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Zone 34 RC Workbook—Distinctive Position Edition
ge w
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le s ho et
w
o ent targ s
n
K res he ha at
26.070.RotaryCoordinators
26.070.1.
Purpose
Thepurposeofthe RotaryCoordinators
is to provideenhanced
informationandassistance
from RI
to theclubsanddistricts,Theyareto serveastrainers,motivators,
coaches,
counselors,
andresource
personsfor theclubanddistrictleadersin th€irassigned
regions.
Theyalsoareto beavailablefor
assistance
at Rotaryinstitutes,GETS,andotherzonelev€lmeetings.
(November
2009Mtg.,Bd.Dec.79)
Source:November2009Mtg.,Bd.Dec.79
26.070.2.
Functions
TheRotaryCoordinalors
areto betrainedand knowledgeable
in all aspects
of RI, andtheya.e to perform
thefollowingfunctionsthroughthe planningandconducting
ofdistrictandregionalseminarsand
workshops
with th€assistance
andsupportofdistrictleadersi
l) InformandmotivateRotariansaboutRl programs
2) Iinprovebothclubsanddistrictsby thesharingof bestpractices
and otherpracticalinformationand
motivationfor clubanddistrictleadership
3)Producemembership
growththroughstrongerandmoreeffectiveclubs.TheRotaryCoordinators
also
willserveasan importantsourceoflll informationfor clubsanddistrictsandasa vital Iink betweenthe
Secretariat
andthe Rotariansin theirassigned
regions.
TheRotaryCoordinators
alsowill conferandcommunicate
with districtleade.son a .egularbasisand
coordinafe
theflowofinformationto districlsandclubsfrom Rotarygroupsthatarenot in the normal
chainofcommunications
betweenRl, districts,andclubs.
Th€RotaryCoordinators
alsowill conferandcooperate
with the Rl directorandthe RRFCfor their
assiSned
regionswith thegoalofenhancingbothRI andTRFthroughthestrengthening
of clubsand
districts.(November
200SMtg.,Bd.Dec.79)
Source:November2009Mtg.,Bd.Dec.79
26.070.3.
NumberandResions
TheRotaryCoordinators
areto be4l highlytalentedRotarianswhosorveasRI representatives
to the
districtsin theirr€spective
regionswith at leastonesuchrepresentative
in eachofthe 34 Rotaryzones.
Theirassigned
regionsareto bealignedandcongruent
with the4l regionsassigned
to theRegional
RotaryFoundation
(November
Coordinators
by theTrustees.
2009Mtg.,Bd.Dec.79)
Sourc€r
November2009Mtg.,Bd.Dec.79
Introduction
Two other workbooks accompany this one – Districts Assisting Clubs and Bigger, Better, and Bolder
Clubs editions, neither of which can be truly beneficial without understanding Rotary’s Distinctive Position. To
get the most from the workbooks, Rotarians should come together in a group and discuss each exercise.
However, Rotarians can complete each workbook independently, but after completion, we recommend coming
together in a group, discuss each exercise, and arrive at a group understanding and consensus. In a group
setting, this workbook should take three to four hours to complete.
Most of this introduction was my opening comments at the Zone 34 Regional Seminar in Evanston, Il on
May 24, 2010 where these concepts were first introduced. Where the word “members” appears in this series, it
should be interpreted to mean “present and future members.”
Jim Henry, Rotary Zone 34 Coordinator, 2008-12
So my question is, “Can We Reverse this Membership Freefall?”
I believe we can, but to do so, the first item of business is to agree that reversing the membership
freefall is our top priority. Rotary grew exponentially until sometime in the mid 1970s. This is one of those
times when we may take a lesson from history. Too often we believe that our problems have occurred
recently when the most significant problem actually occurred decades before. If so, it could very well be that
we in North America have lost our identity. If so, it also could be that the solution to our membership decline
lies in rediscovering and adhering to Rotary’s Distinctive Position, which is the thought that
differentiates Rotary from other organizations competing for our target audience’s time,
treasure, and talent. Look at Rotary’s growth from its beginning until about 1980 when Rotary’s
Distinctive Position was well known and guarded. This workbook is designed to help you
understand Rotary’s Distinctive Position. The other two workbooks are designed to help clubs
and districts use Rotary’s Distinctive Position to become Bigger, Better, Bolder and more Effective.
First, you have to clarify the importance of an organization having and adhering to a
Distinctive Position. Every Respected organization has a Distinctive Position – a brand. Think of
the American Red Cross, the Salvation Army, Goodwill Industries, Boys and Girls Clubs of
America, Habitat for Humanity. Organizations such as these have such a Distinctive Position that
the name triggers a host of associations, memories, feelings, and varying degrees of Respect for
and Knowledge of the organization. When you complete this workbook you should be able to
identify, define, and verbalize Rotary’s Distinctive Position because your definition has to clearly
create sustained interest by highlighting Rotary’s most important benefits to the target audience.
To do this, you have to understand who your target audience is, examine their motivations,
and identify what needs and wants they have that membership in a local Rotary club can satisfy.
Only when you understand your target audience’s needs and wants can you define Rotary’s
Distinctive Position. Then you have to find an effective way to get your clubs to understand
Rotary’s Distinctive Position and help them support it. Support will vary due to time and location,
but Rotary’s Distinctive Position has to be a constant. By understanding this, and getting the clubs
to understand it, your clubs will become Bigger, Better, Bolder, and more Effective for years to
come.
Why is defining Rotary’s Distinctive Position so important? A brief summary of Successful
Organization History 101. When successful organizations first begin, they furnish goods and/or
services different from those furnished by other organizations. This difference is the organization’s
z Page 2
Distinctive Position – its driving force. If the organization wants long-term success, it is critical that it
adheres to and jealously guards its Distinctive Position – or as it is known in business circles – its
brand.
Second to the Distinctive Position, and that first/second relationship is vital, is that the
organization must have attributes that relate to the target audience’s wants and needs. Why? It is
the ability of the organization’s attributes to relate to the target audience that builds loyalty to its
distinctive position.
The extent to which the organization fulfils its stated or implied purpose establishes the
respect the target audience has for it. Respect does not occur without having a Distinctive Position
and relevant attributes. Respect reflects the organization’s reputation, quality, and popularity.
Respect can outlive the Distinctive Position by many years (remember this all-important concept
and think about how it may be applying to our organization.)
Knowledge the target audience has of the organization’s Distinctive Position and its
relevant attributes follows respect. Knowledge means that the target audience has bought into
what the organization stands for, and this is where the Rotary Leadership Institute fits in.
Knowledge cannot be purchased with advertising or public relations. It has to be gained through
experience and education.
When organizations score high in all four items, they have reached their mountaintop.
Some organizations stay there, but many do not. Why? Frequently the organization’s leaders
become complacent about maintaining the Distinctive Position. The leaders allow relevant
attributes to exceed the Distinctive Position in priority. This affects everything the organization does
– daily operations, strategic planning, projects, public relations. Why? Simple. The leaders have
lost their vision. They merely go from one attribute to another, attributes that other organizations
also have or can copy. Respect and knowledge continue to attract the target audience, but
ultimately the target audience finds the organization no different from others. The organization
deteriorates and frequently becomes history because they did not jealously maintain their driving
force – their Distinctive Position.
Where is Rotary? In Zone 34, and throughout North America, indications are that our target
audience has become fuzzy and our Distinctive Position cloudy or non-existent. Many club and
district leaders consider anyone the target audience, and attributes such as community and
international projects and programs more important than the Distinctive Position.
Reversing the Distinctive Position’s importance is possible, but it’s neither easy nor subject
to a quick fix. The exercises in this series of workbooks are perhaps going to be the most difficult
you have encountered in your careers as a Rotary leader. Some of you are going to get rather
frustrated. Thoughts like political correctness, pursuit of excellence, success, elitism, and legality
will pop up as will the fear of losing existing members. However, please be patient and bear with it
because if you can come to an understanding of Rotary’s Distinctive Position, you will be on the
way to solving the problem. You will be able provide a clear, focused, and consistent message that
identifies and differentiates membership in a Rotary club, something for which many clubs are
begging. You will find it easier to serve your clubs, and the clubs will find it easier to become
Bigger, Better, Bolder, and more Effective at serving their members’ needs.
“A leader's job is to look into the future and see the organization, not as it is, but as it should be.”
Jack Welch, Retired CEO General Electric
Notes
Zone 34 RC Workbook
Distinctive Position Edition
Standard Rotary Club Constitution
Article 7 Membership
Section 1 — General Qualifications. This club shall be composed of adult persons of good
character and good business, professional and/or community reputation.
Section 2 — Kinds. This club shall have two kinds of membership, namely: active and honorary.
Section 3 — Active Membership. A person possessing the qualifications set forth in article 5,
section 2 of the RI constitution may be elected to active membership in this club.
Rotary International Constitution
Article 5, Section 2 — Composition of Clubs.
(a) A club shall be composed of active members each of whom shall be an adult person of good
character and good business, professional and/or community reputation,
(1) engaged as a proprietor, partner, corporate officer, or manager of any worthy and
recognized business or profession; or
(2) holding any important position in any worthy and recognized business or profession or
any branch or agency thereof and have executive capacity with discretionary authority; or
(3) having retired from any position listed in sub-subsection (1) or (2) of this subsection; or
(4) being a community leader who has demonstrated through personal involvement in
community affairs a commitment to service and the Object of Rotary; or
(5) having the status of Rotary Foundation alumnus as defined by the board and having
his or her place of business or residence located in the locality of the club or the
surrounding area.
An active member moving from the locality of the club or the surrounding area may
retain membership in the club where the member’s board grants such permission and said
active member continues to meet all conditions of club membership.
(b) Each club shall have a well-balanced membership in which no one business, profession or type
of community service predominates. The club shall not elect a person to active membership from a
classification if the club already has five or more members from that classification, unless the club
has more than 50 members, in which case the club may elect a person to active membership in a
classification so long as it will not result in the classification making up more than 10 percent of the
club’s active membership. Members who are retired shall not be included in the total number of
members in a classification. The classification of a transferring or former member of a club, or a
Rotary Foundation alumnus as defined by the board, shall not preclude election to active
membership even if the election results in club membership temporarily exceeding the above
limitations. If a member changes classification, the club may continue the member’s membership
under the new classification notwithstanding these limitations.
(c) The bylaws of RI may provide for active membership and honorary membership in clubs and
shall prescribe the qualifications for each.
1
Zone 34 RC Workbook
Distinctive Position Edition
Exercise 1
YOUR Target Audience
Existing and Potential Members
Purpose of this exercise is to identify the population sub-segment that is a Rotary
club’s target audience and the common bonds that link this group together.
Required reading: Opposite Page – Excerpts from your club constitution and the
Rotary International Constitution defining who members shall be.
Exercise 1.A What percentage of the average community’s population would you estimate
fall into the following definitions?
DEFINITION
%
(1) Persons engaged as a proprietor, partner, corporate officer, or manager of any
worthy and recognized business or profession.
(2) Persons who holds any important position in any worthy and recognized business or
profession or any branch or agency thereof and have executive capacity with
discretionary authority.
(3) Persons who have retired from any position described in (1) and (2) above.
(4) Persons who are community leaders who has demonstrated through personal
involvement in community affairs a commitment to service and the Object of Rotary.
(5) Persons who have the status of Rotary Foundation alumnus as defined by the board
and having his or her place of business or residence located in the locality of the club or
the surrounding area.
Total estimated percentage of your community’s population.
2
Zone 34 RC Workbook
Distinctive Position Edition
Exercise 1.B List some needs and wants persons listed in Exercise 1.A might have in
common.
Exercise 1.C List reasons why you think persons listed in Exercise 1.A would want to join
any organization, especially your Rotary club.
3
Zone 34 RC Workbook
Distinctive Position Edition
Exercise 1.D Define your target audience.
In twenty-five words or less, define the attitudinal and behavioral descriptors of a typical
person that fits in the categories you have described in the above exercises.
(Hint: Use general characteristics common to all ages, ethnicities, and genders who would
have the characteristics you have described.)
4
Object of Rotary
5
Zone 34 RC Workbook
Distinctive Position
Exercise 2
Base Reference
Purpose of this exercise – Explore the reasons why your target audience defined in
Exercise 1 would make the final decision to join a Rotary club.
Reference opposite page – The Object of Rotary
The traditional response to why your target audience will join a Rotary club is
because someone asked, but that is not the reason your target audience makes the final
decision to complete the application, write a check, and join.
Exercise 2.A List the primary reasons you believe your target audience would consider it
beneficial for them to join your Rotary club and which is the relevant Object of Rotary. After
you have completed your list and selected the relevant object, go back and prioritize the
reasons in the order you believe the target audience would rate them.
Reason
Relevant
Object of
Rotary
Target
Audience’s
Priority
6
Zone 34 RC Workbook
Distinctive Position
Exercise 2.B List what you believe are your target audience’s expectations upon joining
your club and indicate the applicable Object of Rotary, then rate what you believe to be the
target audience’s priority.
Expectation
Relevant
Object of
Rotary
Target
Audience’s
Priority
7
Zone 34 RC Workbook
Distinctive Position
Exercise 2.C In twenty-five words or less, explain the motivation behind why your target
audience would make the final decision to join your club and what they would expect from
your club.
8
Maslow’s Triangle
9
Zone 34 RC Workbook
Distinctive Position
Exercise 3
Why Stay?
The purpose of this discussion is to identify why the member would benefit by
staying in a Rotary club.
Reference opposite page – Maslow’s Hierarchy of Needs Triangle.
Rotary clubs traditionally have not been keeping any records regarding retention
rates. We all know that keeping a member should be easier than finding new ones. North
American Rotary clubs have a high dropout rate among the 1 – 3 year members. The
logical question to that is WHY? A very common tendency is to blame high dropout rate on
external factors such as the economy or personal time constraints. While these can be
factors, they are not usually the main reasons people leave Rotary clubs. The purpose of
this exercise it to try identify some critical personal needs and wants that clubs may not be
satisfying.
Exercise 3.A Choose which noun you believe more appropriately describes a Rotary club
member and explain why you believe your selection is the better of the two.
Noun
Reason why you believe this is the better of the two descriptive nouns.
Volunteer
Customer
Exercise 3.B Refer to Maslow’s Hierarchy of Human Needs on the opposite page. Critically
think about the second tier. Explain briefly why this tier may hold the reasons why your
target audience may be hesitant to join your Rotary club.
Now try to explain briefly why joining your Rotary club may strengthen this tier for your target
audience and help them advance to the next tier.
10
Zone 34 RC Workbook
Distinctive Position
Exercise 3.B
How can staying in a Rotary club remain relevant to the 1 – 3 year member?
Reason a less than 3-year member would benefit by staying
in your Rotary club.
Relevant
Objects of
Rotary
Maslow’s
Tiers
11
Zone 34 RC Workbook
Distinctive Position
Exercise 3.C
member?
How can staying in a Rotary club remain relevant to the greater than 3 year
Reasons a greater than 3-year member would benefit by
staying in your Rotary club.
Relevant
Object of
Rotary
Maslow’s
Tiers
12
Zone 34 RC Workbook
Distinctive Position
Exercise 3.D In twenty-five words or less, why any member would benefit by staying in a
local Rotary club versus another organization that is competing for their time, talent, and/or
treasure.
13
Zone 34 RC Workbook
Distinctive Position
Exercise 4
Differentiation
The purpose of this exercise is to define why differentiation is vital, to identify the
differences that your target audience would consider important between a local
Rotary club and any other civic or service organization, and to arrive at one
statement defining
Rotary’s Distinctive Position
In the three previous exercises, you have identified your target audience, explored the
reasons why they would consider joining your Rotary club, and identified how they would
benefit by staying in a Rotary club. Now it is time to examine what asset your club has that
no other civic or service organization in your community has. This is vital, because your
club’s distinctive position, its brand, is the force that drives your club’s success, and it must
be maintained at all times.
Exercise 4.A List some organizations competing for your target audience’s time, treasure,
and/or talent.
Under each category list a sampling of civic or service organizations in your
community
In the geographical area your club serves
International Service Organizations of which
you are aware
14
Zone 34 RC Workbook
Distinctive Position
Exercise 4.B List why membership in a local Rotary club is different from the organizations
identified in Exercise 4.A and the Objects of Rotary that apply to your reason.
Differences between membership in your club and other civic or service
organizations competing for your target audience’s time, talent, and/or
treasure.
Relevant
Objects of
Rotary
15
Zone 34 RC Workbook
Distinctive Position
Exercise 4.C Now here is the culmination of all of these exercises. Rotary’s Distinctive
Position is the intellectual asset that delivers the intellectual and emotional reasons why a
member of your target audience will join and stay in a Rotary club. In twenty-five words or
less, define a Rotary club’s Distinctive Position.
16
Notes
17
Notes
18
Recipients of
educational, health,
hunger, and/or
humanitarian
projects and programs.
Beneficiaries
Club
Associates
Inte
rna
l (M
Clo ember
ud
s)
R. I.
Associates
Rotarian
*Target Audience—Present and future Rotarians are each club’s Target Audience. They are local business, professional, and community leaders who have discretionary use of their time. Without them as club members, the entire organization does
not exist. Present and future Rotary clubs are Rotary International’s Target Audience.
**Distinctive Position—Rotary’s Distinctive Position, its brand, is an intellectual
asset that delivers thoughts, feelings, and images to its Target Audience. All Associates
have to know, understand, and accept Rotary’s Distinctive Position and how it RELATES to the Target Audience because RELATING to the Target Audiences’ needs and
wants builds loyalty.
Beneficiaries
Officers
Board of Directors
Members
Committees
Club Foundations
Projects
Programs
Vendors
Employees
Partners
Club Associates
Everything in Rotary begins and ends with Rotarian satisfaction. Rotary clubs’ Target Audience* the world over is
concerned about security for themselves, their families,
their business or profession, their clients, their community, their country and the world. Rotary’s Distinctive Position** has to be constructed from their point of view and
delivered through the Associates.
ge
tA
ud
ien
Officers
Board of Directors
Employees
Rotary Foundation
Projects
Programs
Zones
Districts
District Governors
District Foundations
Coordinators
Vendors
Sub-Contractors
Partners
RI Associates
Rotary Club
Ta
r
Cl
ou
d
There must be
complete understanding
and alignment in
Rotary’s Distinctive
Position** between the
Target Audience’s*
perception and the
internal reality.
Rotary
International
al
Jim Henry, Zone 34 Rotary Coordinator, 2010-12
June 18, 2010
Final Edition
Revised August 18, 2010
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