One of the apparent trends in religion is believing without belonging.
While the number of individuals identifying themselves as believers in some religion or spirituality might be increasing, that increase has not necessarily resulted in more people joining faith-based institutions. Many reasons for this disconnect exist but one of the most significant appears to be a lack of identification with, or faith in, the institutions (churches, synagogues, etc.) themselves.
Believing without belonging.
It speaks to the need to convert belief into action and commitment, a need ever-present in any organizational change effort. But similar conversions occur in a variety of settings:
- Fundraisers try to convert believers from nominal annual fund contributors to more significant levels of donation, investing them deeper and deeper in the organization's mission.
- Salespeople try to turn browsers and window shoppers into purchases.
- Going even further, Ken Blanchard and Sheldon Bowles talk about turning customers into Raving Fans in their book of the same name.
- And way back in high school student council I remember attending a workshop that discussed turning joiners into members, making the point that just because someone joined a committee or organization, doesn't automatically mean they will become an active member.
We need to include more discussions about this conversion process throughout the various departments and functional areas in our organizations.
We should determine ways to describe the various levels of commitment or action we might desire from members and customers and then (1) determine where individuals currently are on that continuum, (2) identify the value propositions that might convert them to a more significant level of activity and action, and (3) determine the best conversion strategies to engage individuals attention and interest.
And we also should do the reverse: consider the various levels of commitment or action our members and customers might desire and what organizational changes (think policies, programs, positions, and processes) would be needed to fulfill them.
Similarly, it would be instructive for any organization (nonprofit or otherwise) to spend some time discussing its true believers. These individuals represent a reservoir of trust, interest, and passion that most of us probably do not leverage to its full potential. It strikes me that the true believers are probably a part of the emerging trend of engaging customers (members) in the co-creation of new products and services.
On the interpersonal level, we should examine the leadership traits, skills, and attributes that enable individuals to convert others to deeper levels of commitment. At minimum, all of us should be asking ourselves, "Do I model for others the level of believing and belonging I would like to see from them?"
And finally, any strategic thinking in this area would be remiss if it did not focus on the converse: belongers who aren't believers. Who among your ranks has joined, but is not truly engaged by, or committed to, the mission, vision, and products and services you offer?