Why Organization's Fail

Rotary didn't stop developing membership because people were not interested in joining local Rotary clubs. Recent membership metrics have proven that. It stopped growing because Rotary and its member clubs became product oriented instead of member oriented. They marketed the results of the Object of Rotary instead of its value to its member clubs and Rotarians - its customers - those who fund its operations.

Red Text Note

==============Red text has a link to a previous Rotatorial or referenced document.==============

Sunday, April 29, 2012

Retain to Gain Part 3


Part 3

Established Priorities 
takes more than one person, one month, or one year.  An influential guiding coalition must carry the torch until the priorities have been achieved and solidified.

To read 
Creating a Guiding Coalition, 
please click here.  
Watch for Part 4 - Establish an Obtainable Vision, to be posted in June.

Sunday, April 22, 2012

Retain to Gain Part 2


Part 2
To Retain and Gain Membership 
Club, District, Zone, and Rotary International Leaders must 

As their Top Priority, otherwise it will not happen.
To read 
Part 2 of the Reverse a Membership Freefall series, click here.
Part 3 - Create a Powerful Guiding Coalition  coming April 30, 2012 

Friday, April 20, 2012

Retain To Gain Introduction


Retain to Gain


Present and future members are Rotary clubs' customers.  To retain and attract them, clubs must make a sustained effort to identify, define, and pursue Rotary's value proposition by increasing focus on the exclusive and significant benefits of membership in local Rotary clubs. This series, Reversing A Membership Freefall, was first posted in 2009.  With slight editing, Retention Central is posting the series a second time because, regardless of size or location, clubs implementing the timeless business fundamentals outlined in this series should become more effective at retaining and attracting members.

Monday, April 9, 2012