Reorganizations and Membership Reviews:

1. Reorganizations and Membership Reviews: Effective in Changing Culture or are we delaying the inevitable?

2. Presented by: Dave Westol, Principal & Owner, Limberlost Consulting, Inc., Carmel, Indiana

3. We will divide our program Into these parts: Making the Decision RMRs—the basics Models and considerations The toughest part: After the RMR

4. Where are we headed(with an RMR)?

5. With thanks to Dr. Andy Robison, Purdue University Broad Goals of Interventions Change chapter culture Educate the next generation Imprint new/upgraded traditions Support the academic, service and membership mission Eliminate negative behavior Encourage and enhance positive behavior

6. Which is most important?

7. Theory: By removing negative members…

8. Addition by subtraction

9. We’ll say ___%+ at a minimum

10. We are trying to do… What our undergraduates have failed to do. Hold others accountable. Weed the lawn.

11. Who makes the call—the decision? Nationals ? University? Alumnae/alumni? Undergraduates themselves?

12. RMR: “Wrenching” Especially with Millennials. They are often more loyal to the group (not the chapter) than to individuals. That loyalty is easier and more convenient. “They’ve got my 6 and I’ve got theirs”

13. Folks, RMRs ain’t easy

14. Therefore, to make the decision: An RMR is not an easy process. It will not be a fast process. 80% of the work is post-RMR.

15. And if it fails… Pull the plug.

16. Types of Interventions Focused warnings, proactive change Probation (individuals and chapter) Suspensions (individuals and chapter) RMR of varying types Closure and restart: 3-5 years after closing to insure that former members/NMs are not involved.

17. Anthropology 101 Culture shock Triangulation: Three forces converging (“U”, national, alums) Gatekeepers: Trying to block change Outliers: The alternative

18. Three types of RMRs Our model: Suspend all members and NMs. They decide to interview. One–on-one interviews with staff or trained volunteers who have no stake in the outcome. + Self-selection, experienced team.

19. Second model Interview and then suspend/expel Some organizations use alumni from the chapter who have not been involved with the chapter to assure objectivity. + Reduces complaints about staff “bombers”

20. Third Model Suspend operations. (Beta Theta Pi uses this approach) Wait a semester or so. Then interview. + Cooling-off period, self-selection, “This isn’t worth it…”

21. Other methods to consider: Use drug screening just before interviews and factor that into the equation. New: follicle testing. Older: 8 panel screen. Obtain judicial records or violations from institution. Obtain GPAs from institution. Eliminate the typical, “I’m doing better this semester”

22. Use an accountability exercise. All names of all members & NMs, alphabetically, LN 1st. Two highlighters. 10%. “Select the 8 who must continue and the 8 who must not” Anonymous—look for trend lines.

23. Webinar for parents & alums • You control content. • You control dialogue. Questions accepted but in writing. ;-)

24. Another approach to buying in: Meet with alumni/alumnae & undergraduates. Put everything in writing. “We’re here to make a decision: close the chapter or RMR. It’s your call” Give them the room. Let them decide.

25. Get information from chapter Pure indicators: Meeting attendance $$$$$ Involvement “Incidents”

26. Most common questions “Give us the magic questions” I like “Conversations” Button questions-- “What is a typical outcome?” Varies. But, if you aren’t seeing 30% or more removed from the chapter….

27. How many are successful? We were at 75%. Success = Chapter viable for three years after MR

28. Typical objections: We deserve an 11th chance This is too harsh This is an overreaction Other chapters are worse This will destroy the chapter How about probation?

29. Bring them back to 3 points We didn’t make the decision to haze or sell drugs or act like idiots. We hold the broom and dustpan. You hold the chapter. “The marriage was yours—the divorce is mine” If you had held members accountable we would not be here.

30. Chapter houses: First concern for alumnae/alumni Don’t allow the house to dictate policy. Don’t allow minimums/maximums to creep into the conversation. You will have to deal with suspended members in the house.

31. PS: Never, ever meet at the house. Ever.

32. Quick tips: • Don’t rent a Chrysler 300. Get a bronze or white Malibu. • Never discuss anything re: the RMR in public. Never. Ever. • Commit to not discussing your outcomes until all have been interviewed. • Use 30-minute interviews.

33. Quick tips: • Team lodging well off campus. • Don’t wear badges. • 6 interviews in a row is maximum. A tired interviewer is inherently unfair to our undergraduates. • Compare notes after first round. The stuff always surfaces.

34. Quick tips: • In hazing chapters PNMs often interview first. If not, then look for the better members. • Find code words and phrases. One will be the:

35. You will always discover… More than you knew about or even expected. The code word or phrase will lead to more information. Younger members have not yet been imprinted. If you maintain a professional decorum you will learn more.

36. Shhhhhhhh….. Respect the confidentiality & privacy of the proceedings. Respect the undergraduates. Respect the organization. Do not speculate or share details or offer projected #s. That is patently unfair to our undergraduates.

37. Quick tips: • There is no “good” time for an RMR. • Consult with the campus professional re: timing & venue. • Have members sign up for interviews before you arrive. • Get one more room than you need as a holding area for arrivals. Those interviewed must depart ASAP. Don’t interview in the house.

38. Remember: • You’re not there to lecture, berate, criticize or condemn. • This is not a time for, “What were you thinking?” • Be mature enough for both of you in the interview. • You’re the professional.

39. Campus professionals Collaboration and partnership are important to us. Rooms. Directions. Parking. Facilities. Information. You will be critical to success in the after-RMR period.

40. We’re tackling culture here Sustainable change can be achieved only with a cooperative effort. We’re trying to turn the thing around.

41. Trust and Communication University + HQ + Advisors + Board + alumni/ae at large + chapter officers + members Coordinate approach Share end goals Don't over-sanction, especially after RMR.

42. Expectations are good but make those realistic. You can’t make a ‘64 Ford Falcon into a Corvette in one semester.

43. Staff: Remember that campus professionals Usually know the chapter & players Can help with leadership for the future Can help with “bubble” decisions with the understanding that confidentiality is critical.

44. Stakeholders Our advice: Reach out to parents, alumni, and contributors in the area BEFORE the RMR. Use an adjective audit in your communication. Do not use “chapter”. “Some members” is better.

45. For the community: We sent a letter to all other chapters describing the process and providing basic #s. We also asked for their help for the chapter. Good teachable moment.

46. Now comes the 80% post-RMR New officer(s)? Let them know before you make the announcement. Share information with campus professional. She or he will have to deal with much of the blowback. As possible, give some control back to the chapter.

47. RMRs are not “fire and forget” It takes at least a year to move forward. The undergraduates never forget. A strong stigma attaches. That is why those who interview cannot be hands-on with the chapter afterward.

48. Fundamental errors: Giving the chapter too much time to “recover” before starting rehab. Assuming that suspended members won’t be back. Assuming that members who are rebuilding “get it”. Assuming things will quickly quiet down with decisions.

49. While we’re at it: RMR your alumnae/alumni corporation or advisory group. This is a good time to find some new faces to help advise the chapter.

50. Have an appeals process Use a committee whose members were not involved in the RMR. We like a “petition after six months” process. Maintains hope…helps keep some members under control.