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In recent months I’ve seen several cases where individual members have pursued their association with such ferocity you’d think they were trying to bring it down altogether. At best, it’s puzzling. At worst, it’s toxic. Either way, it’s worth understanding why this pattern is becoming more common, and what it means for the leaders charged with holding these organisations steady.

Lord Vader is not a role model in any conventional sense. Yet he does show how structure, clarity, self-discipline, and strategic focus can help someone step into leadership with more stability than they ever enjoyed before.

The most empowering leaders aren’t shields. They’re system-builders. They make it possible for people to lead without fear, to act without waiting for permission, and to succeed without someone standing guard.

There's no need to over engineer a podcast. They succeed through consistency, not perfection. Members want to hear insight, not orchestration. A credible microphone, a laptop, and a structured conversation are enough to begin. The polish develops over time. 🎙️ 🎧

Some membership bodies have a habit of confusing efficient management with genuine leadership, keeping the wheels turning but rarely setting a bold course. This isn’t deliberate but structural, because many associations grew up valuing order above ambition: Clear processes, tidy compliance, smooth governance cycles. All necessary but none a substitute for leadership.

⋆⭒˚.⋆🪐 ⋆⭒˚.⋆ Leadership isn’t about suppressing passion, it’s about guiding it. The tragedy of Anakin Skywalker reminds us that potential, left unmanaged, becomes peril. But with empathy, structure, and the right mentor, even the most impulsive prodigy can find balance, and maybe even bring light to the Force again.

The classic image of a leader is still bold, outgoing, permanently energised by people. Those leaders exist, and when they’re good, they’re extraordinary. When they’re not, they’re exhausting. But they’re not the only model. Some of the most effective leaders I’ve worked with, and some of my best work, are grounded in introverted strengths: depth, clarity, calm, and the ability to make decisions without drowning in noise.

Last week, one of my memberships unveiled its shiny new platform. I followed the prompts, updated my password, and landed on a dashboard that looked clean enough. New colours. New icons. New button shapes. The usual signals of digital progress. Then the reality set in...

I’ve been conducting a process review recently. As always, it’s fascinating how every conversation follows the same pattern: Ask someone how the organisation operates, and they’ll tell you exactly what’s wrong - with everyone else’s area. Marketing takes too long to sign off. Finance slows everything down. IT doesn’t understand the business. HR gets in the way. Leadership lacks focus. But when we get to their function, their processes, their team, and their role, the tone shi