Avenue M’s poll revealed that many organizations minimize the risk associated with change by collecting facts and insights from their members and testing new ideas in the marketplace.

Unlocking a fear of failure is key to embracing change and making quick decisions. We’ve all heard the expression “fail better,” but what does that really mean? It’s about shifting from avoiding failure at all costs to understanding—and accepting—that failure is a crucial part of the innovation process. Each attempt should be seen as an opportunity to learn and improve rather than a final judgment on an idea’s potential.

My book, The Art of Membership, details why it’s important to have leadership that promotes risk-taking and tolerates failures while fostering a culture open to exploring new, unproven avenues. It is crucial to possess an entrepreneurial spirit and a deeper understanding of your industry than your members, prospects, or competitors.

An early-July Avenue M quick poll with nearly 50 executives revealed a mixed perception among association executives about their organization’s ability to embrace new ideas and make quick decisions. While a majority (85 percent combined) believe their organizations handle this moderately well or better, some (16 percent) feel their organizations struggle. This suggests that while many organizations are reasonably adept at innovation and agility, there is still room for improvement.

One reason is that many organizations constantly strive for one great idea, which is unrealistic if there is an increased risk of failure and a culture that fears it. Encouraging employees to take risks and try out new concepts motivates them to explore new areas, generate fresh ideas, and devise innovative solutions—moving beyond conventional methods that may no longer be effective but are often deeply rooted in the organization.

When asked to provide an example of an entrepreneurial action their organization has taken recently, one executive who indicated their organization does moderately well, said, “We added digital and print demand publication sales.”

Another leader who said their organization does very well wrote, “We recently launched subscriber communities for some of our professionals who may not want to become full members but are seeking community.” Another noted that their organization “became a minority investor in a for-profit educational organization.”

Being entrepreneurial encourages a culture of trying new things and constantly getting better, which can boost member engagement. By offering fresh and valuable programs, services, and benefits, associations can attract and keep members more effectively.

Testing new ideas and pivoting based on feedback allows associations to allocate resources more efficiently, focusing on initiatives that show promise and discontinuing those that don’t, ensuring that time, money, and effort are spent on the most promising projects.

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For more insights on embracing an entrepreneurial spirit, read Avenue M’s quick summaries of the following resources, and click the links below.

Experimentation: A Path to Personalization at Scale

Establishing a culture of testing and experimentation using a data-influenced foundation lets businesses innovate and grow by trying, learning, and tweaking ideas on a smaller scale while reducing risk. This entrepreneurial approach, especially in customer experience and marketing, leads to big growth by gathering useful insights and creating a strong feedback loop.

An experimentation-first organization sets clear goals and encourages teams to constantly test and innovate, using real-time insights for better personalization and strategy. Starting with simple A/B testing and moving to advanced machine learning techniques, this mindset supports fast, scalable growth and helps businesses stay competitive and responsive to changing customer needs.

Can You Benefit From a “Simplicity Sprint”?

A couple of years ago, Google initiated a “simplicity sprint” to quickly generate ideas and bring them to market, starting with a survey on improving clarity, efficiency, and eliminating waste. This shift towards efficiency resulted from reports of weaker growth and concerns about layoffs.

The survey aimed to break down silos and enhance communication, recognizing that management might miss key issues. By asking how to help employees do their jobs better, Google sought to foster an entrepreneurial spirit, making the “simplicity sprint” a tool for driving innovation and efficiency.

Why Entrepreneurs Should Think Like Scientists

In a recent study of European start-ups, using the scientific method—formulating, testing, and refining hypotheses—boosted entrepreneurial success. Start-ups applying this method generated more revenue and were more likely to pivot away from unviable ideas, which were crucial for early-stage ventures.

The key to successful pivoting is focusing not on your ideas but on the answers to your experiments, which should provide insight into customer demand and industry pain points. This entrepreneurial approach helped a start-up find its successful model. Without the scientific method, “we would have ended up with a product that wasn’t viable,” said its co-founder.

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Contributors: Sheri Jacobs, FASAE, CAE & Lisa Boylan
Image: Sheri Jacobs