Loss Prevention, Member Service, Member Confidence

Loss Prevention Is A Member Service

Plan B


Every organisation must inspire confident customers (for business) or members (for organisations). The organisation shrivels, wastes away, and dies without committed partners willing to consume the services it provides.

Every organisation forms to deliver services of one type or another. How the organisation does this is very important.

It’s important to know the difference between services and service.

  • Services are intangible benefits exchanged between two parties. Membership models are especially based on this idea.
  • Service is a process to ensure customers (in the profit sector) or members (in the voluntary sector) are satisfied.

Some customer or member service occurs during a transaction: members makes a purchase, dates are booked, classes are scheduled, whatever — but does this serve the member? Somewhat, but mostly it serves the organisation. The member probably doesn’t see the service until he (she) goes to the class, and even then. Real service occurs when a problem of some sort occurs. Member service, for the member, occurs in-person, during a phone call, or via social media.

Member service is…

  • a satisfaction strategy for members
  • a loss prevention strategy for organisations, and
  • essential to the well-being of both members and organisation.

Member service inspires confidence in your members, confident members renew their membership every year — and they often bring new members in.

The Member Service Officer

Loss Prevention Headquarters trains professional member service officers (MSOs). Security and safety are each a great concern for many communities and organisations. Member service officers are trained to qualify for, and successfully complete, the examination for security guard licensing. MSOs are required to license: this imposes regulated standards for both MSO training and conduct.

Loss Prevention Headquarters, however, does not train security guards.

Some member service officers may principally provide this security service, others less so. The organisation the member service officer serves will decide the precise roles and goals they expect from their MSOs. The next series of articles will explore all aspects of LPHQ’s member service qualification program, beginning with security and loss prevention.

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Leadership Ideals From Alcoholics Anonymous

Does your organisation have a moral purpose? If not, Alcoholics Anonymous (AA) has a lesson for you.

AA proposes 12 Traditions to regulate the group’s dynamic.Tradition 2 states “For our Group purpose there is but one ultimate authority — a loving G!d… ,” and proposes a uniquely humanist, secular idea of G!d.

The distinction between secular and humanist is important. Being “secular” is a peculiar, western idea. I am secular if I am unattached to a religious or spiritual tradition; I may or may not be a humanist.

Humanists are critical thinkers. They ask many questions, raise many doubts, value rational explanations, and seek to minimise bias. They learn also this: there is no need to seek a scientific basis for everything. Myth also explains phenomena. Morality is the phenomenon that concerns us here.

The essential myth of morality is simply this: why would anyone question that there is a cosmological analog to metabolism? Human thought, human action, relies on the basic chemical transformations our human metabolism controls. All animals think.

Humans think distinctly. We draw conclusions from our thoughts. One such conclusion: rules are necessary when we meet in a group. These rules — “morality” — firmly define acceptable acts and the expectation that someone will behave to a specific standard.

Morality is a “social fact,” not a “social construct.” A social fact defines how social control over individuals occurs. A social construct is an idea established through cultural or social practice. Social facts and social constructs generally complement each other.

In other words? Human beings are designed to have these expectations. Expectations are unformed resentments: someone will always put social facts into conflict with social constructs by ignoring the standard. Ethics avoid (but do not eliminate) this problem.

Companies, organisations generally, are a collection of individuals, but so are cities, towns, and shopping centres. Morality matters in organisations: individuals are motivated to be moral. Are they?

No, I think not. This is an ancient an ideal, but not a truth. Ir is a well-known noble lie, a foundational myth used to explain the necessity of kindness. People are less motivated by kindness than by self-interest. Organisations are no different.

This is the first part of Hillel’s Riddle: If I am not for myself, who will be for me? (No one.) This is the second part: If I am for myself alone, where am I? (Alone.) Self-interest motivates morality.

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