In recent times we have witnessed some remarkable turnarounds in Rotary clubs around the world. From the establishment of new clubs, to membership growth, to the amalgamation of clubs, to the revitalisation of clubs, to the adoption and formation of new clubs types.
Membership turnaround:
To remain successful and competitive in attracting members, however, service clubs cannot rest easy and expect to maintain a competitive advantage. Turnaround is difficult and is not for the faint-hearted. It requires a significant commitment of time and maybe money. However, the downside of not getting it right is failure and there is unfortunately no quick fix!
To remain successful and competitive in attracting members, however, service clubs cannot rest easy and expect to maintain a competitive advantage. Turnaround is difficult and is not for the faint-hearted. It requires a significant commitment of time and maybe money. However, the downside of not getting it right is failure and there is unfortunately no quick fix!
One example of a successful long-term club turnaround initiative recently conducted with RI adopted a flexible approach, realising that copying and pasting various existing models is not always the best solution for all situations and clubs. Through this approach the following various questions were considered and milestones achieved:
- Is your club viable? – members should think and believe such, so that investment of their time is considered worthwhile
- Could key stakeholders be managed and motivated? – without this clubs cannot move forward...so it is key that stakeholders be keen and receptive
- Do club leaders have sufficient credibility? – with an abundance of respected and passionate clubs leaders, members are motivated to help the club succeed
- Is the club’s reputation intact? – a long standing club, vital to the history of the area and community, should be the goal and never in question so as to make any community contact easier
- Could a support team that would be accepted by members be put together? – options for a team to provide assistance where applicable and based on the needs of the club should be fully explored by both the club and the District where the team would be warmly welcomed and befriended and any possible conflict or resistance is minimized or mitigated
Once it was established that a club could be rescued, a flexible plan that addresses the underlying causes of the situation and supports solutions and options with time and resources afforded can be developed.
Clubs need to be innovative and progressive to have a competitive advantage and members will responded accordingly.
Some basic results of such an approach include:
- a strategic plan and clear goal setting
- respected newer members taking the helm
- development and implementation of positive long-term projects
- neighbouring clubs offering support on easy local projects
- willing, positive guidance and non-confrontational support is forthcoming from long standing experienced members
- social lives of members becoming more noticeable
- membership leads of young candidates are identified as the most suited to the club
- a change in meeting venue and/or format
- regular social media activity with correct branding
- members attending more meetings and engaging better
You can turn a club around – but it takes time, a dedicated team, commitment and maybe some tough decisions.
But when the going gets tough, clubs need to act fast to quickly assess the situation and implement a survival plan.
The above approach did not come with a model and requirement to tick boxes; instead, a team work with a club to identify the issues, causes, options and opportunities with flexibility.
In saying that, it is accepted in business management that a turnaround plan should consist of seven key elements, that can be related to an organisation such as a Rotary club:
- Stakeholder management – this is the most vital aspect
- It is important to engage all stakeholders in the process with clear, consistent and predictable information and communication to ensure stakeholders support and have confidence in the turnaround plan.
- Crisis stabilisation
- Take control of the identified issues – set a date.
- Cost cutting is a key strategy here – with other "free" options to serve one's community, membership in Rotary needs to more efficient. Are fines, raffles, unnecessary fees and meals needed?
- New leadership
- Management changes can have a dramatic influence on a club. Management sends the strongest message of confidence to the members
- Committees, strategies and culture may need a brutal shake up
- Interference can be minimised and the leaders can focus on the objective
- Strategic focus
- Perform a strategic review of the club – how did it get to this point?
- Management team making strategic decisions about growth, succession, flexibility, technology, mentoring, advisory boards
- Invite external bodies to observe the clubs functioning
- Critical process improvement
- Become more efficient in any and all areas – meetings, projects, fundraising, donations
- Can a club share resources with neighbouring clubs?
- Organisational change
- Culture and operational changes – improving communication and engagement strategy
- Financial restructuring
- Appropriate financial management and sound management reporting
In any organisation, if an effective strategic plan is not implemented and reviewed, failure will follow. Move rapidly from strategy to execution by preparing action plans, estimating costs (financial and membership) and benefits and tracking and celebrating key milestones.
The biggest mistakes a club can make are to take short-cuts, undervalue your members time and budgets, do things slowly or to under-estimate what is ultimately required.
What worked, or you got away with once, may not work today and may even be hurting your club. Keep in mind that there may be members who are prepared to step up to a challenge and change in order to evolve; and, there may be some members who will challenge any change, who are committed to tradition and may even seek to move on and possibly start a club to suit their preferences – this should not be considered a bad outcome by any means...just part of a club's evolution.
For more information, feel free to check out a wonderful guide on turning around a business, used by respected business leaders KPMG, and that is readily adapted to any organisation.
– Article by Carol Coffey