| Leaders of non-profit
organizations constantly look for ways to boost member commitment levels.
Similarly, government leaders often wonder how to combat citizen apathy
and prevent a community’s agenda from being dominated by vocal
minorities, thus leaving the “silent majority” behind. To
address these questions effectively, leaders need to identify where
current levels of engagement are. Typically, members of an organization
or citizens within a community fit within one of six levels of engagement,
and may act as:
- Customers:
These individuals join an organization to benefit from the services
it offers. Examples include many members of auto clubs, credit unions
and co-operatives. Members who function as customers may have little
or no inherent loyalty to the organization, and may leave as soon
as it stops providing the services they need.
- Socialites:
You’ll find socialites at annual conferences and general meetings.
They want to meet others, socialize and network. Most of them have
little interest in how the organization is governed. They may smile
and listen politely to a pitch to get involved in committee work,
but may not offer a sustainable commitment.
- Watchers:
Watchers are those who observe the organization’s leaders with
some interest. In municipal settings, these are citizens who sit in
the public gallery because they want to learn about decisions that
affect them. In the non-profit sector, watchers read periodic newsletters,
to stay in touch and monitor the organization’s progress.
- Critics:
Critics speak up in public meetings, scrutinize actions of their leaders,
and may even criticize the leaders themselves. They participate in
the election process, with the hope that things will change, only
to be disappointed and then criticize the new leaders.
- Creators:
Creators are those who want to make a difference. You can interest
them in committee or volunteer work. Their loyalty levels are high
and they are passionate about the organization. They usually hesitate
to take on leadership positions, at least at the start. But you can
count on them to be there when they are needed.
- Leaders:
The leaders probably include YOU (given that you are reading this
article). These are individuals who know that it is not enough to
complain (being critics) or work in the background (being creators).
They want to formulate change, shape the future of the organization,
and advance its mandate and strategic goals.
You may ask: “So what?” How can I use
this analysis?” Here are a few tips:
- Don’t get frustrated with your customers, socialites and watchers.
Instead, do your best to satisfy their legitimate needs. Be grateful
for their support, and continue to earn their loyalty by providing
quality services and products at competitive prices. Tempt them to
boost their level of engagement, and wait patiently while they consider
your offer.
- Appreciate and be grateful for the critics. Yes, it is much easier
to be a critic than to be a creator, but the critics keep you honest
and ensure a meaningful level of accountability. Greet their complaints
with the same enthusiasm and smile that you would greet a compliment.
And, of course, entice them to switch from being critics to being
creators or leaders.
- Nurture and support the creators, since they are the backbone of
your organization and its succession plan. Sooner or later (with repeated
enticement), they will be ready to leave the comfort and safety of
a committee and move on to the leadership spotlight.
- Finally, make sure your leaders are not so overworked that the organization
is solely dependent on them and they are set for burnout. An organization
that falls apart when its leaders depart is weak and vulnerable. Yes,
things may appear to get done, but this is deceptive, since the dysfunction
is dormant. Ask yourself this question: What will happen to the organization
if all its leadership vanished tomorrow morning? Teach your leaders
to let go of control and delegate work and power to the creators and
the critics.
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