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The Lions Toolbox provides you with ideas that work as you recruit and retain Lions! This new tool from International has many valuable chapters on how you can make your Lions club stronger. In this section, I am hoping to explore some of these and maybe refresh your memory on others.
If you have found interesting tidbits about improving the Lions Movement over the years, please feel free to put them in to the "Idea Box" so everyone can profit from them.
Here are some ideas that may keep new members coming back and older members feeling that they are still an important cog in the wheel of Lionism.
Have a group of your older Lions start a file or scrapbook on the history of your Club and have them keep it up to date.
Once a year have a committee put up a display on Lionism in one of the prominent stores or banks in townAt each meeting have a Lion give a three minute information talk on Lionism.
Have a committee composed of Lions whose main business is to update projects... both fund raising and work.
Assign some members to place regular articles about your Club activities in the local newspaper.
Establish an initiating committee... very important.
Select a Lion or Lions to write an effective Club bulletin.
Establish an Awards Committee to be responsible for ordering and presenting awards to deserving Lions. This is very important.
Have combined meetings with other Clubs.
Have entire Club visitations to a Cabinet Meeting, to hospitals, to rest homes, hockey games or an special event.
Make sure your standing committees have a reason to be active.
Have a group of your Lions participate in area parades and other special events.
Sponsor a night to honor older members.
Give new members a responsible job immediately and have them work with a few older members of the Club.
Ask members to provide a program on their individual occupation, hobbies and history for presentation at regular meetings.
Create a committee on long range projects, such as working with hospitals, care center, meals on wheels, etc.
Create an active Past Presidents Committee.
See that the new and older members enter into the social part of Lionism at charter nights, conventions, etc.
Keep members spouses informed. Get them involved in Club Activities.
Organize family events, such as picnics for all the Lions and their families to enjoy.
These ideas are interesting alternatives that can be used successfully if your Club attendance is low. they encourage participation which can increase low attendance.
A busy Club that works as a team... is a great Club. If all these ideas are at work in your Club your membership development program has a solid foundation for success.
Recruiting Wheel
An Excellent Tool for Recommending New Members
Concept: Some people are not comfortable asking others to consider becoming a Lions club member, even if they wholeheartedly believe in the benefits of membership and want to share the experience with others. By using a prospecting list, all club members can participate in generating leads, but the actual recruiting can be done by individuals who truly enjoy asking others to become Lions. An effective method for creating a list of potential members is the Prospecting and Recruiting Wheel.
Steps to Success:
1) Create Lists: At a regular club meeting, distribute prospecting and recruiting wheels and/or
prospecting lists to each member (see examples). For each category on the wheel, have an
experienced Lion ask the group "Who is the one?" Example: Who is the one relative in
your family you feel would like to make a contribution to improve the community? Give
club members a brief time to think about their choices and fill out the prospecting list as
thoroughly as possible.
2) Collect Lists: When all categories on the wheel are completed, collect the prospecting lists
and give to the Membership Chairman.
3) Assign Prospects: The Membership Chairman will review the lists and assign prospects to
each designated recruiter. It is a good idea to limit recruiters to approximately five prospects
each.
4) Tabulate Results: After recruiters have contacted their prospects, results should be tabulated
into categories - people interested in joining now, people interested in joining later and those
who are not interested in membership. Names of those interested enjoining later or not at all
should be filed for future reference. (Remember to follow up with those interested in joining
at another time!)
5) Hold Orientation Meeting: Using the list of interested individuals, an orientation meeting
can be scheduled with the Membership Chairman, recruiters and interested prospects.
During the meeting, acquaint potential members with your club and its goals and build
enthusiasm for joining the club. Keep the meetings interesting, lively and informative. You
may want to plan a few orientation meetings so as not to overwhelm prospects with a great
deal of information. It is also wise to respect potential members' time, and limit the duration
of the meetings to about an hour.
6) Introduce New Members: After the orientation meetings, introduce prospects to your club
and begin the involvement process. It is especially important during the first meeting that
your club's atmosphere is welcoming and inviting. You want to make sure that your
recruiting efforts aren't wasted by turning off potential members during this last, critical step.
Properly inducting, orienting and involving members will go a long way in keeping them
involved and interested in your club!
More hints available on the main Lions Website, check Lions Toolbox
Nine Rules for Effective Teams
These nine rules are based on the belief that level of elementary problems controls efficiency. If there are many elementary problems, productivity will be negative, likewise, low level of problems puts productivity in the positive column. In the typical workforce, there is no recognition for people who spend time on elementary problems, big problems receive all the attention, yet, big problems start as minor and there are people around who are aware of them. Because of leadership attitudes, employees develop the habit of ignoring problems until they explode, at which time they become big problems, and then, leaders want to go on record for being a problem solver. Leadership attitudes towards elementary problems are corrected with front-line responsibility and solved with team intelligence. Team priority is to get the job done, they have authority to solve or prevent problems while minor.
1. Priority #1... Get The Job Done!!! - In many work environments, top priority is cost control, which limits the ability to get the job done. It cost money to control project cost. Focusing on "getting the job done" is automatic cost control. Decisions are based on what it takes to finish a job, not what it cost.
2. Consider employees as an investment, not a cost. - In any work environment, employees' skills and abilities will reflect the attitude of its leaders. If leadership considers employees a cost, quality of employees will suffer, likewise, if leadership considers employees an investment, then both sides will be motivated to increase skill quality. Greater efficiency is the result.
3. Employee attitudes are byproducts of leadership style. - If subordinates attitudes are negative toward the company, it is because of leadership style. If they are positive, it is because of leadership style. If attitudes need changing, it must start with the leaders.
4. Sharing knowledge inspires motivation. - People who have opportunity to share knowledge feel they are a part of the team. Team members want to impress with their ability to contribute valuable information. It inspires a desire to seek information, excel, accept challenges and reject the status quo.
5. Coach, not control. - People who only follow orders do not assume responsibility, are not motivated and do not have a desire to excel. Coaching is inspiring people to find solutions to problems. Finding solutions, is a motivating force, it also becomes a habit. Coaching is sharing knowledge.
6. Worker/team responsibility - Being responsible for results is a highly motivating force. Also, a group of three or more, focused on a common goal, becomes a highly intelligent force. They are aware of minor problems and have authority to manage them. The team is recognized for their ability to prevent problems while getting the job done.
7. Supply quality resources. - Efficiency is as effective as available resources, (tools, supplies, work environment), to complete tasks. Employees will work hard to get jobs done, but they need quality resources to be efficient. Resources influence pride, which affects output quality.
8. Opportunity to learn. - Repetitive tasks kill the desire to learn, an attitude that rejects change and accepts the status quo. There is always a better way of doing a task, including repetitive task, and better ways are found with worker responsibility. Challenges motivate people to learn and the desire to learn is based on opportunity for challenges.
9. Wages - Effective worker responsibility require above average wages. Responsibility is no substitute for low wages. High wages inspire leaders to manage in an efficient way. Low wages promotes sloppiness. Wage level influences attitude and output quality.
