/ 9

Personnel Management.
Motivation.
People do things for their own reasons Types of Motivation. A. Fear (scare them) B. Incentive (offer them buttons, patches, plaques, and pins) C. Attitude (inspire them) Keys to Motivation. A. Consider him and his Job important. B. Praise his efforts. C. Ask him for advice. D. Listen to and respect his opinions. E. Provide meaningful assignments. F. Encourage him. G. Be sure he knows what is expected of him. ABC's of Motivation. Adequate introduction to the new situation. Be a square shooter. Criticize wisely. Develop initiative. Encourage and commend good work. Find ways to build self-respect. Greetings of a warm nature. Have consideration. Imitation is a powerful instinct. Job simplification is a welcome help to your people. Know the people around you and their problems. Loyalty to the group can be developed. Make every job interesting. No promise is unimportant. Opportunity for learning. Pride in what they are doing. Quiet the fears. Responsibility develops morale. Serve well those that elected you. Teach people some good. Understanding that people resist change. Value every person's dissatisfaction. Work for teamwork. X-ray problems and solve them. You're most important to the group's morale. Zero hour is now - you can motivatel not yours.

Let George Do It!

What is Delegation. Giving others the responsibilities and authority to make decisions for which you are accountable. Leadership Attributes Needed for Delegation. 1. 2. 3. 4. You You You You must must must must be open to other people's ideas. be prepared for and willing to accept mistakes. be able to control your temper. exercise great powers of self restraint.

Five Steps to Successful Delegation. 1. 2. 3. 4. 5. Policy guidelines must be clearly stated. Jobs must be defined. Goals must be set and agreed upon. Two-way communications must be established. Feedback systems must be established.

Benefits of Delegation. 1. 2. 3. 4. 5. 6. Gives you more time. Increases efficiency. Helps develop people. Creates team enthusiasm. Establishes a sense of responsibility. Teaches management and leadership skills.

Cautions in Delegating: 1. 2. 3. 4. Don't Don't Don't Don't overload anyone person. delegate only those things you dislike. overlook the need to constantly train your people. look upon delegation as a sign of weakness.

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Measure Your Delegation Effectiveness.

No On July 4th measure your delegation effectiveness as chapter president Be candid and honest The answer to each statement should, obviously, be "yes". Work on those to which you had to answer "no". Yes Yes (CIRCLE ONE) Yes Yes Yes I provide my board members with complete Information on chapter policy and procedure as it relates to their jobs before I give them an assignment "' .. '., ,., , .. " , .
I define precisely the limits of a board member's responsibility before I let him go ahead on his own

When

delegate an assignment

don't then forget about It ' .. , , ,

follow up to see how it is done .... , "., , .. , , .

I explain the principles of decision-making to my people, but in matters that are their responsibilities

I do not make the decisions for them

I try to develop the initiative of my board members so that they will be able to cope with emergency Situations when they may have to act entirely on their own ,,.,.,,, , , .. , ,, . I do not criticize board members for mistakes they may have made In handling emergencies or unusual problems. I try to correct their errors through patient explanation " I am willing to listen to a board member whO must make a decision, but I do not try to teach by giving him the answers. I endeavor to show board members how to find the answers on their own , ..... ,'.'

Except in extreme emergencies, I do not reverse a board member's orders openly, for I don't want him to lose face When his decision must be reversed I tell him privately and let him make the necessary changes himself , " .. , ,.,.""., " . A board member can count on my backing. I do not permit board members down the line or members to go over the head of the responsible board member to get a decision changed , .... , .. , ... , .... ,. I take the responsibility for all decisions made in my chapter. When a board member makes a mistake he ISaccountable to me, and I am accountable to the membership. When something goes wrong I do not try to excuse myself by laying the blame on other board members , , .. , ,.,.".,.",., ,

Working With People.

Self Analysis Check List".

One of the most important things about working with people ISthat you must excite the inpividual action of each man in your chapter How do you rate in this area? How successfully do you handle peopte? What particular traits make you effective, or what characteristics hold you back? The following is a check list which gives a simple way to analyze yourself. Take a look at each item and think honestly about yourself. The answers are on pages 12 & 13.
YES SOMETIMES

NO

1. Do you know at least a little bit about the interests of each person in your chapter. off the job? " , ,", .. ,.,", . 2. Are you generally cheerful? . 3. Do you manage to keep calm and even-tempered under the unpreventable pressures and strains on the Job? . 4. Do you make promises only when you know you can keep them? . 5. Are you likely to violate a personal confidence? . 6. Do you make an effort to be a good listener? . 7. Do you give credit where credit is due? . 8. Do you ignore complaints which appear insignificant to you? , . 9. Are you stnct with some members and lenient with others? . 10. Do you praise good work as well as criticize poor work? , . 11. Do you cooperate and get along well with others? . 12. Can you refuse an individual's request Without making him feel angry towards you? . 13. Do you try to see the other fellow's point of view? . 14. Are you effective when giving orders? . 15. Do you ask individuals to do personal chores for you? , . 16. Do you ever ask for members' opinions about program improvements? . 17. Do you explain reasons for changes in policies and procedures? . 18. Do you refrain from making sarcastic remarks? . 19. Do your members respond when you talk to them about a better job? . 20. Do you help each member feel that he counts as an indiVidual? .. , , .. 21. Are members reluctant to come to you for help on their program related problems? 22. Do you high-pressure your members into frantic eHorts? .

13

will never get your opponent's goodwill." 24. No. A good leader is never guilty of this mistake. The person you correct in public is unnecessarily humiliated, his self-respect is damaged, resentment is stirred up, and the public "bawling out" tends to make a martyr of him if there is an element of injustice in your criticism. 25. No. The greatest thief of time is putting things off. Not only is it a sign of weakness on your part, it sets a very bad example for your members. Get your projects done on time. If a member makes a request which requires some investigation, tell him so. Have your answer ready within the shortest possible time. 26. No. If it is vital to make a quick decision, make it to the best of your ability. Otherwise, take your time. Look at a question from all angles before making up your mind about it. 27. Yes. Jumping to conclusions isn't the most effective way of handling problems. It may sometimes be hard to control yourself, particularly when it isn't the first time a person has broken a rule or done a poor job. It takes patience, self-control and a willingness to get the facts. That's the only way to save

yourself a lot of trouble in the long run. 28. Yes. Many people suffer from a feeling that what they are doing is not "important". They need to be told that the whole organization depends on the proper execution of their effort. It is because this kind of assurance is so seldom given that many people show an attitude of indifference which reflects itself in the quality of their work. 29. Yes. Train yourself to react favorably to criticism even when it may seem unjust. Such ability commands the respect of others and enables you to pick out the points which you can use for your own development. Cooperate with others in giving them the opportunity to straighten you out when you're ot! the track. You are trYing to develop your own members for future responsibility. 30. No. Don't blame all your troubles on peoples' personalities and attitudes. Many conflicts arise from misunderstandings about job responsibilities. Give a clear-cut explanation of each person's duties and responsibilities in your chapter. Apply the basic rules of good management.

Answers To Human Relations Inventory.

1. DA - Desire is important if we are to do our best, yet we are each limited by our aptitudes, potentials, abilities, health, physical characteristics, etc. 2. DA - Certain characteristics are the same - i.e., desire for security, appreciation, happy family life, feeling of achievement, etc. However, we differ in others as intelligence, attitudes, interests, emotional stability, personal problems, etc., therefore, what motivates one may not affect another, so each person should be treated as an individual. 3. A - These aptitudes may be seen in such areas as music, sports, mechanics. We can develop these by training, experience and education. However, we are limited by the talent or capacity with which we are born. 4. DA - Money interests them but so does recognition and a challenging job. 5. DA - A well-accepted definition of intelligence is "The capacity to learn". Question No.5 contains a good definition of "knowledge" but not "intelligence". 6. A - We are all interested in self satisfaction. 7. DA - Knowledge is not the only qualification of a good teacher - other qualities include ability to communicate, patience, and a knowledge of teaching techniques. 8. DA - These terms describe extreme personality patterns. Most of us are "Ambiverts" which means that we are somewhere in between. 9. DA - It refers to things we inherit - "environment" refers to everything that has happened since we were born. 10. A -Everyone is frustrated at some time. 11. A - This puts the burden on the teacher if the learner is not interested to the point he will want to learn. 12. A - Consider yourself when you don't want to mow the lawn but if a friend calls and says let's play golf, your "laziness" immediately turns to enthusiasm even though golf may require more work. 13. DA - An introvert likes to be by himself - an extrovert likes to socialize and converse. Placing them together on a job probably will satisfy the extrovert because he has somebody to talk to but the introvert may become more upset by the extrovert who continues to socialize. This situation results in many so called "personality clashes". 14. DA - The word "always" makes this statement "DA". If the statement said "the better we know an employee, the better we can predict his behavior in a given situation", the answer would have been "A".

15. DA - Usually based on feelings and emotions - it is a rare person who withholds his attitudes until he has carefully studied all the pertinent facts. 16. DA - He may be quite dissatisfied with the job and only doing it so that he might advance to a higher level job, please the boss, etc. 17. DA - He likes to be alone. 18. A - Remember definition of frustration: "A blocking of a wish or desire". They may be minor but we normally experience them at home, on the way to work, on the job, etc. 19. DA - That is one approach - two others are: a. Withdraw from it and not worry about it; b. Analyze it and try to develop best approach for solving it. Answer "B" is normally best. 20. DA - Positive attitudes will usually produce better results. 21. DA - Purpose of this question is to emphasize the need for matching a person to a job. For example, if you had a low level, menial task, a highly intelligent person would probably be bored. Other jobs might require a person who does/does not have an outgoing personality. 22. DA - Answered in No. 21 - May not be challenging. 23. DA - Getting detailed facts is a basic principle of problem solving. 24. DA - If the job controls the person, there is more apt to be frustration and discouragement than motivation. Parkinson's law - "A person will fill up whatever time is available to a job that needs to be done". A person must be able to have a feeling of achievement and accomplishment before a new assignment is given. 25. A - Usually, more alternatives can be developed. 26. DA - Admitting mistakes usually tends to build respect. 27. A - A knowledge of facts and personalities is helpful. 28. DA - A characteristic of a good president is the ability to delegate details so he has more time for major problems and decisions. 29. DA - Should research the problem and see what can be done - to recommend that a person quit should only be done as a last resort. 30. DA - If you don't know, it's a good policy to admit it, then find out the answer. 31. DA - Normally he would gain respect - members lose respect for their president if he thinks he has all the answers and is never willing to get suggestions.

14

32. DA - Research shows that 75 percent of managers who fail do so because they lack the supervisory and management skills to do the job. 33. A - If we expect to understand people, we had better start with ourselves. 34. DA - This approach usually gains respect. 35. DA - The better you know your members, the better you can predict what they will do. Also the better you will be able to assign him to proper jobs and motivate him. 36. DA - Your actions will have more impact on your members' attitudes and behavior than will your words. 37. DA - Even with a good start, problems might arise throughout the course of the job - also gives the president a

good chance to praise the member and show that he has a personal interest. 38. A - Only by doing this can you weigh the merits of one against the other. 39. A - If your members know you will listen, it will probably show up through a better job being done. Also, if you have reputation tor being "too busy" to listen, you probably will not have the advantage of hearing suggestions and ideas for improvement. 40. DA - If we learn more about human relations, and how it relates to effective management, our jobs will become easier and we will have the time to learn more about the technical aspects of the job.

11

23. 24. 25. 26. 27. 28. 29. 30.

Do you argue? . Do you correct any of your local chairmen in the presence of others? . Do you keep postponing jobs or requests that come to you from your chairmen? Are you in the habit of making hasty decisions? . Do you get all the facts before you start placing the blame? . Have you explained to each officer, committee member, etc., why his work is important and how it fits in with the purpose of your program? . Can you accept criticism directed at yourself? . Do you always blame human nature when things go wrong? .

Human Relations Inventory.

This is a good exercise to give your Board of Directors of your membership. It is designed to help people understand themselves better as well as understanding other people. Just photocopy this page - let them fill it out - then discuss each statement. You should act as the discussion leader. Write A (agree) or DA (disagree). The answers follow. 1. 2. 3. Anyone is able to do almost any job if he tries hard enough. People are basically the same and should be treated pretty much alike. We are born with certain abilities, capacities and potentials and these tend to limit the things we can do. The only kind of recognition that means anything to a person is more money. Intelligence consists of what we've learned since we were born. Most persons are interested in doing work of which they can be proud. If a chapter president knows all about the work to be done, he is therefore qualified to teach others how to do it. Everyone is either an introvert or an extrovert. Heredity refers to everything that has happened to us since we were born. Frustration means that something is blocking the wishes or desires of an individual. Teaching is complete only when the learner has learned. ) 23. A Jaycee President should be able to solve his own problems without getting all the detailed facts. People will work faster and longer if they always have a little more work ahead of them than they can possibly do. A group of people can usually find a better solution to a problem than one individual can. The President should never admit a mistake to the members. A knowledge of the personalities involved helps in solving problems. The more details the President handles by himself, the better executive he is likely to be. The best thing the President can do if he has a trouble maker in his chapter is to recommend that he quit. It's a bad policy for a President to tell a member, "I don't know the answer to your question, but I'll find out and let you know." A President would lose respect if he asks his members for suggestions. Most Presidents who fail do so because they don't have the technical "know-how" for the job. It is important to understand ourselves before we can understand others. Consideration and friendliness are useless in handling problem members. The President would be wasting his time talking with his members about their families, interests and outside-the-chapter problems. As long as he gets the work done, a President does not have to set a good example by his personal conduct. Follow-up to see how a new member or officer is doing isn't necessary if he got started in the right way. Before deciding on the solution to a problem, a list of possible solutions should be made and compared. The President should be willing to listen to almost anything the members want to tell him. Courses in human relations are of very little value. We should be learning more about the technical aspects of our job.

24.

25. 26. 27. 28. 29.

4. 5. 6. 7.

8. 9. 10. 11. 12.

30.

31. 32.

Lack of interest accounts for more "loafing" on the part of members than does laziness. 13. Introverts and extroverts should be put on the same committee, job, etc., where they can work together. 14. If we know a person well, we can always tell what he'll do in a given situation. 15. Attitudes are usually based on a careful study of the facts. 16. A person's ability to do a given job is always a sure sign that he is satisfied. 17. An introvert likes to work with others and is usually the life of the party. 18. People are faced with frustrating situations almost every day. 19. The best way to overcome frustrations is to fight vigorously. 20. A member's attitude has little effect on his work. 21 . In your chapter, the person with the highest intelligence, best personality, and most experience should always be selected for a job. 22. If a person is dissatisfied with a job at a low level, he probably will also be dissatisfied with any job at a higher level.

33. 34. 35.

36.

37.

38.

39. 40.

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Answers To "Working With People".

When you have finished checking through these answers you become more aware of your ability to handle others and can see where you need improvement. Note your strong points Keep bUilding upon them Start a program to develop the weak points which are probably standing in your way. 1. Yes. When you are aware of a man's personality, home conditions, and hobbies, you can take his peculiarities into consideration in utilizing him. 2. Yes. Grouchiness and irritability reduce your effectiveness. A president who goes about his Job with a long face and grouchy attitude dampens the spirit and enthusiasm of everyone with whom he comes in contact. Look for a ray of humor in difficult situations It will save many hard feelings and turn anger into cooperation. 3. Yes. A person who cannot control himself can hardly hope to control others. Self control under all circumstances gives you that poise and sureness which commands respect and loyalty. 4. Yes. Promises should not be made lightly They should always be made with a full understanding of whatever circumstances arise that would make it Impossible to keep them. Make those circumstances very clear to the person at the time promises are made. A president who feels that he can make promises and not keep them is making a bad mistake. He cannot be a good leader unless he shows integrity of thought and action and earns the confidence of his members, and their belief in his word. When you promise anything, do everything you can to deliver. 5. No. Violating a confidence has the same effect as a broken promise, except that the resentment is often more intense. Your position makes you the logical counselor of your members on many problems. The closer your relationship to your members, the better you are able to help them and the more they will want to cooperate with you. But such a relationship is severly strained by a breach of confidence 6. Yes. Being a good listener is of particular importance to you. When a person comes to you with a request or suggestion, do not jump to conclusions and assume that you know what he is driving at after he has spoken the first sentence. This has a bad effect upon him, because he cant help but feel that you are not Interested enough to hear what he has to say. Don't butt in With a word here and there. Don't frown or yawn. This shows lack of respect for his feelings and opinions. You get a better understanding of what is on his mind, and will be in a position to render much more intelligent judgement and decision when you listen carefully and patiently. 7. Yes. Don't hog all the credit. If you do, you will be resented by your chapter. They will hold back on their initiative and cooperation. Give them the recognition they want. need and deserve 8. No. No complaint is "little" to the person who is making it. Even if the gripe is unjustified, there's no denying the fact that the person does not think so What you might consider unimportant looms very large in his eyes. He remains a problem even if his complaint is taken lightly. It is your job to ease III tempers, not to aggravate them by inattention 9. No. If you are, teamwork goes out the window. Avoid any possible criticism that you are playing favorites. When one member is allowed to get by with something, while another is not. efficiency suffers Don't give special privileges unless a special situation warrants it and everyone understands It. 10. Yes. Every human being craves credit and praise. A practice which is very aggravating to a person is always to be blamed for making a mistake, but not to be praised when a good job is done Praise is an important psychological

incentive to better work, and adds much to a man's satisfaction. 11. Yes. Share your thoughts and experience with other officers Talk to them about your problems as well as your successful methods and ideas. I<eep them informed. 12. Yes. An abrupt "No' to a request is sure to arouse hostility. When a person is told why his request cannot be granted, he will accept that refusal Without showing ill will. Refusing tactfully requires that you make him feel your personal regret. 13. Yes. It takes more than goodwill to see someone else's point of view. Involved is not only a willingness to listen. Equally important is the readiness to dismiss temporarily one's own opinion and look at the issue with a new pair of eyes, the other fellow's. This isn't easy. It requires, primarily, an attitude of objectivity towards one's own notions and ideas. 14. Yes. Orders fizzle when they are given to the wrong people, and they also do little good when they are given in the wrong way or at the wrong time. When you give orders, make certain that they are explicit and simple so that individuals are positive about what you have in mind. Orders are useless when they fail to take into account the situation prevailing at the receiving end. That's when members begin to get skeptical about a president. They lose confidence in him. 15. No. In order to win the favor of a president, some members jump at the chance to do his personal chores. Most persons, however, resent an officer who habitually asks them to do personal jobs for him. They feel he is taking unfair advantage of his position: it makes them feel inferior. 16. Yes. Asking for suggestions has a double objective. First, the man on the job is probably more familiar with his particular job than anybody else. He is often in the best position to give you ideas for improvements. Second, it gives you a chance to satisfy the member's desire for recognition. When you ask a person what he thinks, you plant in him the seeds of self-assurance and self-satisfaction. 17. Yes. The "why" of certain policies may not be as obvious to others as they are to you Talking about a change of policy does much to overcome resistance: it gains cooperation. 18. Yes. It is easy to commit one or both of these errors when the occasion calls for corrections of mistakes But it is difficult to deal With the varied emotional reactions in the person involved. Sarcasm makes members feel inferior, produces resentment and inVites angry rebellion. A president who uses sarcasm as a way to influence his men is not good in leadership ability. Remember, your members are not on a salary. 19. Yes. More important than any specific words are the attitudes you bring to his kind of discussion. If you try to build up a member instead of tearing him down, if you set up a goal he can meet. the chances are good that he will cooperate. 20. Yes. Contact each member regularly, and make your greeting sound as if you mean it. Talk to him occasionally about personal matters. Do him a good turn without boasting of the fact. Ask his opinion about various chapter problems. 21. No. Your position makes you the logical counselor of your members on many chapter problems. The closer your relationship to your members, the better you are able to help them out of trouble or to secure help from them, and the more they will want to cooperate With you. 22. No. It is bad for morale and you Will never accomplish any good over more than a short period of time. If you have to get out a special job by a certain time, explain the situation fully to your members and ask their cooperation. 23. No. Don't argue Even if you win, you lose. Respect every member's rights to his own opinions. Benjamin Franklin once said, "If you argue and contradict, you might achieve a victory sometimes; but it will be an empty victory because you

15

Your Chapter Organization.

Handling Non-Performers.
No One Accepts A Job With the Idea of Failing; Therefore, You Must:

Identify the problem. A. Ask yourself these questidns: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Have I taken the time to understand him as a person? Have I been fair and honest in my relationship with him? Have I given him my full support? Have I offered him encouragement? Have I fully explained his job responsibilities? Have I explained what is expected of him? Have I explained how his job relates to the overall goals of the chapter? Have I explained the benefits he can gain from doing his job well? Have I worked with him in establishing goals? Do I allow him the opportunity of carrying out his job without undue interference from others? Have I provided him the necessary assistance? Do I give him credit for his accomplishments or do I take the glory for his achievements? Do I praise in public and correct in private?

What can be done? 1. 2. 3. 4. Additional training. Praise and encourage him. Reassign a portion of his responsibilities. Talk with him to help him in overcoming the problems. Be sure to spend more time listening than talking. Be sure the discussion is held in private. Change the person he reports to. Change your approach in working with him. Get assistance from your assigned state officers. Change his job duties. If you're the problem - straighten out yourself. Last resort - fire him.

5. 6. 7. 8. 9. 1 O.

How to replace a non-performer. 1. 2. If you have taken the time to do Parts I & II, it may not be necessary to fire him. Confront him in private and allow him the opportunity of resigning gracefully. Offer to announce a reason that will not embarrass him. Review the provisions of your by-laws regarding the replacement of officers. Get a performance commitment from him at a board meeting in front of his fellow members. Handled properly, replacing a non-performer may be in his best interest.

B. Ask These Questions About Him: 1. 2. 3. 4. 5. Is he overloaded? Are outside influences such as work, family, health, etc. affecting his capability and fulfilling the Jaycee role? Does he understand his responsibilities? Does he understand how important his job is to the total effort? If he afraid to ask for assistance? 3. 4. 5.

16

How To Effectively Handle People.

TYPE CHARACTERISTICS HOW TO HANDLE

Eager Beaver

Here's the quick, helpful type, first to jump in with an opinion every time. In spite of good intentions, this person makes it difficult by keeping others out.

Use him for summarizing. Try to cut across him tactfully by questioning others. Thank him and suggest "we put others to work." But be careful not to offend him - he'll be most useful when the time comes to summarize. Ask the group to comment on his view. Leave It to other group members to straighten him out. Tell him that you'll be glad to discuss his views later and ask him to accept the group viewpoint for the moment. Ask him to suggest an alternative. Indicate that you understand his objections, then restate the good points of the suggestion which have been offered. Ask other members of the gruup to comment on his remarks. Don't put too much faith in his opinions. Acknowledge his enthusiastic remarks politely and then ask for the opinions of some other sounder members of the group. Draw attention to the objective. Emphasize the points on which these two agree. Cut across the argument with a direct question on the topic or bring a dependable member of the group into the discussion. necessary, ask frankly that personalities be omitted
If

Bullheaded

He couldn't be budged with a bulldozer Either he hasn't seen your pOint or he's just plain prejudiced

The Dampener

This character points out the worst in every idea put forward. Seldom, If ever. does the "dampener" volunteer an alternative

Indiscriminating

He's an obliging chap who will agree wholeheartedly With ANY suggestion

Highly Argumentative

These combative personalities may be professional hecklers or just upset by personal problems. A clash between two such members can divide your whole group Into factions.

Inarticulate

ThiS man needs help. He's getting the Idea but finds difficulty in expressing his thoughts.

Repeat his ideas in better language. Don't twist his ideas more than you must to have them make sense. Avoid phrases like "What you mean is. " or "This is what you are trying to say. " Try not to embarrass them. Call one by name and ask him an easy question, or restate the last remark made by a group member and have the offender express his opinion of it. Refocus attention on the subject at hand. He'll have to stop for a breath. When he does, get him back on the track by restating the relevant points, then move on. Another tactic is to tell him that his pOintis interesting and then, with a smile, indicate that "we're a bit off the subject." As a last resort glance meaningfully at your watch. Your action should depend upon what is motivating him. Try to arouse his interest by asking him a question. If he is seated near you, ask his opinion so that he will feel he is talking to you, not the group. Toss out an interesting question to see If it will stir him. Be sure to compliment the shy person sincerely when he does make a comment. Remind him of the pressure of time. If it's a private matter, tell him you'll be happy to discuss it later. POintout to him that you can't change policy here, and the aim is to operate as smoothly as pOSSibleunder :'1epresent system. An alternative IS to have a member of the group answer him.

Side Conversationalists

Whether related to the subject or personal, little side conversations distract members of the group, and espeCially the speaker.

The Ramble

ThiS character becomes talkative on every subject except the one being discussed After a few of his farfetched analogies the entire group is hopelessly lost.

I Won't Talk

Silent Sam may feel timid, insecure, superior. indifferent, or bored Whatever his reasons, he won't be an asset to the group unless you draw him out.

The Griper

Whether giving loud voice to his pet peeve or a legitimate complaint, the professional griper wastes a lot of precious time

One: Get retention right, and you will have built the basis for recruitment. High retention rates are the signal that you have happy, satisfied members. And happy, satisfied members tend to share the NARFE story with others, automatically creating The takeaway: Start a grass-roots recruitment campaign. with retention and follow with recruitment. Two: "A bird in the hand is worth two in the bush" is certainly true for associations like NARFE. It is true, not only because it takes less effort to keep a member than find a new member, but also because it is less expensive to retain a member than recruit a new member. The takeaway: Recruitment often gets the attention, but retention will make your treasurer much happier: ultimately, the membership numbers will make everyone happier. Three: A low retention rate is a signal that you have serious underlying problems in your chapter. Recruitment of members is primarily a function of great marketing. But member retention is a function of both marketing, and more important, a satisfying membership experience. If you can't keep your members, then you are wasting time and resources The takeaway: If recruiting them until you fix the problems. you can't retain, recruitment will burn through prospects because they won't join a second time. The bottom line is that recruitment is important for NARFE. But retention must be your tirst priority. Get retention right-then move on to recruitment.
Recruitment is the most important activity for NARFE

membership development, correct? Not necessarily. Member recruitment is certainly important. But if you want NARFE to thrive, membership retention is the more important measure. Here are three reasons retention is more important than recruitment: