A common question we hear from existing clubs is: “How can we increase member engagement in non-flying activities in our club? This is probably an age-old question for any membership-based organization, but perhaps even more relevant today after several years of forced social-distancing and the ease and lazy convenience of remote meetings has made in-person gatherings something from the past. It is just plain easier to join club meetings using ZOOM or some other online platform. This ticks one box (members meeting together and discussing club business) but it leaves many other boxes blank—such as the pre-and-post meeting chats and stories, enjoying a barbeque together, and just hanging out at the hangar on a Saturday afternoon after the plane wash-and-wax…that is, if you can get enough people to help with the wash-and-wax.
Regular readers of Club Connector will recall that we have written about involvement and engagement on a fairly regular basis…simply because we get lots of requests for help. Rather than regurgitate the earlier articles, please refer to the reference list at end of this article.
So, here we’ll look at a some slightly different angles of the engagement question, all of which have occurred recently in conversations with flying clubs. Now, it is generally true that these conversations are with clubs that have been around for a while, as we usually find that new clubs (say, less than 3-year’s old) are still in their novel phase and members tend to be more naturally engaged.
As with anything, things drift over time and the board of directors may suddenly look around and realize that their club is functioning more like a rental operation than a socially based, active and interactive flying club. You may care the revisit the encyclopedic article “Is Our Club Still Viable” to learn about the ways that clubs drift towards extinction, such that you can take early action!
We’ve been around long enough to realize that there are many ways to shear a sheep, and that different people have different views on essentially the same problem. It is probably no surprise that one of the top reasons why clubs slide down the slippery slope is that members don’t take an active interest in its running—at least that is what club management tells us. Club members have a slightly different perspective and tell us that the board of directors can’t let go and, whether intentionally or not, they essentially block regular members from getting involved and the status quo continues with members getting less and less interested in the running and doings of the club. A third (and certainly not the last) perspective is that member expectations inevitably change as new people join and replace the old guard, but the club stays with its “back-in-the-day” policies, procedures and operations…let alone that gaudy 1960’s gold paint job on the club’s round-gauge C172!
A membership organization without member engagement (for whatever the reason) becomes self-perpetuating, and it takes a lot more effort to make a major shift, rather than taking incremental adjustments over time. This is one reason why we recommend that clubs undertake strategic planning on (at least) a two-year cycle, and that all club members are involved. This should also include reviews of the bylaws, operational rules and other policies that determine the club’s tenor and culture.
We also recommend that the board of directors and (some) officer positions come with term limits, to force new blood into the leadership. We realize that this may not be possible, wholesale, in smaller clubs, but at least exchange positions every now and then. This may sound scary, and some club leaders are genuinely worried that no one will step up and the club will fail, but we have never seen this happen, especially if elections are staggered to ensure continuity. If members truly want the club to succeed, then people will step up…especially if they have not previously been given the opportunity. This gets to the “letting-go” mentioned earlier. Those who have been heavily involved in the club’s management for years may not trust that others can do a good job, or that they bemoan that 20-percent of the people do 80-percent of the work but don’t actually give others the opportunity—along with the training and mentoring—to succeed. As we have written about before, the best thing that club leaders can do is to ensure the longevity of the club–to leave a legacy–even if it means letting others steer the ship, and to match the times and expectations of its ever-replenishing membership
There are some similarities here, with companies. It is well known that the corporate team required to get a start-up underway has to be focused, single-minded and highly disciplined, but that this same team will likely stifle the company as it grows. History also shows that familiarity breeds complacency, and so it is healthy to change leadership every now-and-then to keep things sharp and a little “edgy”. So too with flying clubs!
Anyway…let’s shift gears a bit and look at specific ways in which flying clubs can get members more involved and engaged. We’re not going to talk about types of events or activities as this is well covered in previous Questions of the Month. In fact, it can be poor member participation at club events that often prompts the initial email to us about lack of engagement. The club leadership arrange events, but they’re not well attended. There are some obvious questions to ask here, but we’ll leave them for another time…apart from just a personal perspective, that there are only a limited number of cold-pancake and limp-sausage breakfasts that I can manage in a month. Get creative! See the references at the end of this article for more information and ideas for club events…and go gourmet!
Instead, we are going to look at attitudes and cultural behaviors that very likely impact member interest and engagement.
When we get calls from clubs about member engagement, it is usually framed in a way that strongly implies that the members themselves are at fault for not being engaged. Whilst there will always be some members who just don’t respond (and see later for suggestions on changing this…either step-up or get out…), we actually think that lack of member engagement may be a causal indication of issues with the club itself, and by extension, with club management. Don’t get (too) upset with me here! Believe me, I fully know the dedication and time it takes to be part of the leadership team of a flying club, but perhaps we can do things a bit differently to stimulate engagement as a natural consequence of being a club member, rather than trying to coerce engagement. We’ll also look at the pro and cons of an interesting option that for now I’ll call “mandatory engagement” …keep reading!
Here we go then. (Some of these we’ve touched on earlier in this article, but we’ll include them here for completeness—and don’t forget to check the other references at the end of this article):
I recall some years back when the ADS-B mandate hit my very rural club-of-the-time. This was contentious as it involved considerable amounts of money and downtime…and the club was spilt in thirds. A third wanted ADS-B for their flying, a third didn’t see the need for it for their flying, and a third didn’t understand the issue. The only way we resolved this was by face-to-face education, discussion and, well, engagement—and by explaining that this wasn’t so much a matter for us, the exiting members, but for our legacy of doing the right thing to keep the club viable for future members.
Nevertheless, we know of clubs that build-in some sort of required “service time” as a way to ensure that everyone participates in the activities and tasks that keeps a club humming.
Here’s how it works:
Let’s now start to bring this to a close. We challenge the perception that lack of member engagement is purely a matter of members not being bothered, and we believe there are key changes that clubs can implement to inspire engagement as a natural occurrence of membership. Now, we usually measure engagement simply by participation, but there are other factors which, if addressed will create a more engaged and interested membership, so driving participation…we have addressed some of these factors above.
Now for your homework. Take a hard look at your club and ask yourself some tough questions…then act on the answers!
One final thing. When going through this exercise, think not about what your club can do for you, but what you can do for your club. Think about the legacy you would like to leave:
As always, fly lots and fly safely!
Getting members involved:
HOW CAN WE GET MORE MEMBERS MORE INVOLVED WITH THE CLUB?
HOW CAN WE GET MORE MEMBERS MORE INVOLVED WITH THE CLUB? (EVENTS AND ACTIVITIES)
HOW CAN MY CLUB GO ABOUT STRATEGIC PLANNING?
Club events and activities:
BEYOND THE HONEYMOON: HOW DO WE KEEP THINGS INTERESTING?
HOW CAN MY CLUB HOST A YOUNG EAGLE EVENT?
HOW MAY FLYING CLUBS INVOLVE THE LOCAL COMMUNITY?
HOW CAN MY CLUB HOST AN EVENT?
HOW CAN WE IDENTIFY SOME GOOD GUEST SPEAKERS FOR OUR CLUB MEETINGS?
How does the club present to non-members?
HOW CAN OUR CLUB PRESENT WELL TO NEW MEMBERS?
WHAT SHOULD PROSPECTIVE MEMBERS LOOK FOR IN A FLYING CLUB, AND WHAT SHOULD A CLUB LOOK FOR IN A NEW MEMBER?
WHAT CAN CLUBS DO TO ATTRACT YOUNGER PILOTS? (YOUNGER PILOTS SPEAK OUT EDITION)