing the suspender group into the fold and giving them a seat at the table, you ensure that their innovation happens within the organization's strategic framework. This not only protects the association's data but also ensures that the lessons learned by these early adopters can be institutionalized and shared.
Once you have identified your early adopters, the next challenge is staff engagement across the entire organization. This is where the concept of an "Innovation Day" becomes essential. The goal of such an event is to act as a leveler, bringing together the skeptics, the curious, and the enthusiasts in a low-pressure environment. It is not a day for lectures or high-level technical training; it is a day for participation and discovery. By dedicating a full day to professional development focused on AI, you signal to the staff that the organization is committed to their growth and that innovation is a shared responsibility.
At ASHA, this took the form of an internal conference with dozens of breakout sessions. The logistics were designed to encourage movement and interaction. Staff members moved throughout the building, joining different groups and interacting with colleagues they might not work with on a daily basis. This physical movement helps break down silos and creates a sense of shared purpose. The sessions themselves can range from "skills labs" on how to write better prompts to demonstrations of enterprise tools. The key is to make the technology accessible. When a staff member sees a colleague from a different department use AI to solve a familiar problem, the technology becomes less intimidating and more practical.
Another effective element of this strategy is the use of a "Shark Tank" style presentation. Staff members are encouraged to pitch ideas for how AI could improve internal operations or member services. This provides a platform for creativity and shows that leadership is willing to invest in staff-driven ideas. Even if only one or two projects are funded immediately, the process of brainstorming and pitching creates a pipeline of innovation. It shifts the mindset from "What is the organization doing with AI?" to "What can I do with AI to help the organization?" This shift is the hallmark of a healthy AI culture.
A common complaint among association professionals is a lack of capacity. When staff members are overwhelmed by routine administrative tasks, they have little mental energy left for innovation. This is where AI can have the most immediate impact on organizational culture. By identifying small, routine tasks that can be automated, you give staff "permission to be creative."
Deal-Williams emphasizes that the technology should be used to handle the "non-person-to-person" aspects of the work. In a healthcare-adjacent field like speech-language pathology, the human touch is irreplaceable. The same is true for association management. AI cannot replace the empathy, judgment, and relationship-building that staff members provide to their members. However, it can handle the documentation, the data organization, and the repetitive communications that often clutter a workday. When staff see AI as a tool that frees them to do more human-centric work, their resistance to the technology tends to evaporate.
To build momentum, start with "quick wins." These are simple applications of AI that provide immediate, visible benefits. For example, using an AI tool to summarize listserv discussions or to categorize member inquiries can save significant time with minimal risk. These tasks represent AI use cases that map perfectly to association work, allowing staff to focus on high-level strategy. As capacity increases, the culture shifts from one of survival to one of innovation. Staff members begin to see themselves not just as executors of tasks, but as architects of better member experiences.
Building an AI culture is not a one-time event; it is an ongoing process. Leadership must adopt a mindset that encourages continuous learning and bravery. This requires balancing the need to experiment with new tools while scaling what works—a concept known as the exploration-exploitation trade-off. Deal-Williams compares learning AI to jumping into a game of Double Dutch. The ropes are already turning, and they aren't going to stop. You have to watch the rhythm, find your moment, and just jump in. You might trip on the ropes at first, and that is okay. The important thing is to get started.
To sustain this momentum, associations should create permanent channels for communication and collaboration. A dedicated Teams or Slack channel where the suspender group can share articles, tips, and new tools keeps the conversation alive. It also provides a resource for less technical staff who may have questions or need inspiration. Leadership should also continue to support the "incubator" of ideas that comes out of events like an Innovation Day. By showing that ideas are being tracked and implemented, you build trust and show that the staff's input is valued.
Finally, it is important to remember that a person should always be at the beginning and the end of any AI process. This "human-in-the-loop" approach ensures that the organization maintains its credibility and trust. AI is a powerful assistant, but it lacks the context and values of your association. By keeping the human element front and center, you ensure that your AI culture remains aligned with your mission. The technology serves the people, not the other way around. When staff understand that their expertise is the final word, they are much more likely to embrace AI as a partner in their work.
Creating an internal AI culture is a journey that requires patience, strategy, and a deep respect for the people who make your association run. By identifying your "suspender group," you empower your most enthusiastic innovators to lead the way. By using Innovation Days as a leveler, you create a space where everyone feels welcome to explore the technology's potential. And by focusing on capacity-building through the automation of routine tasks, you give your staff the freedom to be creative and member-focused.
Transformation does not happen overnight, and it does not happen through technology alone. It happens when a leader recognizes that the most important part of AI is the "I"—the intelligence and insight that only their staff can provide. When you combine that human expertise with the efficiency of AI, you create an organization that is not only more effective but also more resilient and ready for whatever the future holds. Jump into the ropes, trust your team, and start building the culture your members deserve.