Re: Re: preferential treatment of some members
Mike Pihlman <mike <at> telbitconsulting.com>
2010-08-01 20:13:55 GMT
If a member recruits someone, I give the current member the equiv new
member sign up option for free.
They can get up to a month free.
On 8/1/2010 11:59 AM, Craig Baute wrote:
> Thanks for your advice. I have been struggling with this same dilemma
> on brainstorming ways to grow. If a space has a lot of extra capacity
> how would you feel about a double incentive to help make the current
> members recruit individuals? I was thinking about a referral program
> where the new member gets the equivalent of one week free for their
> first month and the current member that recruited the individual will
> also get a one week equivalent discount.
> I understand the greatest way to grow is build a strong community and
> provide a space for people to congregate and collaborate. But with the
> extra capacity it wouldn't be a cost to the company to add these
> incentives for a month or two, and would encourage individuals to
> recruit people they know. I believe this would help build a community
> with the current members since they ask individuals they are familiar
> with, and may be the right financial incentive for them to try
> something new. I think the financial incentive might be the nudge for
> an individual to try a new concept that they might be otherwise wary
> On Aug 1, 2:40 pm, Alex Hillman<dangerouslyawes... <at> gmail.com> wrote:
>> Nepotism and it's cousin favoritism are a bit of a slippery slope, and one
>> we've worked carefully to avoid as part of the business relationship with
>> our members. I typically think of this in terms of Indy Hall getting in the
>> middle of the recruitment/hiring pipeline more than membership growth,
>> though. It's very easy to become a sherpa for companies looking for talent
>> at your coworking space. the thing to watch out for, though is always
>> sending them to favorites. It's not only risky for you, but it's damaging to
>> the overall ecosystem because non-favorites will become resentful. This is a
>> very common dynamic of typical (corporate) office leadership and something
>> I've thought a lot about how we can re-engineer with the blank canvas that
>> is Indy Hall.
>> *But back to your question: *
>> If you're going to reward anything, I'd reward the development of *trust*.
>> You're likely to find that there are certain people in your community that
>> will be noisiest just to get a better rate. Others will work hard to build
>> yours - and other members - trust. That's worth rewarding, because it leads
>> to stable relationships, which leads to work exchange and collaboration, and
>> long term success of community members and the space they inhabit.
>> As for how you reward...again, I'm hesitant to give *anyone a discount. Not
>> because I'm greedy (or because we run a low margin business), but because I
>> simply don't believe that financial motivators are good motivators. They're
>> extrinsic, which means that if they're taken away, the behavior they are
>> motivating is likely to go away. I'm much more interested in activating
>> intrinsic motivators - like supporting their passion projects, helping them
>> make connections, and simply helping them become a part of the bigger story
>> - has been a much more sustainable and valuable motivator for everyone
>> coworking in philadelphia
>> On Sun, Aug 1, 2010 at 1:01 PM, Mindaugas<mindaugas.da... <at> gmail.com> wrote:
>>> do you consider some of the coworkers more valuable than others in
>>> terms of attracting and keeping members?
>>> do I need to give someone preferential treatment and lower or free
>>> lease because of the potential snow ball effect he or she can create?
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