We often hear lodges are not increasing membership and/or that many members don’t attend meetings. Part of the reason is that some lodge officers don’t understand the relationships between themselves, establishing innovative and motivating activities, and their abilities to relate to the modern generation of younger members. This is essential to correct, in order to respond to the members needs efficiently, informatively, and professionally. I.E., there is a barrier or breakdown of trust because young members live, work, and think differently from previous generations. Yes, the younger members are seeking knowledge through “Masonic Principles” but they expect more from their lodges, lodge officers, and seek a more personalized service, as building lodge brand loyalty more on an individualized basis which becomes the foundation for long term lodge loyalty and encouraging word of mouth and internet recommendations to others.
How can the focus of personalized trust improve or increase member loyalty/retention and build meaningful rapport with lodge members in general? One of the most important factors is having a committed, well informed, and professional lodge officer corps. This comes from long term education, innovation, 21st Century thinking, training, and motivation of/by the lodge officers delivering a consistent lodge environment that encourages and sustains member satisfaction. Otherwise, the lodge can expect low attendance, less qualified officers in line, and loss of overall interest in the lodge. Basically every lodge needs a good “Public Relations Program” for the members and the community at large to build trust internally and externally.
If there is a large turnover due to a lack of attendance in relation to the overall number of members who are still within close proximity of the lodge, and are physically able to attend meetings, this suggests a low commitment within the lodge corresponding to a lack of trust between members and the lodge. Unfortunately, many members drift away because attitudes of some lodge officers and the way they conduct meetings have not changed for the conditions and attitudes of 21st Century members. Today’s members want more than having coffee and hearing bills read. They expect some type of informative meetings which build the trust that they initially had in their lodges, as well as participating in activities, becoming lodge committee members, presenting some type of educational (Masonic/Non Masonic) information, and/or even potential lodge officers. All this contributes to building trust between members and lodges. Without providing recognized values, it’s no wonder so many member attitudes have changed towards ineffective lodges/lodges officers who pay less and less attention to good member relationships.
How do you build confidence and loyalty? By examining one of the factors that makes a lodge great, and that’s “trust.” When members have concerns that their lodge officers are uncertain
about their lodge commitments or feel that they care less about members as individuals then what members feel about their lodge/lodge officers, then trust is definitely lost. However, just the opposite happens when we see lodge officers are delivering fully informed and holistic approaches to developing or strengthening their lodge and lodge officer corps. I.E., it becomes a more engaged rapport with the entire membership. This latter approach builds trust because it demonstrates confidence and motivates lodge brand loyalty.
Lodge officers are the voice of their specific lodge brand. Since confidence builds trust, it encourages lodge loyalty. However, a lack of confidence contributes to doubt and doubt results in membership attrition, and a less experienced/trained lodge officer corps. The less experienced or trained lodge officers are less confident in their own actions, and the development of pro-active activities. Therefore, the viscous circle of member disloyalty erodes the dynamics of lodges.
How do we sustain high levels of lodge officer knowledge in decision making processes that build trust internally and externally? Here are 3 methods that help to develop a culture of trust:
1-Develop programs that provide lodge officers with necessary knowledge and information about the core principles to answer any questions about their lodge but particularly Masonry. I.E., they have to know what they are talking about to other Masons or Non Masons. This is all part of “Masonic Education.” Unfortunately, there are too many lodge officers or other brethren that really don’t know much about ancient or modern “Masonic Topics” or the relationships of all Masonic Bodies to each other. Thus, the problem is putting lodge officers who really are not qualified or properly trained into stations and places just because they are an available body. This problem perpetuates a lack of confidence or trust that is sensed by both the new and current members who may eventually drift away because they receive no value for their membership.
2-Keep the lodge officers motivated and focused on good business practices, as well as reinforcing “Masonic Knowledge” with some form of incentives to learn and take an active interest in what they represent. It’s not difficult to provide information, tips or advice. It’s only a matter of commitment.
3-Encourage/Develop lodge brand loyalty by using visual communications tools, such as websites, Facebook, Twitter, etc. Information media reinforces lodge messages, and demonstrates modern means of communications. We live in a digital age so let’s use it, not only with written commentaries but with photos of what our lodges are doing to build interest and trust factors for current brethren and potential candidates. All lodges can build a two way trust process that motivates the entire membership by building a stronger rapport between pro-active lodge officers with their members.
Combinations of trust, training, and modern increased use of information instills lodge officers to become more pro-active by taking pride in what they do and the lodge brand that they represent. Thus, lodge officers are able to deliver on member needs at a higher and more efficient level balanced with “Masonic Philosophy” to build a strong trust factor between themselves, the lodge brand, and all members.
Source: John Loayza, Assistant Grand Chancellor
Grand Lodge of Illinois, A.F. & A.M.
