How to KILL an ORGANIZATION

Submitted: Saturday, August 7th, 2004 by Denise Edwards

DEAR READERS

I have had a number of opportunities to talk with people who are active in many organizations and it is interesting how some organizations are thriving and others are struggling. These discussions have resulted in this “tongue in cheek” article, which I think anyone who participates in organizations, can relate to. Directors need to examine their organization’s culture and activities to see if they can help their organization to become more effective.

HOW TO KILL YOUR ORGANIZATION

• Never say anything positive about anything the

organization does.

• Focus on the ‘small stuff’ and forget the bigger

picture of why you are involved with the

organization in the first place.

• Keep telling everyone that you think things

should go back to the way “they were.”

• Complain that the people organizing the event

don’t know what they are doing.

• Don’t volunteer to help with anything.

• Pick arguments with other board members.

• Refuse to support anything new.

• Don’t give your successor any help with the event

or project they have taken over.

• Don’t come to meetings or if you come, be late.

• At meetings keep adding things to the discussion

that steer the conversation off topic and ignore

the chairperson when he tries to bring the

meeting back on track.

• Don’t say anything at the meeting but afterwards

be sure everyone knows that you disagreed.

• Only talk to a few, select people so that it looks

like you have to be part of the clique to be heard.

• Make side conversation to your neighbor

throughout the meeting.

• Don’t try and get new members or leaders.

• Forget that everyone is a volunteer and support

and respect are appreciated.

• Don’t tell new volunteers the “whole story.” They

don’t need to know the background on the

organization.

• Argue that recognizing volunteers is a waste of

time.

• Give the organization as much bad publicity as

you can by spreading gossip or unconfirmed

information.

• Take everything personally and refuse to work

with those people again.

• Forget what the main purpose or goal of the

program really is.

• Things have to be done your way…no one can do

it as well.

• Make personal attacks and carry personal

grudges about others in the group.

• Don’t let your name stand for office and criticize

those who do.

• Refuse to consider any changes to programs or

the organization’s structure.

• Complain about the provincial association and

never support anything they do.

• Don’t communicate with your members and be

selective about what you tell them.