Strategies

What Strategies Have to Change? To thrive, Barbershop Harmony Society chapters need to provide what today's men value in their discretionary time—and provide it at a compellingly high level. Through research, sociologists have identified 15 Attractive Value Characteristics people consider when deciding whether to join or renew membership with a non-profit, chapter-structured organization like the Society. All fifteen are important, but for the Society, eight are so pivotal they are considered Deal-Makers**.

In this organization members are:

1. Appreciated/sought for their talents**

2. Approached about their needs

3. Given a high efficient return on their investment of time, energy, resources**

4. Welcoming to diversity in membership

This organization gives all members opportunities for:

5. Creativity—participation in "imagineering" new/improved results**

6. Participative leadership—power to influence the pace, content and

direction of the organization's life**

7. Skill, talent and knowledge growth**

8. Social circle

This organization has:

9. Astute and trustworthy managers & leaders with succession**
10. Community acclaim—membership is a community-wide respected status
11. Peer appeal—cool enough to invite friends**

12. Upbeat ambiance—interwoven fun, humor and positive attitudes**

13. Value-driven Mission—the opportunity to transform society

14. Variety

15. Visual appeal

To attract today’s men, chapters need to adjust what they do in chapter meetings, performances, administrative processes and outreaches to deliver the Attractive Value Characteristics—especially the Deal-Makers—in spades. When chapters do this, they become compellingly attractive.

21st & 7th has developed and beta-tested strategies that make these chapter adjustments fun and easy to accomplish. The strategies spring from this Top Strategic Priority:

Seek, develop, use and enhance the skills and talents of each member
to such an extent that progress seems limitless.

Over time, as a chapter uses the strategies, the Deal-Makers become part of the chapter's identity, and the chapter thrives.

That raises a few more questions, "This seems theoretical—where's the believability? What are the facts—the firm results from beta-testing? Have workshop participants successfully used the strategies you recommend in their chapters?"