In the world of associations, traditions matter.
We look at our traditions for meaning, history, connection, and practice. For association volunteer leaders and committee members, these traditions are often deeply personal, built through years of service, collaboration, and care for the association and its members. The thread that links us to our predecessors can be a valuable tool, but when it comes to planning association events, the phrase “We’ve Always Done It This Way” can stagnate growth, frustrate volunteers, and often, without anyone realizing it, compromise success.
As an association event manager, I’ve learned that “we’ve always done it this way” is rarely said out of resistance. More often, it’s said out of pride in what has worked, in the people who built it, and in the desire to protect what matters.
What a beautiful purpose!
The challenge, however, occurs when legacy impairs logistics.
Events don’t exist in memory; they exist in real time, shaped by today’s venues, budgets, timelines, and the people available to deliver them. What worked seamlessly in the past might not be deliverable or relevant today.
This often means having thoughtful conversations with your fellow committee members or other association staff about why change can strengthen an event, but also ensuring it continues to serve current and future members.
Let’s take a look at a few places to start.
1. Change for the sake of change is not the goal.
What we are discussing is a change that serves people, time, and outcomes. As a committee or board, it’s worth pausing to ask: are your association’s traditions still efficient and cost-effective? Do your members offer consistently positive feedback on the process, food, venue, and overall experience of the events you organize? If any of these questions don’t result in an immediate “yes,” it may be worth considering whether even a small adjustment could create meaningful improvement.
2. Open with curiosity, not conclusions.
Before suggesting a change, take time to understand why a process exists in the first place. What problem was it originally meant to solve? What constraints were present at the time? Asking these questions not only surfaces valuable institutional knowledge but also signals respect for your fellow volunteers and staff who have carried the event forward. When people feel heard, they are far more open to exploring what might work better today.
3. Start small and test a change before committing fully.
Now that we’ve done some good analytical thinking, it’s time to take some action. It’s important to remember that not every improvement requires a full redesign. In fact, small, intentional adjustments are often the most effective and the least disruptive. From a governance and risk perspective, piloting change can be a responsible leadership choice. Testing a revised timeline, simplifying a role, or piloting a new process for a single event can provide valuable insight without requiring a major leap of faith. Small changes build confidence, demonstrate impact, and create space for learning without risking what already works. If the small adjustment works, your initiative could inspire a ripple effect of creativity throughout your committee and other volunteers!
4. Anchor the conversation in the event experience.
It’s easy to talk about change when things are easy or the need for change is obvious. However, when conversations about change become difficult, returning to a shared purpose can be grounding. How does this tradition affect the experience of your members? How does it impact you as volunteers and staff delivering the event? Does the existing process make financial sense in the current budget?
Framing discussions around guest experience and financial responsibility, rather than preference or efficiency alone, helps align everyone around a common purpose and moves the conversation away from “how it’s always been done” to “how it feels to participate today, and if it’s sustainable to continue.” —Speaking of which, here’s a great blog on The Basics of Reading Association Financial Statements—.
5. Acknowledge and protect what still works.
Change is easier to embrace when success is recognized.
Take time to name the elements of the event that continue to serve the association well and the people who have made that success possible. Protecting what works builds trust and reinforces that change is not about erasing the past, but about sustaining it.
When people feel their contributions are valued, they are far more willing to consider what might come next. For a great read on how connection is a superpower for association volunteer leaders, read my colleague’s blog here!.
When your fellow association staff and volunteers see that successful ideas from past events are recognized and protected, it sends a clear message: thoughtful contributions matter. That reassurance creates space for everyone to bring forward new ideas, as well as knowing that change is about building what works, not dismissing it.
In the end, association events are not built on processes alone; they are built on people. Tradition gives us a strong foundation, but it is thoughtful reflection and adaptability that allow your events to remain relevant, deliverable, and meaningful.
When we approach change with curiosity, respect, and care, we create space for both legacy and innovation to coexist.
Honouring what has worked in the past while remaining open to what could work better today is not a contradiction; it is responsible for stewardship. By grounding change in purpose, experience, and sustainability, volunteer leaders ensure that events continue to serve the members who rely on them and the volunteers who will carry them forward.