Zonta Inter-District Membership Meeting

1. Zonta Inter-District Membership Meeting June 25, 2005 Glenne Harding, ZIOMC Chairman Good morning, everyone. I�m delighted to see you all here and appreciate this opportunity to bring you up to date on Zonta membership at the end of the first year of the biennium. And to share some thoughts about where we need to go, especially in North America, from here.Good morning, everyone. I�m delighted to see you all here and appreciate this opportunity to bring you up to date on Zonta membership at the end of the first year of the biennium. And to share some thoughts about where we need to go, especially in North America, from here.

2. Eight Year Membership Trend This slide shows the end of May data (from ZI) for the last eight years. As you can see, this is the first year in eight that we have seen an up-tick in membership albeit a very small one at the end of the year. This is indeed good news and we should celebrate. But it is also important to look into the numbers for a better understanding of what happened. This slide shows the end of May data (from ZI) for the last eight years. As you can see, this is the first year in eight that we have seen an up-tick in membership albeit a very small one at the end of the year. This is indeed good news and we should celebrate. But it is also important to look into the numbers for a better understanding of what happened.

3. Progress Vs Goals 2004-2006 Last year at Convention I presented the membership goals which, as I hope you remember, were specific to club size at that time. This slide shows how many clubs have met the goals at this point. Remember that the goals are for the end of the biennium except for the 20 and under which had a goal to be at 25 by now and by 30 at the end of next May. Had more clubs met the goals, our up-tick would have been an up-surge. 13 small clubs met the goals for 5/31/05 but will need to be at 30 at 5/31/06 to meet the biennial goals. In each geography, there are several clubs close to the goal so we can be hopeful about them. 9% of the Asian clubs met the goal, 4% in Europe, 3% in North America and 2% in Australia/New Zealand. Monterey grew 82% from 17 to 31 (more about them later). Ft. Worth grew 56% from 16 to 25; they have a story to tell also. Weatherford grew from 17 to 26 (53%); Alpena-Tri County from 20 - 27 (35%); Ocean County from 20 to 26 (30%). We lost 800 more members from resignations that we took in in new recruits (3,217 vs 4,020). We took in 279 more new members from new clubs than we lost from disbanded clubs (494 vs 215). But with the good news on the up-tick, we are not out of the woods yet because . . .Last year at Convention I presented the membership goals which, as I hope you remember, were specific to club size at that time. This slide shows how many clubs have met the goals at this point. Remember that the goals are for the end of the biennium except for the 20 and under which had a goal to be at 25 by now and by 30 at the end of next May. Had more clubs met the goals, our up-tick would have been an up-surge. 13 small clubs met the goals for 5/31/05 but will need to be at 30 at 5/31/06 to meet the biennial goals. In each geography, there are several clubs close to the goal so we can be hopeful about them. 9% of the Asian clubs met the goal, 4% in Europe, 3% in North America and 2% in Australia/New Zealand. Monterey grew 82% from 17 to 31 (more about them later). Ft. Worth grew 56% from 16 to 25; they have a story to tell also. Weatherford grew from 17 to 26 (53%); Alpena-Tri County from 20 - 27 (35%); Ocean County from 20 to 26 (30%). We lost 800 more members from resignations that we took in in new recruits (3,217 vs 4,020). We took in 279 more new members from new clubs than we lost from disbanded clubs (494 vs 215). But with the good news on the up-tick, we are not out of the woods yet because . . .

4. Monthly Gains and Losses This slide shows month by month total gains and losses. It shows that A LOT of new members come in in June. Of course, we didn�t become great at recruiting in June; we saved prospects during March, April, and May (or longer) to process so that dues were not paid for the second half of the first year of the biennium and then almost immediately for the next full year. We need to address this practice but right now don�t know how to prevent it. And A LOT of people resign in June. Well, really, they don�t pay dues and we wait and wait trying to collect and finally . . . Again we need to recognize that when someone tells us when the bills go out (or even before that) that they are not renewing, they are not renewing and we should update the records in April and May instead of waiting until June. So, since we don�t know what June will bring, our up-tick will likely turn into a down-tick in June. I estimate from data over the last 3 years that we will gain about 1400 members in June but we will lose about 2000 from these practices (not counting new clubs and club disbandings). Since we only gained about 25 members May 31 to May 31, we will still start the year about 600 down from year end. And will need to hustle again just to break even somewhere near the mid-year. This is very similar to what happened this past year.This slide shows month by month total gains and losses. It shows that A LOT of new members come in in June. Of course, we didn�t become great at recruiting in June; we saved prospects during March, April, and May (or longer) to process so that dues were not paid for the second half of the first year of the biennium and then almost immediately for the next full year. We need to address this practice but right now don�t know how to prevent it. And A LOT of people resign in June. Well, really, they don�t pay dues and we wait and wait trying to collect and finally . . . Again we need to recognize that when someone tells us when the bills go out (or even before that) that they are not renewing, they are not renewing and we should update the records in April and May instead of waiting until June. So, since we don�t know what June will bring, our up-tick will likely turn into a down-tick in June. I estimate from data over the last 3 years that we will gain about 1400 members in June but we will lose about 2000 from these practices (not counting new clubs and club disbandings). Since we only gained about 25 members May 31 to May 31, we will still start the year about 600 down from year end. And will need to hustle again just to break even somewhere near the mid-year. This is very similar to what happened this past year.

5. Membership by Geography This graph is a 6 year trend in Zonta membership by major geography. As you can see, Europe continues to grow over the period each year. North America continues to decline.This graph is a 6 year trend in Zonta membership by major geography. As you can see, Europe continues to grow over the period each year. North America continues to decline.

6. In North America it looks like �Business As Usual� In North America it is business as usual, it appears. I have to assume that in North America, while some �have the message� as one Lt. Governor recently said to me, many do not. I would like to believe that the leadership team in North America understands the problem at this point; however, we have not yet been able to pass that understanding to the clubs and (more importantly) to the individual member level.In North America it is business as usual, it appears. I have to assume that in North America, while some �have the message� as one Lt. Governor recently said to me, many do not. I would like to believe that the leadership team in North America understands the problem at this point; however, we have not yet been able to pass that understanding to the clubs and (more importantly) to the individual member level.

7. Growth by District in North America Since 2000 D1 87% D2 78% D3 92% D4 86% D5 89% D6 83% D7 87% D8 86% D9 93% D10 88% D11 77% D12 104% D15 81% Overall 89% During the last year D1 99% D2 96% D3 101% D4 100% D5 99% D6 93% D7 96% D8 91% D9 99% D10 100% D11 92% D12 101% D15 95% Overall 97% Here is the data for all of the Districts in NA. The first column is 2005 compared with 2000; the second is 2005 compared with 2004. Clearly, we are doing better than we have been but we are still losing ground.Here is the data for all of the Districts in NA. The first column is 2005 compared with 2000; the second is 2005 compared with 2004. Clearly, we are doing better than we have been but we are still losing ground.

8. Someone once said, �if we keep doing what we always do, we�ll keep getting what we always get.� And so do, and we do.Someone once said, �if we keep doing what we always do, we�ll keep getting what we always get.� And so do, and we do.

9. In North America We Are Doing: Some things that work well Let�s keep doing them! And improving them! Some things that are not working well Let�s do something else the has a better chance of success! Obviously some of the things we are doing are working and we want to share them with others and continue to improve them. For things that no longer seem to work, we�ll want to develop some new strategies.Obviously some of the things we are doing are working and we want to share them with others and continue to improve them. For things that no longer seem to work, we�ll want to develop some new strategies.

10. One objective of this meeting is to identify what is working well? what could work better? Another is to figure out what we�re going to do about what we�ve learned And then go DO IT! First, we�ll need to understand which is which. Since clubs and Districts are different, I doubt that there will be a definitive �cookie-cutter� list. However, we should try to understand as much as we can about the situation when things are working well so that we�ll know when to replicate those. Otherwise, clubs will hear it as �a good idea� and try it whether it is likely to work in their situation or not. And we should try to understand why things that used to work are no longer working. Hopefully, if they�ve never worked, we�re not still doing them!! Then, we�ll need to figure out what we can do differently with what we�ve learned. Then, we�ll need to DO IT!First, we�ll need to understand which is which. Since clubs and Districts are different, I doubt that there will be a definitive �cookie-cutter� list. However, we should try to understand as much as we can about the situation when things are working well so that we�ll know when to replicate those. Otherwise, clubs will hear it as �a good idea� and try it whether it is likely to work in their situation or not. And we should try to understand why things that used to work are no longer working. Hopefully, if they�ve never worked, we�re not still doing them!! Then, we�ll need to figure out what we can do differently with what we�ve learned. Then, we�ll need to DO IT!

11. What�s Working? Large clubs Sharing success stories Inter-district meetings Here are 3 things that I�ve seen working.Here are 3 things that I�ve seen working.

12. Large Clubs Of 50 Zonta Clubs with 50 or more members, 32 (64%) are in NA 63% of Large Clubs world-wide responded to the Survey Results will be tabulated and published Highlights There is no �set� formula; these clubs have their own personalities and unique differences; some are in large cities; others, in small ones They have very low attrition They mostly recruit friends and colleagues one on one They take their time growing but grow each year They cite �quality of their members� as the number 1 reason for becoming and remaining large They see many advantages (especially prestige and high impact in their community) in being large They see few disadvantages in being large and have learned to manage these Of 50 Zonta Clubs with 50 or more members, 32 are in North America. A few weeks ago, I sent out a survey to presidents of these clubs world-wide to try to understand some of the characteristics of the larger clubs; some of you have seen it. I will publish the results for all after the meeting. One noticeable thing was that a pretty high response rate to the survey (61%) happened without a lot of follow-up and reminders. Remember that: the survey was in English the survey was �unscheduled� and during a particularly busy time of year which leads me to believe that large clubs have well-organized leadership that efficiently handles what they need to handle. I also noticed that in general: There is not one way; these clubs have identified and capitalized on what works in their geography, with their particular history and their current membership They generally retain their members for relatively long periods of time; attrition is almost always well below 10% per year (4-8 members) for all reasons Some use Events to recruit but most recruit solely among friends and colleagues Almost all have solid long term membership goals which they work on every single year Universally they cite quality of our members as their number 1 strength; it�s about quality and service--not about numbers They see advantages, particularly high prestige and community impact, in their size Many see no downsides to being large; some see disadvantages such as formality, lack of fellowship, etc. and they develop solutions to mitigate these issues Of 50 Zonta Clubs with 50 or more members, 32 are in North America. A few weeks ago, I sent out a survey to presidents of these clubs world-wide to try to understand some of the characteristics of the larger clubs; some of you have seen it. I will publish the results for all after the meeting. One noticeable thing was that a pretty high response rate to the survey (61%) happened without a lot of follow-up and reminders. Remember that: the survey was in English the survey was �unscheduled� and during a particularly busy time of year which leads me to believe that large clubs have well-organized leadership that efficiently handles what they need to handle. I also noticed that in general: There is not one way; these clubs have identified and capitalized on what works in their geography, with their particular history and their current membership They generally retain their members for relatively long periods of time; attrition is almost always well below 10% per year (4-8 members) for all reasons Some use Events to recruit but most recruit solely among friends and colleagues Almost all have solid long term membership goals which they work on every single year Universally they cite quality of our members as their number 1 strength; it�s about quality and service--not about numbers They see advantages, particularly high prestige and community impact, in their size Many see no downsides to being large; some see disadvantages such as formality, lack of fellowship, etc. and they develop solutions to mitigate these issues

13. Success Stories Widespread issues have been addressed and reported New clubs/rejuvenation of very small clubs D3 Cookbook Age diversity Johnson County, TX Uppsala, Sweden Small club growth Highlands County, FL Positive Circle (using Events to grow) Jefferson City, MO But we could and should share more ZI Website Newsletters Other? Since the last biennium, we have posted 5 success stories as reported by successful clubs. I�m sure there are more and we need to encourage clubs to submit them. One of the things we may want to discuss is whether there are other forums for disseminating this information which would be: a) easier for clubs b) accessed and utilized more often Ultimately the ZI web site will be �the place� to go for items of this nature, but we don�t appear at this point to have �critical mass� in terms of using it. Just over 7,000 of our almost 33,000 members have registered at this point.Since the last biennium, we have posted 5 success stories as reported by successful clubs. I�m sure there are more and we need to encourage clubs to submit them. One of the things we may want to discuss is whether there are other forums for disseminating this information which would be: a) easier for clubs b) accessed and utilized more often Ultimately the ZI web site will be �the place� to go for items of this nature, but we don�t appear at this point to have �critical mass� in terms of using it. Just over 7,000 of our almost 33,000 members have registered at this point.

14. Inter-District Meeting Attendance = 95 100% of NA Districts represented Subject Matter Experts = 16 Facilitators = 13 Program Design Team = 5 Facilities Team = 2 plus lots of helpers Could we have more smaller meetings among contiguous districts? How can we involve more members beyond leadership? I�m very pleased with the response to this meeting. From �workers� as well as attendees. I�m sure we are going to learn a great deal from each other and I hope that we can leave with some Action Plans so that we actually do things differently and grow instead of talking, not acting, and seeing the same results that we have seen for the last several biennia. There are some things to think about: I know that, especially in Europe, smaller groups of clubs (country and Area level and district level) meet relatively often in working meetings (as opposed to seminars, conferences, etc.) Perhaps we can learn from Annette Binder whether these might work for us and if so, how we might go about doing them. During my first years as a Zontian, inter-city meetings were fairly routine but as we have lost clubs and distances between clubs has lengthened (not to mention the time it takes to drive from point a to point b), we are doing fewer and fewer of these at a time when we probably should be doing more and more of them.I�m very pleased with the response to this meeting. From �workers� as well as attendees. I�m sure we are going to learn a great deal from each other and I hope that we can leave with some Action Plans so that we actually do things differently and grow instead of talking, not acting, and seeing the same results that we have seen for the last several biennia. There are some things to think about: I know that, especially in Europe, smaller groups of clubs (country and Area level and district level) meet relatively often in working meetings (as opposed to seminars, conferences, etc.) Perhaps we can learn from Annette Binder whether these might work for us and if so, how we might go about doing them. During my first years as a Zontian, inter-city meetings were fairly routine but as we have lost clubs and distances between clubs has lengthened (not to mention the time it takes to drive from point a to point b), we are doing fewer and fewer of these at a time when we probably should be doing more and more of them.

15. Where Can We Improve? Recruit Quantity 3,217 newly recruited members world wide 494 new members in the new clubs Quality Vetting process for events recruiting Retain About 87% (4,020 resignations and 215 from disbanded clubs) Replicate (new clubs) No new clubs in NA this year 22 world-wide Rejuvenate (prevent club disbandings) 25 clubs this year; 141 since 1998 Our workshop tracks deal with these areas where we can improve our activities. Here is some data on each of these and some questions we might ask ourselves as we begin our work? Recruit. We are losing more people than we are gaining; while retention is also a focus, we must learn to recruit in larger numbers. How can we more easily recruit more people who will be committed Zontians? What process should we use to ensure membership quality when we recruit with Events (Zings, Fund Raisers and the like) where a solid sponsor is not available; what kind of references and checking make sense for us? I want to quickly share a disguised story about a relatively new club. Last year one of their charter members (and a club officer) was indicted on several counts of fraud. This member had recruited many of the club�s members, many of whom then resigned. The remaining members are now having to work very hard to regroup and regain their prior momentum. Could this have been prevented? Retain. What else can we do to improve retention? What impact does a solid recruiting process have on retention? (It seems to me that prospects who know what they are joining are more likely to stay with us instead of trying us out for a year and then letting us go.) Replication. I hope you can see that I added a 4th �R�. Clearly, NA is well behind the rest of the world in new club formation. We want to replicate our success in other other geographies. Where should we do that? How should we do that? What planning process should we use. How can we ensure that we don�t start the process anew each biennium? Rejuvenate. What is the best approach for clubs 20 and smaller? How can we provide support and foster growth? Is there a point beyond which they cannot be saved? How do we know? Should we cut our losses in some situations? If so, when?Our workshop tracks deal with these areas where we can improve our activities. Here is some data on each of these and some questions we might ask ourselves as we begin our work? Recruit. We are losing more people than we are gaining; while retention is also a focus, we must learn to recruit in larger numbers. How can we more easily recruit more people who will be committed Zontians? What process should we use to ensure membership quality when we recruit with Events (Zings, Fund Raisers and the like) where a solid sponsor is not available; what kind of references and checking make sense for us? I want to quickly share a disguised story about a relatively new club. Last year one of their charter members (and a club officer) was indicted on several counts of fraud. This member had recruited many of the club�s members, many of whom then resigned. The remaining members are now having to work very hard to regroup and regain their prior momentum. Could this have been prevented? Retain. What else can we do to improve retention? What impact does a solid recruiting process have on retention? (It seems to me that prospects who know what they are joining are more likely to stay with us instead of trying us out for a year and then letting us go.) Replication. I hope you can see that I added a 4th �R�. Clearly, NA is well behind the rest of the world in new club formation. We want to replicate our success in other other geographies. Where should we do that? How should we do that? What planning process should we use. How can we ensure that we don�t start the process anew each biennium? Rejuvenate. What is the best approach for clubs 20 and smaller? How can we provide support and foster growth? Is there a point beyond which they cannot be saved? How do we know? Should we cut our losses in some situations? If so, when?

16. Points to Ponder Should we grow large clubs? Or start new clubs? Or both? Where should we replicate new clubs? Where should we recruit? Who should we recruit? How can we manage attrition? As I�ve been studying our membership over the last year and a half, I�ve been looking at potential solutions for growth, for new club formation, for recruiting and for attrition. While none of these provide definitive answers, I�m hoping that by sharing some of it, you will be stimulated to new areas of thinking.As I�ve been studying our membership over the last year and a half, I�ve been looking at potential solutions for growth, for new club formation, for recruiting and for attrition. While none of these provide definitive answers, I�m hoping that by sharing some of it, you will be stimulated to new areas of thinking.

17. Large Clubs and New Clubs by District This 2 dimensional chart has a dot for each district--the distance along the x (horizontal) axis is the percentage of clubs in the district that are less than 10 years old ranging from 0% to 40%; the distance along the y (vertical) axis is the percentage of clubs in the district with 50 or more members ranging from 0% to 14%. So each point represents the combination of new clubs percentage and large clubs percentage in that particular district. It helps us think about growth along the two dimensions--large clubs and new clubs. The red lines creating the �plus sign� in the middle are the averages on each dimension. The vertical red line is at 21%, the average of all districts for percentage of clubs less than 10 years old. Dots to the right are districts with an above average number of newer clubs; to the left districts with fewer than average. The horizontal red line is at 4%, the average of all districts for percentage of clubs with 50 or more members. Districts above the line have a larger percentage of large clubs; district below the line have fewer than average. Now what can we see by looking at the chart? Only 3 Districts (8, 14, and 17) are above average on both dimensions (newer clubs and larger clubs). Almost all of the Districts with a high percentage of large clubs and a low percentage of new clubs (upper left hand quadrant) are in North America. Notice that most of the dots are pink. Almost all of the Districts with a high percentage of newer clubs and a low percentage of larger clubs (lower right hand quadrant) are in Europe. The dots are blue. Five Districts including NA, Europe, Asia and ANZ are in the lower left hand quadrant and are below average on both dimensions; they have a very small percentage of either larger or newer clubs. While there are trade-offs between having clubs grow large and starting new clubs, it might be fruitful to look at the differences between the major geographies to see what can be learned from the situation we have. Which is better and when? What can we learn from Districts 8, 14, and 17 which have been relatively more successful in doing both? OK. Enough Zonta data.Let�s switch gears and move to the �Food for Thought� that may, hopefully, inform some of your discussions in the workshops (in addition, of course, to what you have learned so far). The next couple of slides deal with how we might think about where to start new clubs. This 2 dimensional chart has a dot for each district--the distance along the x (horizontal) axis is the percentage of clubs in the district that are less than 10 years old ranging from 0% to 40%; the distance along the y (vertical) axis is the percentage of clubs in the district with 50 or more members ranging from 0% to 14%. So each point represents the combination of new clubs percentage and large clubs percentage in that particular district. It helps us think about growth along the two dimensions--large clubs and new clubs. The red lines creating the �plus sign� in the middle are the averages on each dimension. The vertical red line is at 21%, the average of all districts for percentage of clubs less than 10 years old. Dots to the right are districts with an above average number of newer clubs; to the left districts with fewer than average. The horizontal red line is at 4%, the average of all districts for percentage of clubs with 50 or more members. Districts above the line have a larger percentage of large clubs; district below the line have fewer than average. Now what can we see by looking at the chart? Only 3 Districts (8, 14, and 17) are above average on both dimensions (newer clubs and larger clubs). Almost all of the Districts with a high percentage of large clubs and a low percentage of new clubs (upper left hand quadrant) are in North America. Notice that most of the dots are pink. Almost all of the Districts with a high percentage of newer clubs and a low percentage of larger clubs (lower right hand quadrant) are in Europe. The dots are blue. Five Districts including NA, Europe, Asia and ANZ are in the lower left hand quadrant and are below average on both dimensions; they have a very small percentage of either larger or newer clubs. While there are trade-offs between having clubs grow large and starting new clubs, it might be fruitful to look at the differences between the major geographies to see what can be learned from the situation we have. Which is better and when? What can we learn from Districts 8, 14, and 17 which have been relatively more successful in doing both? OK. Enough Zonta data.Let�s switch gears and move to the �Food for Thought� that may, hopefully, inform some of your discussions in the workshops (in addition, of course, to what you have learned so far). The next couple of slides deal with how we might think about where to start new clubs.

18. Why Are These Two Groups of States/Provinces Different? What is different between the red states and provinces and the blue states and provinces? (And, no, it has nothing to do with how they voted in the last election!) Wait for responses. Press the next slide button (twice, but not too quickly). The red states and provinces have higher than average number of Zonta clubs per population; the blue have fewer. The bold blue states are states and provinces are where Zonta has no clubs at all. While it may be that in some areas especially in northern Canada, there is not enough population density to support a club, we can certainly see that generally there are opportunities on the blue side. And, in fact, the blue list (34) is longer than the red list (27). What is different between the red states and provinces and the blue states and provinces? (And, no, it has nothing to do with how they voted in the last election!) Wait for responses. Press the next slide button (twice, but not too quickly). The red states and provinces have higher than average number of Zonta clubs per population; the blue have fewer. The bold blue states are states and provinces are where Zonta has no clubs at all. While it may be that in some areas especially in northern Canada, there is not enough population density to support a club, we can certainly see that generally there are opportunities on the blue side. And, in fact, the blue list (34) is longer than the red list (27).

19. What Do These Counties Have in Common? Flager County, FL 10.1% Kendall County, IL 8.3% Loudoun County, VA 8.1% Hanson County, SD 7.9% Lincoln County, SD 7.5% Lampasas County, TX 7.3% Lyon County, NV 7.2% Camden County, NC 7.2% St. Johns County, FL 6.7% Dallas County, IA 6.6% Maricopa County, AZ 112,000 Riverside County, CA 89,000 Los Angeles County, CA 77,000 Clark County, NV 75,000 San Bernardino County, CA 59,000 Harris County, TX 51,000 Tarrant County, TX 31,000 Palm Beach County, FL 31,000 Collin County, TX 31,000 Will County, IL 28,000 Now, what do these counties have in common? Wait for responses Press the slide advance button twice, slowly. The counties on the left are the fastest growing counties in the U.S. by percentage growth from 2003 to 2004. The counties on the right are the fastest growing by number of people added. Again the counties bolded in red are counties where so far as I can tell, we don�t have a Zonta club although sometimes I admit I become �map-challenged.� Over the years, we have been particularly successful where we have been able to get in �on the ground floor� when a particular area was just starting to develop. Are some of those newly developing areas on these lists?Now, what do these counties have in common? Wait for responses Press the slide advance button twice, slowly. The counties on the left are the fastest growing counties in the U.S. by percentage growth from 2003 to 2004. The counties on the right are the fastest growing by number of people added. Again the counties bolded in red are counties where so far as I can tell, we don�t have a Zonta club although sometimes I admit I become �map-challenged.� Over the years, we have been particularly successful where we have been able to get in �on the ground floor� when a particular area was just starting to develop. Are some of those newly developing areas on these lists?

20. Comparison of European and North American Classifications The last few slides focused on where we might replicate clubs. Let�s now look at whom we should recruit. These two pie charts are summary member classifications from about 25 of our large clubs about half from Europe and half from North America. Comparing, we see that in North America we have significantly more members who are Generalist Managers and Specialist Managers--1100�s (21%) and 1200�s (20%) in our classification system-- than we have in Europe (where each category is 11%). These are the periwinkle blue and burgundy pieces of the pie in the upper right. North America has significantly more members who are Business and Administration Associate Professionals--3200�s (12%) than Europe with 3%. These are the fuchsia pieces in the upper left. Europe has significantly more members who are Health Professionals (17%) and Social, Arts, and Misc. Professionals (20%) --2300�s and 2500�s) than North America (5% and 14% respectively). The rust and lighter periwinkle blue toward the bottom of both pies. As a refresher: 1000�s is Managers and Administrators NA has 41%, Europe 23% 2000�s is Professionals NA has 37%, Europe 62% 3000�s is Associate Professionals NA has 19%, Europe 13% 5000�s is Advanced Clerical and Service 6000�s is Intermediate Clerical, Sales, and Service Both Europe and North America have 1-2% in each of these categories. Note that neither geography has a substantial number of Science and Engineering professionals with NA having 2% and Europe having 5%. The number of Business and Information Professionals and Education Professionals is roughly equivalent in both geographies. Europe has more Managing Supervisors 8% than North America 3%. While EU does not have as many members in the very highest group (1000�s), they have many more, almost twice as many professionals, (2000�s) as NA does. What can we learn from this?The last few slides focused on where we might replicate clubs. Let�s now look at whom we should recruit. These two pie charts are summary member classifications from about 25 of our large clubs about half from Europe and half from North America. Comparing, we see that in North America we have significantly more members who are Generalist Managers and Specialist Managers--1100�s (21%) and 1200�s (20%) in our classification system-- than we have in Europe (where each category is 11%). These are the periwinkle blue and burgundy pieces of the pie in the upper right. North America has significantly more members who are Business and Administration Associate Professionals--3200�s (12%) than Europe with 3%. These are the fuchsia pieces in the upper left. Europe has significantly more members who are Health Professionals (17%) and Social, Arts, and Misc. Professionals (20%) --2300�s and 2500�s) than North America (5% and 14% respectively). The rust and lighter periwinkle blue toward the bottom of both pies. As a refresher: 1000�s is Managers and Administrators NA has 41%, Europe 23% 2000�s is Professionals NA has 37%, Europe 62% 3000�s is Associate Professionals NA has 19%, Europe 13% 5000�s is Advanced Clerical and Service 6000�s is Intermediate Clerical, Sales, and Service Both Europe and North America have 1-2% in each of these categories. Note that neither geography has a substantial number of Science and Engineering professionals with NA having 2% and Europe having 5%. The number of Business and Information Professionals and Education Professionals is roughly equivalent in both geographies. Europe has more Managing Supervisors 8% than North America 3%. While EU does not have as many members in the very highest group (1000�s), they have many more, almost twice as many professionals, (2000�s) as NA does. What can we learn from this?

21. What Do These Businesses Have in Common? Dentists� Offices Physicians� Offices Podiatrists� Offices Optometrists� Offices Veterinary Services Chiropractors� Offices Legal Services Brokers and Dealers of Securities Insurance Agents or Brokers Drugstores Lumber and Building Materials Stores Paper and Allied Products Manufacturing Funeral Services Machinery Manufacturing Medical and Dental Laboratories Real Estate Agents and Brokers Commodity Contracts Brokers Engineering Services Consulting Services Architectural Services Here�s another list to ponder when thinking about whom to recruit. We are looking for people who share our interest in improving the status of women and who are willing and able to support these objectives with their time and money. These small business are the top 20 most profitable in terms of net income.Here�s another list to ponder when thinking about whom to recruit. We are looking for people who share our interest in improving the status of women and who are willing and able to support these objectives with their time and money. These small business are the top 20 most profitable in terms of net income.

22. Characteristics ofMillionaire Women Next Door What are the important benefits of being wealthy? Make significant contribution to charitable or noble causes Funding education Financial security What is benefits of being wealthy are not important? Purchasing luxurious home, vacation home, retirement home Joining country club Owning art and antiques Purchasing top-of-the-line automobile Some time ago I introduced many of you to the book Millionaire Women Next Door by Thomas J. Stanley, PhD. Dr. Stanley�s research on millionaire women shows us some surprising things. For example, he asked the women in the group to indicate the most and least important benefits of being wealthy. Here�s what he found. These women are funding education (often for family) and preparing for their own retirement needs. They make significant contributions to charitable or noble causes. I�m sure if they knew about Zonta, they would concur that it is a �noble cause.� On they other hand, they are relatively frugal and do not see using their money for luxurious homes, cars, art, antiques or country club memberships. Because of this, they may not be easy to spot. Mostly they own small businesses on the previous list.Some time ago I introduced many of you to the book Millionaire Women Next Door by Thomas J. Stanley, PhD. Dr. Stanley�s research on millionaire women shows us some surprising things. For example, he asked the women in the group to indicate the most and least important benefits of being wealthy. Here�s what he found. These women are funding education (often for family) and preparing for their own retirement needs. They make significant contributions to charitable or noble causes. I�m sure if they knew about Zonta, they would concur that it is a �noble cause.� On they other hand, they are relatively frugal and do not see using their money for luxurious homes, cars, art, antiques or country club memberships. Because of this, they may not be easy to spot. Mostly they own small businesses on the previous list.

23. Characteristics of:Millionaire Women Next Door What ancestry groups are most often represented? (Normalized for number of households.) Scottish 5.0% French 2.6% Russian 2.4% Dutch 2.1% English 1.8% Irish 1.5% Native American 1.3% Italian 1.0% Polish .9% German .8% While this list is not intended to cast aspersions on any ethnic group, it shows the order of prevalence of the millionaire women in the study (normalized for the number of households in the various ethnic groups). Maybe there is some truth to the perceived frugal nature of the Scots! I recall reading in Parade magazine a few months ago about successful Americans both male and female in a number of different fields. The article made a point of a surprising thing they had in common--Scottish ancestry.While this list is not intended to cast aspersions on any ethnic group, it shows the order of prevalence of the millionaire women in the study (normalized for the number of households in the various ethnic groups). Maybe there is some truth to the perceived frugal nature of the Scots! I recall reading in Parade magazine a few months ago about successful Americans both male and female in a number of different fields. The article made a point of a surprising thing they had in common--Scottish ancestry.

24. Characteristics of:Millionaire Women Next Door Categories of Businesses Owned and Managed by Women Millionaires Management Services Consulting Services Nursing Services Counseling Services (except Health) Real Estate Brokering/Agency Services Real Estate Property Managers Medical and Dental Laboratories Child Daycare Janitorial/Dust Control Services Be wary of �hobby� businesses such as retail gifts and antiques This is a list of business categories owned and managed by the women millionaires in the study. Notice that 4 of the top 20 most profitable small businesses from the earlier slide are on this list. Also note that Nursing Services may service several of the profitable health professionals on the list and thus also have profitable growth. Child Daycare and Janitorial/Cleaning Services may be uniquely women run. The professor distinguishes women entrepreneurs who are in business to provide excellent customer service and thus to grow and prosper from those businesses that are just perceived to be fun and interesting. Some women go into business because they like the product (such as retail gifts or antiques) or they like the contact with others; profitability is a secondary concern. In these cases, they may not match the profile of the millionaire woman. Dr. Stanely also goes to great lengths to distinguish between wealth in terms of income and wealth in terms of net worth. Women (or men) who earn a very high salary working for someone else often also like to flaunt their status by acquiring �things� such as homes, cars, jewelry, art and the like. I am reminded of this each time I see that current TV ad about the guy who has a new home with a pool, a new car, belongs to the golf club and is �in debt up to my eyeballs.� Often they save nothing. Millionaire women (and men) as described by Dr. Stanley are wealthy in terms of net worth even if their income has been more moderate over a long period of time. They have invested and saved to become wealthy.This is a list of business categories owned and managed by the women millionaires in the study. Notice that 4 of the top 20 most profitable small businesses from the earlier slide are on this list. Also note that Nursing Services may service several of the profitable health professionals on the list and thus also have profitable growth. Child Daycare and Janitorial/Cleaning Services may be uniquely women run. The professor distinguishes women entrepreneurs who are in business to provide excellent customer service and thus to grow and prosper from those businesses that are just perceived to be fun and interesting. Some women go into business because they like the product (such as retail gifts or antiques) or they like the contact with others; profitability is a secondary concern. In these cases, they may not match the profile of the millionaire woman. Dr. Stanely also goes to great lengths to distinguish between wealth in terms of income and wealth in terms of net worth. Women (or men) who earn a very high salary working for someone else often also like to flaunt their status by acquiring �things� such as homes, cars, jewelry, art and the like. I am reminded of this each time I see that current TV ad about the guy who has a new home with a pool, a new car, belongs to the golf club and is �in debt up to my eyeballs.� Often they save nothing. Millionaire women (and men) as described by Dr. Stanley are wealthy in terms of net worth even if their income has been more moderate over a long period of time. They have invested and saved to become wealthy.

25. What Do Business Recruiters Look For? Specific job skills What needs does the club have? Interpersonal skills Fellowship is a part of who we are Work ethic We are a service organization Fit with the culture Zonta mission and objectives Club attributes Potential for personal growth In her job In Zonta A chance to upgrade the pool Always recruit at the highest level possible Checking References Many of us recruit or have recruited employees as a part of our job responsibilities. How did we do that? What in that experience can we translate into the needs of our clubs? We looked for specific job skills; our clubs have skill needs also. We looked for good interpersonal skills; most employers have some elements of teamwork and need team players. Don�t we need that in our clubs as well? We looked for a strong work ethic; as a service organization we want members who want to serve first instead of looking at what Zonta can do for them first. We looked for employees who would fit with our organizations� cultures; we should do that in Zonta as well; each club has an unique culture; we see what happens when we recruit someone who isn�t a good fit; often we lose more members than we gained. We looked for people with potential; we wanted to be able to promote them and perhaps see them grow into top management; similarly in Zonta, we want people who will grow in their profession and in their involvement with Zonta, taking leadership positions when asked. We always looked for someone smarter than our existing people in order to upgrade the level of talent in the group; we should always recruit as �high� as we can. And in our business we never hired without checking references. In Zonta we often use a person�s sponsor as that reference so we need to ensure that they truly know the person they are recommending. Otherwise, we need to do a little research to make sure that this is someone we truly want as a member. Not everyone we recruited met all the criteria; we didn�t always recruit successfully; but we should keep the rules for successful recruiting in mind as we grow. Successful recruiting leads to lower attrition and stronger clubs in general. Press the �hide� button.Many of us recruit or have recruited employees as a part of our job responsibilities. How did we do that? What in that experience can we translate into the needs of our clubs? We looked for specific job skills; our clubs have skill needs also. We looked for good interpersonal skills; most employers have some elements of teamwork and need team players. Don�t we need that in our clubs as well? We looked for a strong work ethic; as a service organization we want members who want to serve first instead of looking at what Zonta can do for them first. We looked for employees who would fit with our organizations� cultures; we should do that in Zonta as well; each club has an unique culture; we see what happens when we recruit someone who isn�t a good fit; often we lose more members than we gained. We looked for people with potential; we wanted to be able to promote them and perhaps see them grow into top management; similarly in Zonta, we want people who will grow in their profession and in their involvement with Zonta, taking leadership positions when asked. We always looked for someone smarter than our existing people in order to upgrade the level of talent in the group; we should always recruit as �high� as we can. And in our business we never hired without checking references. In Zonta we often use a person�s sponsor as that reference so we need to ensure that they truly know the person they are recommending. Otherwise, we need to do a little research to make sure that this is someone we truly want as a member. Not everyone we recruited met all the criteria; we didn�t always recruit successfully; but we should keep the rules for successful recruiting in mind as we grow. Successful recruiting leads to lower attrition and stronger clubs in general. Press the �hide� button.

26. Now let�s turn to attrition and losses. We discussed Resignations earlier and I showed you the slide indicating that most of our attrition comes in June. We see some increase in May from clubs that get their payment paperwork in early and some in July from clubs that are late. But 80% is in May, June and July. Other months average fewer than 100 world-wide per month. Press the start button. Finally, we have clubs that disband. For the last five years it�s averaged about 25 a year. This year is the same; however, I know of at least 3 clubs that are disbanding but do not yet show in the stats. And we don�t yet have June data, when most disbandings occur. What do we know about clubs that disband? 12% of them are under 5 years old! Almost 30% under 10! All that work for nothing? Many clubs experience difficulties after the first or second year.What do we need to do differently in terms of mentoring new clubs so that they can become self-sustaining and live to a ripe old age? Half of them are between 0 and 20 or 5 and 30 years old. How can this be? They are in the prime of their lives. How many times are these disbandings really a surprise? Why can�t/aren�t we doing something about them while there is still time? The rest are older. These are the ones that probably grew old gracefully together and didn�t recruit new fresh faces when they needed too. But still, couldn�t this be prevented? What a shame when a once proud club with a long history disbands.Now let�s turn to attrition and losses. We discussed Resignations earlier and I showed you the slide indicating that most of our attrition comes in June. We see some increase in May from clubs that get their payment paperwork in early and some in July from clubs that are late. But 80% is in May, June and July. Other months average fewer than 100 world-wide per month. Press the start button. Finally, we have clubs that disband. For the last five years it�s averaged about 25 a year. This year is the same; however, I know of at least 3 clubs that are disbanding but do not yet show in the stats. And we don�t yet have June data, when most disbandings occur. What do we know about clubs that disband? 12% of them are under 5 years old! Almost 30% under 10! All that work for nothing? Many clubs experience difficulties after the first or second year.What do we need to do differently in terms of mentoring new clubs so that they can become self-sustaining and live to a ripe old age? Half of them are between 0 and 20 or 5 and 30 years old. How can this be? They are in the prime of their lives. How many times are these disbandings really a surprise? Why can�t/aren�t we doing something about them while there is still time? The rest are older. These are the ones that probably grew old gracefully together and didn�t recruit new fresh faces when they needed too. But still, couldn�t this be prevented? What a shame when a once proud club with a long history disbands.

27. All of the insight, discussion, planning in the world will not change anything unless we leave with the intention to do things differently and do that Just as a reminder. I know that we like to talk about these problems. But we will not change the situation until we take different actions. Let�s use the rest of our time together to define these new actions and motivate ourselves and others to accomplish something really different this next year--significant growth in North America.Just as a reminder. I know that we like to talk about these problems. But we will not change the situation until we take different actions. Let�s use the rest of our time together to define these new actions and motivate ourselves and others to accomplish something really different this next year--significant growth in North America.

28. Thank-you!Thank-you!