As leadership transitions across generations, membership organisations must bridge the gap between tradition and innovation to stay relevant and connected.
In corridors lined with framed photos of past Chairs and CEOs, many membership organisations are facing a very modern dilemma: how do you pass the baton when the race has changed pace, direction - and sometimes, the track itself?
Baby boomers and older Gen X leaders, many of whom have spent decades shaping their organisations through stability, structure, and formality, are beginning to step back.
Meanwhile, younger Gen X professionals, Millennials and even some Gen Z are stepping forward, and not quietly. They’re bringing expectations shaped by collaboration, tech fluency, and often, a radically different idea of what good leadership looks like.
Many membership organisations owe their stability and success to seasoned leaders who’ve steered through major changes, kept the ship steady, and built reputations based on trust and credibility. Those traditional, structured models of leadership have served the sector well, often for decades.
But the nature of membership sector leadership is clearly evolving. What emerging leaders bring isn’t a rejection of what’s come before, but a response to how member expectations, working habits and communications have changed. Rather than replacing legacy with novelty, it’s about blending stewardship with fresh perspective.
The shift we’re seeing isn’t just about style (although yes, Zoom calls have largely replaced face-to-face meetings in mandated suits!). It’s about how leadership is experienced.
Younger professionals - particularly Millennials and Gen Z - tend to seek purpose, trust and collaboration in their working relationships. They’re not rejecting formality entirely, but they’re often drawn to leaders who are transparent, accessible, and values-led. That doesn’t mean disregarding governance or rigour; in fact, it often means making those things more relatable and inclusive.
As the Good Governance Institute notes, organisations thrive when leadership:
“...is lean, transparent and ethical, focused on tackling operational challenges in ways that complement the big picture vision.”
That means finding space for continuity and innovation to work side by side. In many cases, it’s the most experienced leaders who are best placed to mentor the next generation. Not by handing over power, but by creating space for shared leadership.
As new generations enter leadership roles, they’re not asking for less structure, they’re asking for better structure. More inclusive, more participatory, and yes, more human.
Kevin O’Neill, Head of Programmes and Impact at Workwhile has worked closely with young professionals and apprentices. He wrote that he’s heard the common assumptions - that they’re “needy, distracted, overly idealistic” - but says they rarely hold up under scrutiny.
As Kevin notes, “someone’s perception is their reality”, so if we want intergenerational leadership to thrive, it’s on us to tackle those assumptions head-on, not with criticism, but with curiosity and conversation.
That’s the heart of it. Creating space for a new generation of leaders doesn’t mean stepping aside entirely, it means stepping alongside. It's less of a baton drop; and more of a team relay.
Many seasoned leaders are already doing this instinctively, including mentoring early-career professionals, encouraging fresh ideas in meetings, or simply being open to feedback. These small, often informal acts of leadership development have a huge cumulative effect. But as leadership becomes more shared, more distributed, these practices can be made more intentional.
Take “reverse mentoring”. Once seen as a trendy HR initiative, it’s now gaining traction in professional bodies and trade associations as a practical way to build mutual understanding. Senior leaders get insights into digital trends, community expectations, and shifting workplace values. Junior colleagues gain confidence, access, and a sense that their voice matters. This is a great example of strategic continuity in action.
Research shows that cross-generational mentoring improves confidence, retention, and creative problem-solving in both mentor and mentee roles. So in other words, shared leadership strengthens the whole organisation, not just its future.
Let’s bring this back to the core of membership life: relevance. If your leadership team isn’t reflecting how members live, work and engage (particularly younger members) you risk a slow decline in connection.
Modern members expect more than just well-run AGMs and policy briefings. They want community, responsiveness, transparency. They want to know their organisation sees them; and that often starts with leadership.
That’s not a criticism of tradition, it’s a recognition of the moment we’re in right now. According to recent research by GrowthZone, the majority of membership organisations say member engagement is a top strategic priority, and many of them link that directly to evolving leadership and culture.
So if the sector is already rethinking what membership means, why wouldn’t leadership evolve too?
In our 13+ years recruiting across the membership sector, we’ve seen how the most resilient organisations treat leadership transition not as a risk, but as an opportunity to realign with where their members (and staff) are heading. That starts with asking the right questions well before a vacancy even lands on the board's agenda.
Some effective approaches we’re seeing include:
At Membership Bespoke, we work closely with boards and senior hiring panels to shape leadership roles that are fit for the future, not just a continuation of the past.
That’s why it pays to treat succession planning and senior recruitment not as a formality, but as a strategic opportunity. Who you hire shapes not just how your organisation is run, but how it's experienced, by staff, members, and stakeholders alike.