28 MayGuild Dynamics, Leadership, Management | 12 Comments
A wise wizard told me that there are only four critical things a guild leader has to get right:
I try to mentally keep my eye on that model when I ask myself how the guild is doing. It’s another of those models that applies very well to Real Life business management. Your fundamental systems have to be well thought out, in alignment with your values, clearly documented… and most importantly, followed.
I’m a big believer in recruiting for attitude, once you’ve established basic credentials. This means you need to take some extra time to get to know the applicant, and have them get to know you, but I believe it pays off in the long run. Of course, if you’re running an uber-Hardcore guild, there is no “long run” most of the time. Those guilds are often fairly unstable, with high turnover, because they can’t choose to take personality into account much. They have to focus on performance above all, if competitive progression is their reason for existing. I’m glad we don’t have to be that short-term about our recruiting, as some of our most productive and high-performance raiders didn’t start out that way.
What are the SWOTs (Strengths, Weaknesses, Opportunities and Threats) of your organization’s recruiting system?
We had challenges early on with making participation fair. We didn’t want our raiders ‘competing’ for raid spots, since fun is a value as important as progression in our guild. We don’t run a bench, every raider raids (although not every guild member is a raider). We needed a way to ensure that everyone got their fair share of face time. That ultimately became our unfortunately-named “RoT” system, or “Ready on Time” system. We track who signs up, who shows up on time, and who gets in raids. Then we use an excel spreadsheet to analyze this data and show us whose turn it is to sit in backup. It’s transparent, public, and applied equitably to everyone from raid leaders down to the newest recruit.
This system has almost completely eliminated any drama over whose turn it is to get in raids. It’s also delivered side benefits in allowing us to easily track attendance patterns, and see what classes/roles we should be recruiting. We no longer have to guess at our recruiting needs. We can see changes in a raider’s attendance patterns, and an officer can follow up on that to find out if it’s temporary or permanent. If a raider’s attendance drops below our acceptable minimum, we can see it at a glance and address it. Most importantly, the system is public and objective, and everyone knows what’s expected of them. That leads to our next topic, loot.
Loot – the Reward System
Our guild runs on a “pay for participation” system, commonly known as DKP, or Dragon Kill Points. If you show up available to raid, whether you are in the raid or in backup, you earn points which can be used to “buy” items in game. It’s similar to a company that pays by the hour, although in this case everyone earns the same amount hourly. From our perspective, it’s public and objective, and that’s what matters most to us.
Some guilds use a Loot Council system, which is more dynamic and in some ways more efficient. That concept revolves around having a group (often officers) decide who needs an item most. What you give up for that efficiency is objectivity. Loot Council systems tend to attract drama at times, even in very mature guilds, but when progression > all other values, it can be the right system.
The main point is that your system, whatever it is, has to be clearly documented. Members need to know what they’re agreeing to as a reward system, before they join. Questions need to be addressed promptly and clearly. Definitely, no smoke and mirrors. Whatever is promised has to be what’s really delivered.
The final Key to a successful guild is to have a plan or system for dismissal. I consider retention the flip side of dismissal, and tend to spend more time thinking about retention, but both have to be considered by any guild leader. Retention is mostly about fair systems, clear expectations, good communications and good listening. More on that another day.
Dismissal, or any kind of turnover, needs a defined process. The way we handle it is to make sure that all officers know that while they can guild remove a member in an extreme case, the member in question should be told it’s a temporary situation while the officers discuss it. Nobody, even the guild leader, removes a member permanently without discussion. If a member is removed, or leaves on their own, we make sure we find out why, and keep notes in the officer forums so that we can track trends, and also so that we have them for reference if the person wishes to return at a later date. Any organization that has no form of exit interview when people leave, is giving up valuable information that can help them become more successful.