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Step by Step Guide To Assemble An Engagement Team

By | Engage, Engagement, Facilities, Industry, Leadership, Marketing, Membership, Organizational Health, Tips & Resources, Volunteers | No Comments

Even the best engagement plan fails without the proper backing and follow through. In fact, the number one reason engagement plans aren’t successful is the lack of team commitment to execute  the required initiatives. If you are looking to engage more members and improve member retention, then you’ve probably considered putting a member engagement plan in place. Don’t let your engagement goals languish before they even get started. Here is a step-by-step guide to establish a member engagement team and help rally them around your cause:

Gather your stakeholders: Who are the folks most invested in gaining and keeping members at your organization? Who is in charge of membership, marketing and recruitment of members? Stakeholders need a leadership team member that can champion the cause for member engagement at your organization.  Ideally, stakeholders include representatives from:

  1. Leadership
  2. Marketing
  3. Membership
  4. The frontline
  5. Your volunteer baseyour-engagement-team-deliverable-web copy

Keep in mind your Member Engagement Team may only involve some of these representatives, but they need to be aware that they are responsible for driving member engagement initiatives. Gathering all stakeholders on the front end ensures proper communication later in the process. The Member Engagement Team will be responsible for keeping all the teams they represent in the loop while driving member engagement initiatives forward. Learn more about Engagement Team Roles in this Engagement Team  Fact Sheet.

Take time to establish your goals and objectives. Being specific about your goals helps measure success and stay on track. Are you trying to retain members, gain members, or connect your members to your mission? We all want to achieve these items but it helps to nail down one or two things that will lead to these outcomes and make the most impact with a quick win. By creating one goal and attaching a measurement to it you are creating clarity for your staff by defining priorities.

Establish a baseline and a way to measure progress. Once you have a goal in mind it is important to measure your success. By establishing a benchmark from your current status, you can measure your success incrementally based on when you want to achieve your goals.

For example, the team at the YMCA of Florida’s First Coast had a goal to engage more members by having quality in-person conversations. They decided to focus on increasing in-person conversations as a percentage of total check ins. They established a baseline that their staff was having meaningful conversations with 3% of check ins. They wanted to more than double their quality conversations to 7% of check ins. By creating a clear goal and maintaining a laser-focus on one metric, the YMCA of Florida’s First Coast achieved dramatic improvement to 7,000 monthly in-person conversations across their organization!

Once goals are set, everyone at the organization needs to be very clear on when and how they will be measured. Setting attainable goals at the beginning gives a firm foundation for growth and expanded achievement plans. For example, for the first three months an organization will work to reach 5% of all check ins with a quality in-person conversation. Once that is reached, up it to 7%.

Assign Tasks.  Once you meet with the team to discuss overarching goals and define first steps, you must assign tasks. This is where each representative may consider involving other team mates. Break down your one measurable up-front goal into specific steps. If your goal, like the YMCA of Florida’s First Coast, is to have more in-person conversations and to monitor the quality of those conversations, you are going to need to establish the following processes:

  • Create a tool to establish a baseline (this could be as simple as an excel spreadsheet)
  • Train all member-facing staff to track their interactions
  • Set interaction goals per staff member and review the interactions and tally the results
  • Monitor those results

Once you have your tasks, assign them to your team as appropriate.

Rally the team. Get your team invested in the results and be sure to check in regularly to prevent or work through any roadblocks. Member engagement initiatives must be supported and encouraged from the top down. Senior leaders are responsible for setting the tone for the organization and defining goals with achievable expectations. Without that, engagement rarely makes it out of the leadership level. Other ways to rally the team include coaching for staff that are struggling with engagement goals and applauding staff when they meet or exceed goals.

Have you started engagement initiatives at your organization?  How did you assemble your team?  We’d love to hear your thoughts in the comments below.

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Video: Adapt to Change

By | Engage, Engagement, Fitness, Industry, Leadership, Membership, Mission Delivery, Videos | No Comments

“To change lives, you have to adapt to change.”

That’s the premise of a new video from Daxko, out last week. Daxko is the largest provider of mission-critical software for YMCAs, JCCs, and other member-based health and wellness centers. The video talks about the changing health of communities, the changing ways community members connect, and how health and wellness organizations can stay ahead of the trend with processes and software dedicated to staying with current trends. Watch the video here:

“Community health is changing. Obesity and type 2 diabetes are on the rise. Daxko helps you promote healthy living to reverse this trend.

Demographics are changing. From millennials to boomers, Daxko helps you connect with members through social media, targeted email, and text notifications.

Technology is changing. It can be challenging to keep pace. Only Daxko provides the integrated software, predictive analytics, and expertise that allow you to stay ahead of the curve.

With Daxko it has never been a better time to join forces with the largest peer network of community wellness centers, Ys, and JCCs.”

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How to Get Your Leadership Team Behind Your Engagement Initiatives – Recommendations from the Akron Area YMCA

By | Customer Experience, Engage, Engagement, Industry, Marketing, Organizational Health, Volunteers, Webcasts | 2 Comments
We recently had an engagement webcast featuring Ken Hoyt, Technology Director at the Akron Area YMCA. Hoyt had a lot of great advice on staff engagement but some things that really stood out were his tips to get the C-level team excited and involved in the engagement initiatives at his association.
According to Hoyt, “We’ve set strategic goals around retention. Knowing that how we engage our members and how we involve our staff in that is a key piece. We are getting absolute support from the top.”
Are you looking to get your leadership team more invested in your engagement programs? Or, are you just looking for ways to prove the value of the things you are already doing? If either of these are the case, these tips from the Akron Area YMCA may prove useful to you.
How to galvanize the leadership-level in staff engagement:
 
  1. Look at measurable data – Hoyt’s first tip is to take a hard look at your data and ask yourself, “Where are we today? Where do we want to be and why is it important? Most people understand the value of having a broader membership base and retaining members is a lot easier than recruiting new members.”
  2. Break down retention goals – “If you are looking at retaining 1%, 2% or 3% more members, how many members is that? Once you have that figured out you can start tying those numbers to financial benefits,” explains Hoyt. All those things help justify engagement initiatives to the leadership team.
  3. Take it back to the mission – “Many people are surprised when you take those membership goals and connect it to the increase in number of lives you can touch every day,” says Hoyt.
Try these tips to encourage your executive-level staff to be more excited and involved in engagement initiatives. If you’d like to hear more information from the webinar, you can access the recorded version and if you’d like to hear more about Daxko Engage, you can always contact us.
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Engagement, It Starts at the Top

By | Engage, Engagement, Industry, Leadership | No Comments

In most corporations, senior leaders are the visible face of the organization. But, that isn’t always the case for members at health and wellness associations. Many times the only contact members of those facilities have is with front-line and wellness staff. That’s why it is vital that senior leaders take the time to define and champion the engagement strategy throughout the organization.

Senior leaders and board members are charged with setting the strategic direction and cultural goals for most associations to steer non-profits in the right direction and achieve their vision. We’ve all heard that positive attitudes and actions are contagious and can build a culture of engagement that involves and inspires all employees. According to Dan Dummermuth, CEO at the YMCA of Middle Tennessee, “I think a lot of it is the sheer volume of people coming through our doors. What happens a lot of time on the engagement side of things is the capacity of the staff is tested. We already ask staff to do so much, and taking a systematic approach to engaging members is one more thing. So as leaders we have to take a hard look at that. If engagement is going to be a priority, if we really want to help people–and grow revenue by adding members and stem attrition by keeping members– we have to make engaging them a priority. Sometimes we may have people in the wrong roles, or lack adequate training to make engagement successful. So that’s something to evaluate too.”

3 Ways to Measure Staff Engagement

  1. Anonymous surveys – Be sure to stress that employees should be open with their feedback to allow real change to take place
  2. Team Huddles – Organizations with successful engagement strategies often huddles each day to share what was successful and what was not so successful with member engagement. This is also a great way for staff to keep an open line of communication with their team leads
  3. Be present – If leaders make a point to be visible and approachable it sets a tone for the whole organization. Making culture a focus is easier when senior leaders can be seen by everyone in the organization

Senior leaders are responsible for setting the tone for the organization and defining appropriate goals. Setting the tone for all interactions with all levels of staff helps set the tone with how your staff will engage with your members.