To reverse this trend, RI leaders assumed that all they had to do was come up with tools that would encourage clubs to get more members.
This self-centered assumption made it easy for RI's leaders to be seduced by the same siren melody that victimized many, and doomed a few, successful organizations. It is not uncommon for leaders to believe that by concentrating on getting better at refining and improving their attributes, projects and programs that membership development is simply a matter of recruiting more members. What leaders have difficulty comprehending, some until it is too late, is that their organizations should approach developing membership by being innovative in creating ways that their attributes, projects and programs enhance the membership experience.
Being innovative at enhancing the membership experience for Rotary clubs and
Rotarians will face many obstacles. Perhaps the
most difficult will be overcoming two decades of misdirected priorities embedded in the minds of many Rotarians, most
previous leaders, and many aspirants. This
can only be conquered by an intensive internal marketing initiative that
delivers, in words and actions, Rotary's differentiating value proposition; a campaign centered around conveying the perception that