3 Keys to Effective Communications
Year after year, private club members demand ever-greater transparency and expect their servant leaders to communicate more effectively. In our experience, club leaders are responding, but the fact is that communications are only effective if they are two-way. Leaders must deliver effective communications, but members must open and read what is sent.
To develop communications your members want to read, GGA Director Linda Dillenbeck, a seasoned communications and brand management expert, offers three keys for club leaders seeking to improve the quality and relevance of the information they send to members:
1. Keep communications short and simple. “Too often, board communications are filled with unnecessary or irrelevant information. Use simple words to engage and inform members,” stated Dillenbeck. “The average person will consume about 200 words before they stop reading and start skimming, so don’t waste time telling someone how to build a watch when all they really need to know is the time.”
2. Separate your key thoughts. Dillenbeck has observed that the internal and external club communications are often complicated, fuzzy, or downright confusing. “Not only do people, and your members, prefer short communications, they also want simple and straightforward messages, “stated Dillenbeck. “The most-read information is the one that separates thoughts into shorter paragraphs and uses subheads and bullet points. In that way, a member in a hurry can get the gist of the message without reading every word.
3. Repeat, Repeat, Repeat. Linda observes, “Your members, like all consumers, are faced with over 3,000 messages of one type or another per day, most of which are not read or retained. If a key message needs to be conveyed about club business, it must be repeated multiple times in multiple communications. Just when you are tired of talking about a subject is when your members are beginning to pay attention.”
Although club members consistently criticize club communications, club leaders consistently put quantity over quality while citing their many attempts to communicate. In most cases, more is not better.
Dillenbeck advises, “The first thing a club can do to manage communications is to develop a Brand Standards Manual.” This document serves as a guide for staff and board members by outlining the overall messages and tone to be used in all internal or external communications. Not only does this help those who may find writing a difficult task, but it also ensures that your messages stay consistent with the image you are projecting of your brand.
With a Brand Standards Manual in place, the board and management team should develop a timeline for communicating with members. “The rule to follow in this regard is to communicate only when there is relevant information to share,” added Dillenbeck. “That means sending a weekly update may not be necessary; rather, every other week may suffice. Otherwise, your messages will be unread.”
One concern many clubs face is measuring the effectiveness of communications. How does one know if members are getting the message? “The most reliable way to track effectiveness is to use an email service that provides data about how many members opened the email, clicked on a link or responded to a question,” stated Dillenbeck. “If the numbers are low, club leaders must ask members why they are not opening the correspondence through intermittent member surveys.
Effective club communications set top-performing boards apart from other well-intentioned club boards. It is said that one should not feed the pigeons because they return wanting more when – in fact – feeding your members a steady diet of interesting and helpful messaging keeps your club relevant in their lives.
This article was written by GGA Partner Henry DeLozier and appeared in the November 16, 2024 edition of BoardRoom Briefs.
