It may be an urban vs rural issue. Chicago has kid stuff at its regular Monthly Meeitngs. Our RG has a kids track. I've dragged my twins, to meetings and dinners and RGs since they were toddlers. They seemed to be genuinely welcomed by the adults, who include them in board games, conversations, and invite them to unofficial parties.
I don't know what people mean when they wish for AML to become more family friendly. Families are allowed at most events. Many groups and RGs and all AGs plan kid activities. Dues are cheaper for family members. Short of legislating that children must always be allowed and welcomed at activities hosted by kid-free-by-choice members, I'm not sure what more a parent could want. If there are only barroom gatherings on your local calendar, then host your own playgroup. And if no one comes, consider that other members with children aren't looking for the same things you are or that they’re simply too booked with soccer and school and scouts and piano lessons and birthday parties and laundry and PTO and day camp and swimming and and...
As for the extra financial burden placed on families as opposed to singles, yes, of course it costs more to bring the entire family to a Mensa event. It also costs more at the grocery store, movie theaters, and dentist offices. I spend a lot of extra money for the joy of reproducing, but I would never expect that my child-free friends should share my financial burden when we all decide to go to Six Flags together.
So yeah, I think Mensa is adequately “family-friendly.”
Sunday, September 30, 2007
Saturday, September 29, 2007
Secret Ballots and That WG Funding Vote
Here’s another couple questions posed to candidates this past spring:
Did you vote in favor of casting the secret vote re: funding the extra days for the AMC at the WG? Why? (Note: I am not asking what your vote on the funding itself was.) And for those that were not on the AMC at the time, would you have voted in favor of casting the secret vote as per above had you been on the AMC at the time? Why?
No, I did not vote “yes” on the motion to make that a secret ballot.
The entire AMC votes to approve AG bids. When the AMC awarded the 2010 AG, they voted 14-6 to hold the discussion in closed session. Those voting against the closed session were Lederman, McBean, Kinder, Kuyper, O'Connor, and Crawford. Do you think the AG bid discussion should have been held in closed session? Why or why not?
Well, obviously I didn’t think it should have been discussed in closed session, although I didn’t feel very strongly in that particular case.
Secret ballots are useful if the voting is about a specific personal issue that may result in a slap to someone. For example, if we’re voting to remove Gertrude from office, I don’t want Gertrude to know if I vote to keep her or to can her—if I knew that she was going to know how I voted, I’d be less able to vote based purely on what I think is best for Mensa and more likely to allow my value of her friendship (or our enmity) to influence my choice. In the case of the AG bids, it’s hard to talk candidly and possibly critically about projects that members have put so much of themselves into when those members are in the room and their hearts are on their sleeves where we can see them. It’s kind of like always having the firing squad include one blank bullet. If someone is likely to get hurt by the outcome, then a measure of privacy in the implementation seems reasonable.
But on other things, I don’t have a problem being open. The argument that a secret ballot lets us vote based on how we really feel rather based on political considerations doesn’t make sense to me. In a representative body, we should be voting based on political considerations. If the folks I’m representing want me to vote X, then that’s how I should vote. If I consistently vote in opposition to what the majority of members prefer, I won’t get re-elected/appointed; which is as it should be. As it happened, for that particular issue I polled my constituency—the Editors and Webmasters, as well as members of my Local Group, to find out their thoughts on the extra nights at the WG. Even though the majority thought that the AMC should be in attendance all five days and that our expenses should be covered accordingly, once at the table I attempted a compromise: if you read the minutes of that meeting, I moved to amend the original motion to say that the AMC would get only the gala banquet paid for in addition to the normal 3 nights and meals.
Did you vote in favor of casting the secret vote re: funding the extra days for the AMC at the WG? Why? (Note: I am not asking what your vote on the funding itself was.) And for those that were not on the AMC at the time, would you have voted in favor of casting the secret vote as per above had you been on the AMC at the time? Why?
No, I did not vote “yes” on the motion to make that a secret ballot.
The entire AMC votes to approve AG bids. When the AMC awarded the 2010 AG, they voted 14-6 to hold the discussion in closed session. Those voting against the closed session were Lederman, McBean, Kinder, Kuyper, O'Connor, and Crawford. Do you think the AG bid discussion should have been held in closed session? Why or why not?
Well, obviously I didn’t think it should have been discussed in closed session, although I didn’t feel very strongly in that particular case.
Secret ballots are useful if the voting is about a specific personal issue that may result in a slap to someone. For example, if we’re voting to remove Gertrude from office, I don’t want Gertrude to know if I vote to keep her or to can her—if I knew that she was going to know how I voted, I’d be less able to vote based purely on what I think is best for Mensa and more likely to allow my value of her friendship (or our enmity) to influence my choice. In the case of the AG bids, it’s hard to talk candidly and possibly critically about projects that members have put so much of themselves into when those members are in the room and their hearts are on their sleeves where we can see them. It’s kind of like always having the firing squad include one blank bullet. If someone is likely to get hurt by the outcome, then a measure of privacy in the implementation seems reasonable.
But on other things, I don’t have a problem being open. The argument that a secret ballot lets us vote based on how we really feel rather based on political considerations doesn’t make sense to me. In a representative body, we should be voting based on political considerations. If the folks I’m representing want me to vote X, then that’s how I should vote. If I consistently vote in opposition to what the majority of members prefer, I won’t get re-elected/appointed; which is as it should be. As it happened, for that particular issue I polled my constituency—the Editors and Webmasters, as well as members of my Local Group, to find out their thoughts on the extra nights at the WG. Even though the majority thought that the AMC should be in attendance all five days and that our expenses should be covered accordingly, once at the table I attempted a compromise: if you read the minutes of that meeting, I moved to amend the original motion to say that the AMC would get only the gala banquet paid for in addition to the normal 3 nights and meals.
Friday, September 28, 2007
Dues and Retention
Some members assert that high —and always increasing—dues are negatively impacting Mensa’s membership rates. I’ve read in the ReVelle survey (the 1986 survey of former members) that high dues were the top factor (40% of respondents) in quitting. In 1986, dues were $33. Adjusted for inflation, they’d be $61.92 in 2007. According to the 2006 Local Group Funding Report, dues, which were $30 in 1982, would be $67.20 in 2006.
So using my very weak math skills, I can set a mid point of those two inflation-adjusted figures of $64.56 as what one might expect Mensa dues to be if we just kept up with inflation. In reality, our dues are $52—nearly 20% less.
So not only is AML holding the line on dues increases, there has definitely been an increase in the number of services and perqs in that time. Even just comparing the Bulletin of today with the Bulletin of 1989 (when I joined) I see huge differences. I compared the June issue from 1989 with the June issue from 2007:
1989
Total pages 33
Cover—two-color (with screens)
Number of interior pages with color—0
Non-business articles/puzzles/columns—9 pages
Letters—2.5 pages
2007
Total pages 55
Cover—four-color
Number of interior pages with color—15
Non-business articles/puzzles/columns—19 pages
Letters—3.5 pages
I’d love to know, empirically, how dues levels affect modern retention figures. Is a buck a week simply too much for some folks to pay? Do those same people who can’t afford membership also forgo buying 17 Starbucks’ lattes, ten packs of cigarettes, four DVDs or two cases of decent beer in a year? Or would it be a reasonable amount if those unhappy members were getting more bang for their bucks? I think it’s not the actual cost of membership that is at issue; it’s the perception of the value of membership after purchased.
Local and national officers and staff have really put in a great deal of effort in the last couple decades to increase the value of when members get for their dues. Bigger magazines, better LG newsletters, vibrant online communities, elaborate Web sites, dozens of cost-saving member benefit opportunities…
I wish we would do another ReVelle-type survey to see if we’re succeeding.
So using my very weak math skills, I can set a mid point of those two inflation-adjusted figures of $64.56 as what one might expect Mensa dues to be if we just kept up with inflation. In reality, our dues are $52—nearly 20% less.
So not only is AML holding the line on dues increases, there has definitely been an increase in the number of services and perqs in that time. Even just comparing the Bulletin of today with the Bulletin of 1989 (when I joined) I see huge differences. I compared the June issue from 1989 with the June issue from 2007:
1989
Total pages 33
Cover—two-color (with screens)
Number of interior pages with color—0
Non-business articles/puzzles/columns—9 pages
Letters—2.5 pages
2007
Total pages 55
Cover—four-color
Number of interior pages with color—15
Non-business articles/puzzles/columns—19 pages
Letters—3.5 pages
I’d love to know, empirically, how dues levels affect modern retention figures. Is a buck a week simply too much for some folks to pay? Do those same people who can’t afford membership also forgo buying 17 Starbucks’ lattes, ten packs of cigarettes, four DVDs or two cases of decent beer in a year? Or would it be a reasonable amount if those unhappy members were getting more bang for their bucks? I think it’s not the actual cost of membership that is at issue; it’s the perception of the value of membership after purchased.
Local and national officers and staff have really put in a great deal of effort in the last couple decades to increase the value of when members get for their dues. Bigger magazines, better LG newsletters, vibrant online communities, elaborate Web sites, dozens of cost-saving member benefit opportunities…
I wish we would do another ReVelle-type survey to see if we’re succeeding.
Thursday, September 27, 2007
Some Members are Worth More?
Someone opined on a forum discussion that active members are worth more— more attention and resources and acceptance.
I was incensed.
Many Mensans go through phases throughout their membership lifetimes. When I first joined, I was young, single, and attended many things— for the fun of it. I did not lift a finger to help. Not once. I didn't even offer to clear a table of debris at the RG. I was lazy and a taker. But still I felt welcomed.
Then I got married and had babies and spent several years under a rock. I went to nothing. I tossed my Bulletins unread. I glanced at our local newsletter occasionally, but it only contained information about events I would miss and people I didn't know. However, that once-a-month paper reminder on the coffee table reassured me that there was more to me than laundry and diapers. It kept me connected, though Mensa officers didn't know I existed.
A few years later, the kids started school and I emerged from my rock. This time, I was looking for challenging projects to do that would stay done (unlike laundry) and I wanted to give something back to the group that welcomed me and kept me hooked despite my laziness and lack of participation. And I have volunteered and given thousands of hours to Mensa since then.
If anyone had told me I was not worth his time or attention in my two earlier phases, Mensa would be one volunteer poorer today. So to all you silent, seemingly inactive members I say: You are wanted. You are valued. You are needed. Mensa is here for you when you need us.
I was incensed.
Many Mensans go through phases throughout their membership lifetimes. When I first joined, I was young, single, and attended many things— for the fun of it. I did not lift a finger to help. Not once. I didn't even offer to clear a table of debris at the RG. I was lazy and a taker. But still I felt welcomed.
Then I got married and had babies and spent several years under a rock. I went to nothing. I tossed my Bulletins unread. I glanced at our local newsletter occasionally, but it only contained information about events I would miss and people I didn't know. However, that once-a-month paper reminder on the coffee table reassured me that there was more to me than laundry and diapers. It kept me connected, though Mensa officers didn't know I existed.
A few years later, the kids started school and I emerged from my rock. This time, I was looking for challenging projects to do that would stay done (unlike laundry) and I wanted to give something back to the group that welcomed me and kept me hooked despite my laziness and lack of participation. And I have volunteered and given thousands of hours to Mensa since then.
If anyone had told me I was not worth his time or attention in my two earlier phases, Mensa would be one volunteer poorer today. So to all you silent, seemingly inactive members I say: You are wanted. You are valued. You are needed. Mensa is here for you when you need us.
Tuesday, September 25, 2007
Executive Session Motions
Three motions were passed in Executive Session at the September 2007 AMC meeting:
1. The American Mensa Committee expresses confidence that the 2005-2007 Executive Committee, Central Alabama Mensa’s Executive Committee, the original 2007 AG Committee, the replacement members of the 2007 AG Committee, every other Mensan involved with the planning and execution of the 2007 AG, and AML’s Executive Director and National Office staff always acted in what they felt was the best interest of Mensa at the time. The AMC thanks everyone for their contributions for the 2007 Annual Gathering.
2. The American Mensa Committee expresses confidence in the ability of the Chairman, Russ Bakke, and in the ability of the First Vice Chairman, Elissa Rudolph, to properly and ethically attend to the business of the society in accord with the provisions of Federal, State, and local laws, the Constitution of Mensa, the Bylaws of American Mensa, and Actions Still in effect; to act or substitute as Chief Executive Officer for the Society; and to act as National Representatives on the International Board of Directors.
3. The AMC notes that having the ExComm appoint interim RVCs and action committee chairs is not in strict interpretation of our Bylaws. Where they have occurred, these appointments were always ratified by the full AMC, without contention, at the next regular AMC meeting. As far as we can determine, no appointed AMC member has cast a deciding vote on a closely contested issue, prior to being properly seated b the full AMC. Further, these errors were all “made in good faith.”
According to legal counsel, these non-compliant actions by the ExComm are an “immaterial breach” of our Bylaws, and therefore of no material consequence. Now that the matter has been brought to our attention, we will work within the bylaws in all future cases.
Passed.
1. The American Mensa Committee expresses confidence that the 2005-2007 Executive Committee, Central Alabama Mensa’s Executive Committee, the original 2007 AG Committee, the replacement members of the 2007 AG Committee, every other Mensan involved with the planning and execution of the 2007 AG, and AML’s Executive Director and National Office staff always acted in what they felt was the best interest of Mensa at the time. The AMC thanks everyone for their contributions for the 2007 Annual Gathering.
2. The American Mensa Committee expresses confidence in the ability of the Chairman, Russ Bakke, and in the ability of the First Vice Chairman, Elissa Rudolph, to properly and ethically attend to the business of the society in accord with the provisions of Federal, State, and local laws, the Constitution of Mensa, the Bylaws of American Mensa, and Actions Still in effect; to act or substitute as Chief Executive Officer for the Society; and to act as National Representatives on the International Board of Directors.
3. The AMC notes that having the ExComm appoint interim RVCs and action committee chairs is not in strict interpretation of our Bylaws. Where they have occurred, these appointments were always ratified by the full AMC, without contention, at the next regular AMC meeting. As far as we can determine, no appointed AMC member has cast a deciding vote on a closely contested issue, prior to being properly seated b the full AMC. Further, these errors were all “made in good faith.”
According to legal counsel, these non-compliant actions by the ExComm are an “immaterial breach” of our Bylaws, and therefore of no material consequence. Now that the matter has been brought to our attention, we will work within the bylaws in all future cases.
Passed.
College Students and Marketing
Two questions I’ve read recently are: “Why don’t we do more recruiting at top colleges?” and “What are our leaders doing to see that Mensa has a presence at those universities?”
What Mensa's leaders are doing is appointing a Development Officer and supporting his Marketing Committee and their research and projects. About two years ago, that committee (I'm on it) did a large survey of members under 40 to find out why they join and stay— to see if we can nail down what that age group wants out of Mensa. We got lots of interesting data and some surprises (I had predicted that most people joined in order to find other smart people to ...um...play with, but I was wrong).
We learned that most youthful people join to prove their intelligence and to find intellectual stimulation. They want "Mensa" to plan convenient brainy activities for little money.
What I get out of that research is this: college students are already getting more than enough intellectual stimulation, so they don't need what Mensa has to offer. But after college, those 20-somethings are looking to recapture those deep-conversation-over-coffee-at-2am days, and that's when they start looking at organizations like Mensa. So we advertise in publications aimed at that demographic with slogans like "Stimulation for the uncommon mind" and "You already belong— isn't it time you joined?"
What Mensa's leaders are doing is appointing a Development Officer and supporting his Marketing Committee and their research and projects. About two years ago, that committee (I'm on it) did a large survey of members under 40 to find out why they join and stay— to see if we can nail down what that age group wants out of Mensa. We got lots of interesting data and some surprises (I had predicted that most people joined in order to find other smart people to ...um...play with, but I was wrong).
We learned that most youthful people join to prove their intelligence and to find intellectual stimulation. They want "Mensa" to plan convenient brainy activities for little money.
What I get out of that research is this: college students are already getting more than enough intellectual stimulation, so they don't need what Mensa has to offer. But after college, those 20-somethings are looking to recapture those deep-conversation-over-coffee-at-2am days, and that's when they start looking at organizations like Mensa. So we advertise in publications aimed at that demographic with slogans like "Stimulation for the uncommon mind" and "You already belong— isn't it time you joined?"
Monday, September 24, 2007
Returning Mensa to the Members
During election season, several members posed questions to the candidates. Since I wasn’t running for anything and in fact, I was trying to facilitate the questioning and answering via the AML Forums, I refrained from offering my own thoughts on the issues. But now that is’ all over, those questions make for good jumping-off points for this blog.
Jared Levine asked:
What will you do to return "ownership" of AML to the members? i.e., taking away some of the tasks from the National Office staff and encouraging the members to undertake it (be it for the first time, or once again after the NO having done it for some years).
The members already “own” AML and they elect a handful of members to act as officers (or elect those who will appoint others, like me) to develop the policies and oversee that those policies and priorities are carried out. Those officers have, for decades, chosen to pay non-members to do some of the work that must get done in a consistent, timely manner. Despite how it seems, the National Office—the staff—do not dictate to members; they merely pass on information and requirements set by the AMC. Now, if you’re concerned that the AMC has taken over too much or that those 21 members have somehow forfeited their memberships, well then, that’s a different subject.
Anyway, what tasks do I think should be taken from the staff and assigned to member volunteers? Thinking about what each of these staffers does, here are ways I think we should increase the use of member volunteers:
• Dick—I’d love to see more member-generated professional-quality photography in the Bulletin.
• Paige—I’d like more Mensans to volunteer to call and sweet-talk lapsed members in April and May so the staff doesn’t have to stay late and do it. I think local volunteers should be more active in preparing and sending welcome packets to new members.
• Heather—Members should prepare and print clear financial reports instead of making her piece the information together from several sources. Members could also reliably report officer changes so Heather can spend more time on other membership-processing chores and less time reviewing newsletters for that information.
• Hilary—I’d like members to do more PR; they could send press releases to their local media outlets to promote testing and community activities. They could design, print, and distribute tear sheet ads and bookmarks.
• Catherine—I’d like Mensans to become involved in each state’s Gifted Children organization, including hosting a booth at the conventions. Members could also learn how to create connections with local generous corporate donors and advertisers.
• David—Members with expertise in corporate and IRS areas could assist their Local Groups with 990s, financial reporting, and other accounting needs.
• Howard—AG and colloquium committees could do their own high-quality and effectively maintained Web sites.
• Bryan—Members could keep track of their own passwords so Bryan can use more of his time to make the data-management processes more flexible for Local Groups.
What I’d really like to see is more members doing the tasks that paid staff in a Texas office can’t do as well—or in many cases, at all:
• Call new members and personally encourae them to come to an event
• Write articles for newsletters
• Create lively, inviting, interesting LG newsletters and Web sites
• Update local Web sites regularly
• Produce brilliant, witty lectures for podcasting
• Develop welcoming and Group-specific informational materials for new members
• Initiate and support unusual, intellectually stimulating events
• Arrange testing opportunities all over their Group’s area, including the outlying regions
• Team up to help with local schools’ gifted students’ programs, like science fairs and math competitions
• Enliven and promote their group’s online communities
• Organize Mensa-style enrichment activities for gifted children
• Raise funds to pay for exciting programming
• Personally recruit new members—widely
• Chat amiably with shy members
• Be vigilant about boorish members who might otherwise chase away newcomers
Jared Levine asked:
What will you do to return "ownership" of AML to the members? i.e., taking away some of the tasks from the National Office staff and encouraging the members to undertake it (be it for the first time, or once again after the NO having done it for some years).
The members already “own” AML and they elect a handful of members to act as officers (or elect those who will appoint others, like me) to develop the policies and oversee that those policies and priorities are carried out. Those officers have, for decades, chosen to pay non-members to do some of the work that must get done in a consistent, timely manner. Despite how it seems, the National Office—the staff—do not dictate to members; they merely pass on information and requirements set by the AMC. Now, if you’re concerned that the AMC has taken over too much or that those 21 members have somehow forfeited their memberships, well then, that’s a different subject.
Anyway, what tasks do I think should be taken from the staff and assigned to member volunteers? Thinking about what each of these staffers does, here are ways I think we should increase the use of member volunteers:
• Dick—I’d love to see more member-generated professional-quality photography in the Bulletin.
• Paige—I’d like more Mensans to volunteer to call and sweet-talk lapsed members in April and May so the staff doesn’t have to stay late and do it. I think local volunteers should be more active in preparing and sending welcome packets to new members.
• Heather—Members should prepare and print clear financial reports instead of making her piece the information together from several sources. Members could also reliably report officer changes so Heather can spend more time on other membership-processing chores and less time reviewing newsletters for that information.
• Hilary—I’d like members to do more PR; they could send press releases to their local media outlets to promote testing and community activities. They could design, print, and distribute tear sheet ads and bookmarks.
• Catherine—I’d like Mensans to become involved in each state’s Gifted Children organization, including hosting a booth at the conventions. Members could also learn how to create connections with local generous corporate donors and advertisers.
• David—Members with expertise in corporate and IRS areas could assist their Local Groups with 990s, financial reporting, and other accounting needs.
• Howard—AG and colloquium committees could do their own high-quality and effectively maintained Web sites.
• Bryan—Members could keep track of their own passwords so Bryan can use more of his time to make the data-management processes more flexible for Local Groups.
What I’d really like to see is more members doing the tasks that paid staff in a Texas office can’t do as well—or in many cases, at all:
• Call new members and personally encourae them to come to an event
• Write articles for newsletters
• Create lively, inviting, interesting LG newsletters and Web sites
• Update local Web sites regularly
• Produce brilliant, witty lectures for podcasting
• Develop welcoming and Group-specific informational materials for new members
• Initiate and support unusual, intellectually stimulating events
• Arrange testing opportunities all over their Group’s area, including the outlying regions
• Team up to help with local schools’ gifted students’ programs, like science fairs and math competitions
• Enliven and promote their group’s online communities
• Organize Mensa-style enrichment activities for gifted children
• Raise funds to pay for exciting programming
• Personally recruit new members—widely
• Chat amiably with shy members
• Be vigilant about boorish members who might otherwise chase away newcomers
Sunday, September 23, 2007
Attending Events
I'm from a giant, basically urban group with many well-attended activities. Here's what I've noticed: The same people attend the same events all the time. I go to the things where I know my pals will be. And since I have so many choices, I'm not often inclined to gamble on an event I've never attended before--why take a chance that I'll get stuck listening to a boor when I could go to a "sure thing?" Why go to something where I'm not sure people will like me?
Tripling the number of new members—all strangers—won't increase the number of friends I know will be at an event. But increasing the number of people at one of the huge events, like an RG, which I would go to anyway, will potentially increase the number of "cool" people I know. This, in turn, would make me more likely to go to an event I've never been to, but which I know has at least one of my friends in attendance. (Actually, that is the reality I find myself in nowadays—I know and like someone at just about every activity on our calendar. Part of that is because when I was LocSec, I made an effort to go to many events all over the area and part of it is simply that being LocSec and editor exposed me to a higher percentage of our members than I might have otherwise encountered.)
It takes guts to show up at an event when you don't know anyone. It takes real inner strength to show up a second time if you encountered an unpleasant person the first time. I'm not shy, not at all. But if I think this way, imagine how the majority of members who are introverts feel.
Tripling the number of new members—all strangers—won't increase the number of friends I know will be at an event. But increasing the number of people at one of the huge events, like an RG, which I would go to anyway, will potentially increase the number of "cool" people I know. This, in turn, would make me more likely to go to an event I've never been to, but which I know has at least one of my friends in attendance. (Actually, that is the reality I find myself in nowadays—I know and like someone at just about every activity on our calendar. Part of that is because when I was LocSec, I made an effort to go to many events all over the area and part of it is simply that being LocSec and editor exposed me to a higher percentage of our members than I might have otherwise encountered.)
It takes guts to show up at an event when you don't know anyone. It takes real inner strength to show up a second time if you encountered an unpleasant person the first time. I'm not shy, not at all. But if I think this way, imagine how the majority of members who are introverts feel.
Saturday, September 22, 2007
The Mensa Foundation: More than Just Scholarships
How does the Mensa Foundation support research on intelligence if it doesn’t give out money to researchers?
In the academic world, one must research, which is usually funded by grants from various places. Then one must publish the findings in respected journals. Without getting published, a researcher would be unable to get additional grant money. However, someone has to pay for the physical publication and distribution. That's one of the things The Mensa Foundation does: it provides a respected journal for researchers.
The Mensa Research Journal is considered very prestigious in educational fields, but there are costs involved in obtaining release of license for the re-publication of some of the leading articles in giftedness and intelligence from all over the world. Of the articles published that are original, there is a great deal of time devoted by highly qualified volunteers to review each article for accuracy, scientific methodology, statistical accuracy, and relevancy with the goals and objectives of both the Foundation and AML.
By doing such a bang-up job putting together the MRJ, the Mensa Foundation supports and encourages research into intelligence and similar topics. Without such publications, researchers would be unable to publish their work, their funding would dry up, and progress in the field would dwindle.
In the academic world, one must research, which is usually funded by grants from various places. Then one must publish the findings in respected journals. Without getting published, a researcher would be unable to get additional grant money. However, someone has to pay for the physical publication and distribution. That's one of the things The Mensa Foundation does: it provides a respected journal for researchers.
The Mensa Research Journal is considered very prestigious in educational fields, but there are costs involved in obtaining release of license for the re-publication of some of the leading articles in giftedness and intelligence from all over the world. Of the articles published that are original, there is a great deal of time devoted by highly qualified volunteers to review each article for accuracy, scientific methodology, statistical accuracy, and relevancy with the goals and objectives of both the Foundation and AML.
By doing such a bang-up job putting together the MRJ, the Mensa Foundation supports and encourages research into intelligence and similar topics. Without such publications, researchers would be unable to publish their work, their funding would dry up, and progress in the field would dwindle.
Friday, September 21, 2007
Room Sharing for the AMC
When I first came onto the AMC, I thought room sharing was a no-brainer place to cut costs. Then I attended one of those all-day meetings. After listening to my colleagues for hours and hours, including over breakfast, lunch, and dinner, I was so relieved to find some solitude in which to recharge. Not because of any fighting or conflict, but because I need some alone time. It helps me mull over my thoughts so I can form opinions based on all the input, not just the most recent. It gives me a chance to take the official smile off my face. It lets me be just Robin instead of the CO. I can work better for you if you let me sleep alone.
Thursday, September 20, 2007
Thanks, David!
I live in a suburb of Chicago. My parents live in northwestern South Carolina, 750 miles away. I got a call from my mom late afternoon on the Saturday of Labor Day weekend; she said that my dad was in the hospital awaiting bypass surgery on Wed. And he was grumpy and bored and stuck there with nothing to do (he had a TV in the room, but no TiVo—poor guy). I thought I'd send a portable DVD player to help him pass the time, but even with the super expensive 1 day postage, it still wouldn’t have arrived there until Tuesday because of the holiday.
So I called the LocSec (Bob Cox) in that town, and he gave me the name and number of someone who lived near the hospital. I called, and that fellow (David Bennett) was thrilled to be able to help. David went to Best Buy in the morning, fronted the money to purchase a decent little machine, and then hand delivered the player to my dad in the hospital Sunday afternoon!
Now this is what Mensa is all about!
Thank you, David! Your generosity and kindness to a stranger makes me proud to be a member of your club.
So I called the LocSec (Bob Cox) in that town, and he gave me the name and number of someone who lived near the hospital. I called, and that fellow (David Bennett) was thrilled to be able to help. David went to Best Buy in the morning, fronted the money to purchase a decent little machine, and then hand delivered the player to my dad in the hospital Sunday afternoon!
Now this is what Mensa is all about!
Thank you, David! Your generosity and kindness to a stranger makes me proud to be a member of your club.
Wednesday, September 19, 2007
Using Paid Staff instead of Volunteers
There seems to be so much anger and resentment over the concept of paid staff in Mensa. If there are so many qualified volunteers with the time to do big tasks like running the national Website or editing the Bulletin, why do so many Local Groups, even giant ones like San Francisco and Chicago, have difficulty recruiting and keeping them? And of those qualified volunteers, how many of them would really be willing to take all the conflicting orders from members?
How many volunteers are available, during business hours, to answer 26,283 calls in a year? How many are available to score 4,369 tests? To process 5,107 offers of membership and 4,930 new memberships? How many are willing to sort and stuff materials for ~500 LG officers every month? How many will patiently provide forgotten passwords to ~50 members every month?
Which volunteers are best suited for processing credit-card payments and all of the daily cash receipts from dues, new members, testing and prior evidence? Who do you suggest to call members to follow up on declined or invalid cards and sends letters to members regarding NSF checks?
Who will volunteer to daily (during non-renewal-season) process more than 100 member data changes from the Web, more than 100 direct requests for testing information, 50 Mensa Home Test requests, 50 PDQ updates, 50 renewals, 30 address corrections from the U.S. Postal Service, 20 event transactions and 20 customer service emails? Which volunteer will process a 150 pieces of undeliverable mail each week, checking the database and contacting members for their new information?
Maybe it’s a generational thing, but I’d much rather hire people to do those chores so I can spend my volunteer time on more interesting, rewarding endeavors.
How many volunteers are available, during business hours, to answer 26,283 calls in a year? How many are available to score 4,369 tests? To process 5,107 offers of membership and 4,930 new memberships? How many are willing to sort and stuff materials for ~500 LG officers every month? How many will patiently provide forgotten passwords to ~50 members every month?
Which volunteers are best suited for processing credit-card payments and all of the daily cash receipts from dues, new members, testing and prior evidence? Who do you suggest to call members to follow up on declined or invalid cards and sends letters to members regarding NSF checks?
Who will volunteer to daily (during non-renewal-season) process more than 100 member data changes from the Web, more than 100 direct requests for testing information, 50 Mensa Home Test requests, 50 PDQ updates, 50 renewals, 30 address corrections from the U.S. Postal Service, 20 event transactions and 20 customer service emails? Which volunteer will process a 150 pieces of undeliverable mail each week, checking the database and contacting members for their new information?
Maybe it’s a generational thing, but I’d much rather hire people to do those chores so I can spend my volunteer time on more interesting, rewarding endeavors.
Tuesday, September 18, 2007
Rumor Control: Google Clicks
A very vocal curmudgeon complained that the AML budget included $25k for Google “clicks.” He said “What a waste of money! Does anyone truly believe that Google would disconnect links to AML it if wasn't paid $25k/year?”
AML didn't spend any money on Google Ads, although it was discussed and may come up again. We have used Yahoo ads and last year we spent about $100-$150 month on those ads. (At the end of December, we'd spent a total of $800.) These ads are for when someone searches on certain keywords... Mensa, IQ tests, etc... a highlighted link to Mensa will come up on the side of the page.
For that $800, more than a half of a million people saw a Mensa ad and more than 8000 people clicked through to the American Mensa Web site.
AML didn't spend any money on Google Ads, although it was discussed and may come up again. We have used Yahoo ads and last year we spent about $100-$150 month on those ads. (At the end of December, we'd spent a total of $800.) These ads are for when someone searches on certain keywords... Mensa, IQ tests, etc... a highlighted link to Mensa will come up on the side of the page.
For that $800, more than a half of a million people saw a Mensa ad and more than 8000 people clicked through to the American Mensa Web site.
Monday, September 17, 2007
Dining at the Corporate Trough
I finally got around to filling out my expense form for the recent AMC meeting. Since nearly all the meals were catered on site (coffee and muffins for breakfasts, a couple simple lunches at the hotel, On The Border take out for a dinner, and one hearty meal at a restaurant), I didn’t have much to report. I probably could get reimbursed for my lunches at the airport, since my travel days were part of the trip, but I don’t usually remember to keep track of that sort of thing. My hotel and airfare were booked and paid for directly by AML, so all I really had to turn in were receipts for some breakfasts and part of my transportation to and from the airport (I live an hour away from O’Hare—and even the remote parking is $13 a day).
This got me to thinking about how frequently disgruntled members complain about the AMC getting free pleasure jaunts with fancy expensive meals and nights in luxury hotels. The travel doesn’t suck, but neither is it anything more luxurious than I’d do if I were paying for it myself—economy plane seats, regular hotel room, some cheap, quick meals and some nice, relaxing meals.
My husband, who has never been on the AMC but does do a fair bit of traveling for his job, had this to say on the subject:
There is a broad spectrum of people in American Mensa. While they have a common characteristic in intelligence, they differ markedly in accomplishments and demonstrated abilities. Those with skills in business and leadership generally (generally, I say) exercise them outside of Mensa. We benefit if they exercise those skills inside Mensa as well. Since we don't pay them, and they seem to get less appreciation than stones thrown at them by armchair critics, it is necessary to make their volunteer experience at least tolerable. Otherwise, you can recruit only the sort who think fleabags and "baloney sammiches" are appropriate and don't know the difference between a luxury hotel and a business hotel.
As an independent level setting, consider the per diem rates set by the GSA for travel by federal employees and federal contractors' employees. Certainly nobody is getting rich in that sort of work. The GSA allows a traveler to Davenport, Iowa $39 a day for meals and incidental expenses. That's the lowest rate they give for anywhere in the contiguous states. To Orlando, Florida, it's $49, and in Chicago, $64. The GSA allows the traveler exactly the specified amount regardless of actual expenses. Mensa reimburses actual costs only, up to the limit of $40. That nearly always comes out less than the GSA rate, and never more than $1 greater. No one I know accuses the GSA of being too generous! And they're dealing with employees and contractors who have a limited choice of whether to travel or not. Imagine if they needed volunteers.
This got me to thinking about how frequently disgruntled members complain about the AMC getting free pleasure jaunts with fancy expensive meals and nights in luxury hotels. The travel doesn’t suck, but neither is it anything more luxurious than I’d do if I were paying for it myself—economy plane seats, regular hotel room, some cheap, quick meals and some nice, relaxing meals.
My husband, who has never been on the AMC but does do a fair bit of traveling for his job, had this to say on the subject:
There is a broad spectrum of people in American Mensa. While they have a common characteristic in intelligence, they differ markedly in accomplishments and demonstrated abilities. Those with skills in business and leadership generally (generally, I say) exercise them outside of Mensa. We benefit if they exercise those skills inside Mensa as well. Since we don't pay them, and they seem to get less appreciation than stones thrown at them by armchair critics, it is necessary to make their volunteer experience at least tolerable. Otherwise, you can recruit only the sort who think fleabags and "baloney sammiches" are appropriate and don't know the difference between a luxury hotel and a business hotel.
As an independent level setting, consider the per diem rates set by the GSA for travel by federal employees and federal contractors' employees. Certainly nobody is getting rich in that sort of work. The GSA allows a traveler to Davenport, Iowa $39 a day for meals and incidental expenses. That's the lowest rate they give for anywhere in the contiguous states. To Orlando, Florida, it's $49, and in Chicago, $64. The GSA allows the traveler exactly the specified amount regardless of actual expenses. Mensa reimburses actual costs only, up to the limit of $40. That nearly always comes out less than the GSA rate, and never more than $1 greater. No one I know accuses the GSA of being too generous! And they're dealing with employees and contractors who have a limited choice of whether to travel or not. Imagine if they needed volunteers.
Sunday, September 16, 2007
What I get for my Dues
All amounts are approximations and subjective guesses:
Ten Bulletins $10
Twelve ChiMes (our LG newsletter) $12
Savings on pet insurance $5
Savings on Mental_Floss $4
Savings at Think Geek $10
Forum, elist, Facebook, etc access $12
Savings on food and drink at ten Monthly Meetings $10-$20
Ego trip of being in Mensa $1
Easy access to others who accept me $priceless
Not bad. It adds up to more than $52.
Ten Bulletins $10
Twelve ChiMes (our LG newsletter) $12
Savings on pet insurance $5
Savings on Mental_Floss $4
Savings at Think Geek $10
Forum, elist, Facebook, etc access $12
Savings on food and drink at ten Monthly Meetings $10-$20
Ego trip of being in Mensa $1
Easy access to others who accept me $priceless
Not bad. It adds up to more than $52.
Saturday, September 15, 2007
Overlapping Communities
The Mothers of Twins & Triplets Club is organized on a local-state-national hierarchy. For most of its 60 years, Mensa has been structured that way too: local-regional-national-international. But the Internet has changed all that and it’s time to reevaluate how we perceive the structure.
So often I hear members talk about Local Groups are the “heartblood” of Mensa. Maybe in the past, but there are many more options when it comes to choosing where one’s “family of choice” resides. There are hundreds—thousands, even— of physical and virtual Mensa gathering places, and the proclivities and expectations are as diverse as the members who create them.
I see Mensa membership as a portal to a whole world of smart-folks and the communities they create. Qualifying for Mensa gives you the key; joining turns the door knob. After that, it’s up to each member and the folks he discovers to decide where he’ll go and how he’ll fit in.
And I think it’s not a matter of finding the community that fits best, but rather the combination of groups that meet one’s needs. For example off the top of my head, I “belong” to:
• West Suburban Games and Conversation
• Smaart Girls Go to Spas
• Chicago Mensa Active Volunteers
• WeeM Team
• Monthly Meetings
• Annual Gatherings
• AMC
• Editors and Webmasters elists
• Name & Logo, Communications, Marketing, etc committees
• American Mensa Facebook group
• Several Yahoo! elists
• Brainstorm, Mensa Matters, New Members Lounge, You and Your AMC, and several other AML Forums
Some of these groups overlap and have members in common; some are worlds apart and have no intersection other than me. Some of these communities were established before I joined, some I initiated. In some, I participate actively and visibly; in others, I lurk. And you’ll notice that I didn’t even list any SIGS—that’s another huge subset of Mensa groups that many members call “home.”
Local Groups are still vital, but AML, both leaders and members, should stop expecting Local Group volunteers to meet all the wishes of all the members. Local Groups should be initial welcome stations where new members can check out the offerings and return to after exploring in the wider world of Mensa. AML should help new members find and explore the zillions of sub-communities.
So often I hear members talk about Local Groups are the “heartblood” of Mensa. Maybe in the past, but there are many more options when it comes to choosing where one’s “family of choice” resides. There are hundreds—thousands, even— of physical and virtual Mensa gathering places, and the proclivities and expectations are as diverse as the members who create them.
I see Mensa membership as a portal to a whole world of smart-folks and the communities they create. Qualifying for Mensa gives you the key; joining turns the door knob. After that, it’s up to each member and the folks he discovers to decide where he’ll go and how he’ll fit in.
And I think it’s not a matter of finding the community that fits best, but rather the combination of groups that meet one’s needs. For example off the top of my head, I “belong” to:
• West Suburban Games and Conversation
• Smaart Girls Go to Spas
• Chicago Mensa Active Volunteers
• WeeM Team
• Monthly Meetings
• Annual Gatherings
• AMC
• Editors and Webmasters elists
• Name & Logo, Communications, Marketing, etc committees
• American Mensa Facebook group
• Several Yahoo! elists
• Brainstorm, Mensa Matters, New Members Lounge, You and Your AMC, and several other AML Forums
Some of these groups overlap and have members in common; some are worlds apart and have no intersection other than me. Some of these communities were established before I joined, some I initiated. In some, I participate actively and visibly; in others, I lurk. And you’ll notice that I didn’t even list any SIGS—that’s another huge subset of Mensa groups that many members call “home.”
Local Groups are still vital, but AML, both leaders and members, should stop expecting Local Group volunteers to meet all the wishes of all the members. Local Groups should be initial welcome stations where new members can check out the offerings and return to after exploring in the wider world of Mensa. AML should help new members find and explore the zillions of sub-communities.
Friday, September 14, 2007
Ack!
Too many directions and conversations at once! Today I’ve interacted with Forums, Yahoo, Facebook, Twins Club, CANDO, teachers, AMC list, ComComm list, newseditors list, CAM planning, Robotics club, Boy Scouts, family….
I could use a day of no Internet just to catch up on all the loose ends of my fragmented discussions. If it were two days, I might even go grocery shopping.
I could use a day of no Internet just to catch up on all the loose ends of my fragmented discussions. If it were two days, I might even go grocery shopping.
Thursday, September 13, 2007
Joining the Group
Every now and then a new member complains because there’s nothing interesting to do and no one cool to do it with. Other members point out activities, but they’re turned down with disdain. When someone suggests that the new member start up whatever it is that he finds interesting, the suggestion is ignored, and if the new member does try to initiate something and gets little or no response, he throws in the towel and gripes about how resistive to change the established group is.
That really bugs me.
“Mensa” is not resistance to change, but plenty of members are. So many new, younger members come in expecting a large crowd of fascinating and available people to rush to befriend and entertain them at times, places, and methods they prefer. Dinners out? Not spontaneous enough. Elists? Too 20th Century. Newsletters? Too static and dull. Meetings? Too far to drive.
Geesh. These members have to meet people half way if they want to make friends. And they have to make a few friends before anyone will jump at the chance to spontaneously join them for coffee.
A High IQ and $52 does not buy a pre-made clique—we all have to forth a little effort to accept what we find and to create what we wish for.
That really bugs me.
“Mensa” is not resistance to change, but plenty of members are. So many new, younger members come in expecting a large crowd of fascinating and available people to rush to befriend and entertain them at times, places, and methods they prefer. Dinners out? Not spontaneous enough. Elists? Too 20th Century. Newsletters? Too static and dull. Meetings? Too far to drive.
Geesh. These members have to meet people half way if they want to make friends. And they have to make a few friends before anyone will jump at the chance to spontaneously join them for coffee.
A High IQ and $52 does not buy a pre-made clique—we all have to forth a little effort to accept what we find and to create what we wish for.
Wednesday, September 12, 2007
Questions about Official-ness
ASIE 0000-111 04-Dec-1976 (Last amended 02-Dec-2000 by 2000-124) says:
… Hosts or hostesses for any other activities, such as SIGs, open houses, parties, SIGHT visits, or any other activities which are not official functions, may invite or exclude individuals, including Mensa members at his/her discretion. Even at official
functions a member may be evicted for specific unacceptable behavior…
So I wonder, are the constantly–proliferating virtual activities/functions/gatherings all official or are some “not official?” What does “official” mean in these cases?
I poked around in some dictionaries, and found that the adjective “official” means, among other things:
• of or pertaining to an office or position of duty, trust, or authority: official powers.
• authorized or issued authoritatively: an official report.
•appointed or authorized to act in a designated capacity: an official representative.
• intended for the notice of the public and performed or held on behalf of officials or of an organization; formal.
I guess that means that the AML Forums are “official” but that this blog is not unless I declare it to be so. (Or is it a fact of life that anything I ever say or write about Mensa is “official?” Is there ever a safe place for Robin The Member to speak freely?) It means that bouncing a member from an elist hosted on the AML-owned server or that has been blessed by a Local Group LocSec/ExComm is not something that can be done without first specifying the unacceptable behaviors.
But I see no rules about what can be declared “unacceptable” and who has the authority to make that judgment. Can it be written as simply as “whiney, mean, overly curmudgeonly, and generally insulting or off-putting?” Can an official ever say “you’re a jerk and I don’t want to play with you any more.”?
… Hosts or hostesses for any other activities, such as SIGs, open houses, parties, SIGHT visits, or any other activities which are not official functions, may invite or exclude individuals, including Mensa members at his/her discretion. Even at official
functions a member may be evicted for specific unacceptable behavior…
So I wonder, are the constantly–proliferating virtual activities/functions/gatherings all official or are some “not official?” What does “official” mean in these cases?
I poked around in some dictionaries, and found that the adjective “official” means, among other things:
• of or pertaining to an office or position of duty, trust, or authority: official powers.
• authorized or issued authoritatively: an official report.
•appointed or authorized to act in a designated capacity: an official representative.
• intended for the notice of the public and performed or held on behalf of officials or of an organization; formal.
I guess that means that the AML Forums are “official” but that this blog is not unless I declare it to be so. (Or is it a fact of life that anything I ever say or write about Mensa is “official?” Is there ever a safe place for Robin The Member to speak freely?) It means that bouncing a member from an elist hosted on the AML-owned server or that has been blessed by a Local Group LocSec/ExComm is not something that can be done without first specifying the unacceptable behaviors.
But I see no rules about what can be declared “unacceptable” and who has the authority to make that judgment. Can it be written as simply as “whiney, mean, overly curmudgeonly, and generally insulting or off-putting?” Can an official ever say “you’re a jerk and I don’t want to play with you any more.”?
Tuesday, September 11, 2007
Defining & Limiting the ExComm
(subject to approval of the minutes)
At the September AMC meeting, I made this motion and MILLER, SHEEHAN, SILVER, TRUELOVE, KINDER, NORRIS, and SANFORD seconded it:
ASIE 2006-077 deleted. ASIE 1983-074 amended to:
An Executive Committee (ExComm) shall be created at the beginning of each AMC term and run for the duration of that AMC term. The standing members of the ExComm shall be the Chairman, First Vice-Chairman, Second Vice-Chairman, Secretary, Treasurer and any other AMC member whose area of responsibility would be directly involved with business before the ExComm. All ExComm members shall have equal voting rights. As per ASIE 2001-045, the Executive Director is considered an ex-officio member of the ExComm but may not make motions or vote.
Between AMC meetings, the ExComm is authorized to conduct all routine and ordinary business necessary for the day to day administration of all items included in the approved budget and to approve unbudgeted expenditures of up to $5000 not included in the approved budget. Details of all ExComm actions shall be recorded and reported at the next AMC meeting.
On rare occasions, situations may arise which necessitate unbudgeted expenditures exceeding $5000 or non-routine decisions that may substantially impact AML or its Local Groups. When such an emergency exists and a decision is required within fourteen or fewer days, thus not permitting the full AMC to fulfill its customary formal role in the supervisory process, the ExComm may declare an emergency and address the situation. When doing so, the ExComm shall apprise and consult the rest of the AMC before implementing any such decision. Such consultation may include informal polling via teleconference or other technology and would not be considered a special AMC meeting subject to the usual quorum or ten days' notice required by the Bylaws.
The ExComm shall also conduct the annual evaluation of the Executive Director's (ED's) performance, including determining the annual review format. The ExComm shall gather feedback and information from the AMC by way of the formal evaluations, as well as being receptive to informal feedback year round. The ExComm shall be responsible for reviewing the performance evaluation with the ED and recommending future goals or action to be taken. The ED may also use this ExComm as needed in an advisory capacity regarding staff related issues and concerns. Because of the subject matter with which the ExComm will be dealing, all of its meetings and reports regarding this evaluation shall be considered confidential.
Original ASIE 1983-074 13-Aug-1983 (Last amended 17-Sep-2005 by 2005-079)
That an Executive Committee be created with authority to conduct the routine and ordinary business of American Mensa. The standing members of the Committee shall be the Chairman, the First Vice-Chairman, the Second Vice- Chairman, the Secretary, and the Treasurer. Each other officer directly involved with an area of business before the Committee shall be a member of the Committee ad hoc. Routine business shall be deemed to refer to day-to-day administration of items included in the approved budget. Major increases in expenditures shall require the approval of the AMC. Actions taken by the Executive Committee shall be reported at the next regular AMC meeting.
The Committee shall also conduct the annual evaluation of the Executive Director’s (ED’s) performance, including determining the annual review format. The Committee shall gather feedback and information from the AMC by way of the formal evaluations, as well as being receptive to informal feedback year round. The committee shall be responsible for reviewing the performance evaluation with the ED and recommending future goals or action to be taken. The ED may also use this committee as needed in an advisory capacity regarding staff related issues and concerns. Because of the subject matter with which the Committee will be dealing, all of its meetings and reports regarding this evaluation shall be considered confidential.
EXPLANATION: This allows the ExComm to act between meetings while limiting the non-routine situations the ExComm may act on and requiring the ExComm to get input from other AMC members. This also clarifies that this is not a specially called meeting, that advance notice and quorums are not necessary, and that electronic polling is acceptable.
FINANCIAL IMPACT: None if consultation is done by email; approximately $125 for each teleconference necessary.
It passed.
At the September AMC meeting, I made this motion and MILLER, SHEEHAN, SILVER, TRUELOVE, KINDER, NORRIS, and SANFORD seconded it:
ASIE 2006-077 deleted. ASIE 1983-074 amended to:
An Executive Committee (ExComm) shall be created at the beginning of each AMC term and run for the duration of that AMC term. The standing members of the ExComm shall be the Chairman, First Vice-Chairman, Second Vice-Chairman, Secretary, Treasurer and any other AMC member whose area of responsibility would be directly involved with business before the ExComm. All ExComm members shall have equal voting rights. As per ASIE 2001-045, the Executive Director is considered an ex-officio member of the ExComm but may not make motions or vote.
Between AMC meetings, the ExComm is authorized to conduct all routine and ordinary business necessary for the day to day administration of all items included in the approved budget and to approve unbudgeted expenditures of up to $5000 not included in the approved budget. Details of all ExComm actions shall be recorded and reported at the next AMC meeting.
On rare occasions, situations may arise which necessitate unbudgeted expenditures exceeding $5000 or non-routine decisions that may substantially impact AML or its Local Groups. When such an emergency exists and a decision is required within fourteen or fewer days, thus not permitting the full AMC to fulfill its customary formal role in the supervisory process, the ExComm may declare an emergency and address the situation. When doing so, the ExComm shall apprise and consult the rest of the AMC before implementing any such decision. Such consultation may include informal polling via teleconference or other technology and would not be considered a special AMC meeting subject to the usual quorum or ten days' notice required by the Bylaws.
The ExComm shall also conduct the annual evaluation of the Executive Director's (ED's) performance, including determining the annual review format. The ExComm shall gather feedback and information from the AMC by way of the formal evaluations, as well as being receptive to informal feedback year round. The ExComm shall be responsible for reviewing the performance evaluation with the ED and recommending future goals or action to be taken. The ED may also use this ExComm as needed in an advisory capacity regarding staff related issues and concerns. Because of the subject matter with which the ExComm will be dealing, all of its meetings and reports regarding this evaluation shall be considered confidential.
Original ASIE 1983-074 13-Aug-1983 (Last amended 17-Sep-2005 by 2005-079)
That an Executive Committee be created with authority to conduct the routine and ordinary business of American Mensa. The standing members of the Committee shall be the Chairman, the First Vice-Chairman, the Second Vice- Chairman, the Secretary, and the Treasurer. Each other officer directly involved with an area of business before the Committee shall be a member of the Committee ad hoc. Routine business shall be deemed to refer to day-to-day administration of items included in the approved budget. Major increases in expenditures shall require the approval of the AMC. Actions taken by the Executive Committee shall be reported at the next regular AMC meeting.
The Committee shall also conduct the annual evaluation of the Executive Director’s (ED’s) performance, including determining the annual review format. The Committee shall gather feedback and information from the AMC by way of the formal evaluations, as well as being receptive to informal feedback year round. The committee shall be responsible for reviewing the performance evaluation with the ED and recommending future goals or action to be taken. The ED may also use this committee as needed in an advisory capacity regarding staff related issues and concerns. Because of the subject matter with which the Committee will be dealing, all of its meetings and reports regarding this evaluation shall be considered confidential.
EXPLANATION: This allows the ExComm to act between meetings while limiting the non-routine situations the ExComm may act on and requiring the ExComm to get input from other AMC members. This also clarifies that this is not a specially called meeting, that advance notice and quorums are not necessary, and that electronic polling is acceptable.
FINANCIAL IMPACT: None if consultation is done by email; approximately $125 for each teleconference necessary.
It passed.
Chicago’s PNG Policy
Chicago Area Mensa is a big group and we host the second largest gathering of Mensans in the world. Every now and then, someone comes along who wrecks the weekend for others. For decades, we’ve all put up with it in the name of tolerance. But how does that tolerance for obnoxious behavior really serve Mensa? Poorly, I think.
We shouldn't have to put up with toxic people; not even in Mensa.
And so we’re working to codify our Persona Non Grata policy and procedures so we can fairly identify and ban buttheads from events before they’ve spent money to register and travel here. It’s important to make it clear that grabbing boobs, fighting, skipping out on bills, ignoring rules and requests from the hotel and hosts, and other disruptive, boorish behaviors will not be tolerated. We want to let those who do attend know that there is some level of minimum appropriate behavior they can anticipate from others.
There was some discussion at the AMC level about developing some sort of anti-harassment policy for groups to use if they wished. We came to the conclusion that there is already plenty of policy (ASIE 0000-111)—local leaders just need to stand up and say “No more!”
We shouldn't have to put up with toxic people; not even in Mensa.
And so we’re working to codify our Persona Non Grata policy and procedures so we can fairly identify and ban buttheads from events before they’ve spent money to register and travel here. It’s important to make it clear that grabbing boobs, fighting, skipping out on bills, ignoring rules and requests from the hotel and hosts, and other disruptive, boorish behaviors will not be tolerated. We want to let those who do attend know that there is some level of minimum appropriate behavior they can anticipate from others.
There was some discussion at the AMC level about developing some sort of anti-harassment policy for groups to use if they wished. We came to the conclusion that there is already plenty of policy (ASIE 0000-111)—local leaders just need to stand up and say “No more!”
Monday, September 10, 2007
I'm in the papers
Each year the PR dept at the National Office sends out press releases to the home town papers of the new AMC officers. For some reason, this year two of my local papers decided it was a slow news month and called me for interviews. It's always interesting to see how I'm portrayed and to read what they leave in, what they omit, and how they twist what I say.
Beacon News and Daily Herald
Beacon News and Daily Herald
My Mensa Resume
I’ve been a member for over 30 years. Although very active for my first few years of membership, I didn’t discover the satisfaction that comes with volunteering until about ten years in. Since then, I’ve done quite a lot:
Local (Chicago Area Mensa)
Editor 2001-2003; 2005-2006, 2010, 2023
Publications Officer 2002-2003; 2006-2007
Webmaster 2002-2003
LocSec 2003-2006
LDW Co-Chair 2005
Aspects of Humor Colloquium Committee 2007
HalloweeM Co-Chair 2008-2010
AGOG Chair 2007-2010
Book & Film Discussion Co-Chair 2008-2009
Proctor 2008-2014
NomCom Chair 2009-2010
Publications Officer 2002-2003; 2006-2007
Webmaster 2002-2003
LocSec 2003-2006
LDW Co-Chair 2005
Aspects of Humor Colloquium Committee 2007
HalloweeM Co-Chair 2008-2010
AGOG Chair 2007-2010
Book & Film Discussion Co-Chair 2008-2009
Proctor 2008-2014
NomCom Chair 2009-2010
Regional
LDW Co-Chair 2005
National
Nominating Committee 2004
AMC Communications Officer 2004-2011; 2021-2023
Communications Committee 2004-2011 (Chair); 2021-2023
Name & Logo Committee 2004-2011 (Chair 2010-2011), 2021-2023
Marketing Committee 2004-2011, 2021-2023
Finance & Audit Committee 2004-2011
Licensing Committee 2004-2006, 2008-2011
50th Anniversary Committee 2005-2006
Local Group Chartering Committees / Task Forces (3) 2005-2009 (Chair 2009)
Local Group Funding Committee 2006-2007 (Chair)
Local Group Study Task Force 2007-2008
Psychology of Humor Colloquium Committee 2007
Gifted Youth Committee 2007-2011 (AMC Liaison 2007-2011)
Gaming Colloquium Committee 2008-2011
Local Group Services & Funding Task Force 2008-2011 (Chair)
Research Review Committee 2008-2009
SIGs Advisory Committee 2008, 2010, 2021-2023
Interviewed by Leslie Stahl for CBS Sunday Morning 2009
Governance Task Force 2010 (Report Creator)
Governance Blueprint Task Force 2011-2012 (Chair)
Handbook Coordinator / Officer Guide Coordinator 2001- 2013
Communications Committee 2004-2011 (Chair); 2021-2023
Name & Logo Committee 2004-2011 (Chair 2010-2011), 2021-2023
Marketing Committee 2004-2011, 2021-2023
Finance & Audit Committee 2004-2011
Licensing Committee 2004-2006, 2008-2011
50th Anniversary Committee 2005-2006
Local Group Chartering Committees / Task Forces (3) 2005-2009 (Chair 2009)
Local Group Funding Committee 2006-2007 (Chair)
Local Group Study Task Force 2007-2008
Psychology of Humor Colloquium Committee 2007
Gifted Youth Committee 2007-2011 (AMC Liaison 2007-2011)
Gaming Colloquium Committee 2008-2011
Local Group Services & Funding Task Force 2008-2011 (Chair)
Research Review Committee 2008-2009
SIGs Advisory Committee 2008, 2010, 2021-2023
Interviewed by Leslie Stahl for CBS Sunday Morning 2009
Governance Task Force 2010 (Report Creator)
Governance Blueprint Task Force 2011-2012 (Chair)
Handbook Coordinator / Officer Guide Coordinator 2001- 2013
National Awards Committee 2014-Present (Chair 2019-2021, then AMC Liaison)
Volunteerism Task Force 2021-2022 (Chair & Initiator)
Volunteerism Task Force 2021-2022 (Chair & Initiator)
Strategic Planning Committee 2021–Present
International
MIL Name & Logo Committee 2008-2014 (Chair 2013- 2014), 2023-Present
MIL Internet Policy Advisory Committee 2010-2011
International
MIL Name & Logo Committee 2008-2014 (Chair 2013- 2014), 2023-Present
MIL Internet Policy Advisory Committee 2010-2011
MIL News Team 2022-Present (Chair)
MIL Translation Project Team 2023
Organized and implemented efforts and events that raised $4,000 for CAM Scholarship and $11,000 for Helen Kupper Scholarship
Recorded a podcast for Conversations With Mensa
Drafted memo of understanding clarifying roles and funding regarding gifted youth programming
Exec Editor of MRJ 2012- 2014
3 Publication Recognitions Program Awards 2002
6 Publication Recognitions Program Awards 2003
Chicago Area Mensa Short Term Service Award 2004
National Chairman’s Award 2005
National Service Award 2006
Chicago Area Mensa Long Term Service Award 2007
National Chairman’s Award 2009
Distinguished Service Award 2014
Margot Award 2019
National Chairman's Award 2022
National Certificate of Appreciation 2023
I am particularly proud of the Policy and Guidelines for Administrators of Internet Communication Services (affectionately referred to as “the elephant”), the growth and success of the forums, the LG Funding report and subsequent subsidy increase, the Name & Logo Workbook, improvements in the Mensa Bulletin, the Governance Task Force Report, and the Local Group Services & Funding Report, the Volunteerism Task Force Report, and the Local Group Communications Guide (replacing the ~20 year old Editors' Handbook).
I started AML's presence on Facebook, and for many years was still the official owner of the group, which was not known to many of the participants and led to some amusing online conversations when the first to-moderate or not-to-moderate storms swirled.
In 2010, I ran for AML's First Vice Chair, and was declared elected... at first. But then they discovered the electronic ballots had been counted incorrectly and I lost.
Fun Facts
I like Oxford commas, Sam Adams beer, English history, and sparkly nail polish. I drive a Volkswagon bug with eyelashes and rhinestones. I hate sorting socks. I have a dragon tattoo and absolutely no regrets about getting it. I am amazed at how much writing I have to do on a daily basis. I am happy that I'm old enough to have personal permission to throw away the purple Sweettarts just because they taste icky. After raising twins (Mensans), I got divorced in 2020 and now live comfortably in the cornfields west of Chicago.
In 2010, I ran for AML's First Vice Chair, and was declared elected... at first. But then they discovered the electronic ballots had been counted incorrectly and I lost.
I like Oxford commas, Sam Adams beer, English history, and sparkly nail polish. I drive a Volkswagon bug with eyelashes and rhinestones. I hate sorting socks. I have a dragon tattoo and absolutely no regrets about getting it. I am amazed at how much writing I have to do on a daily basis. I am happy that I'm old enough to have personal permission to throw away the purple Sweettarts just because they taste icky. After raising twins (Mensans), I got divorced in 2020 and now live comfortably in the cornfields west of Chicago.
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