tracts end) every month. A benefit would be less disruption in the villages
at season’s end. The reaction from chiefs of the village was that their teams
would be disrupted constantly – that it would be hard to build their GOs
into teams. A very practical concern of the chiefs was that they would have
serious trouble putting on quality stage shows at night if GOs were con-
stantly changing.
There even had been discussion in the Club about the effectiveness of
rotation itself. Jacky pointed out, “We decided several years ago that the
maintenance GOs should rotate every one or two years. Maybe it is time to
consider rotating other GOs in a different pattern. Would it be so bad, for
example, to have the chiefs stay in a village for a year at a time? Then a
process of gradual GO rotation wouldn’t be such a big deal.”
Jacky continued, “I don’t know exactly when I will have this turnover
problem solved. I don’t really think the way I recruit now is ideal. I know
it can be done better, and I’m working on it. Maybe there are other
approaches that I should consider.” Then his face turned very serious.
“However, there isone thing I’m convinced of – the North American GOs
are a big part of the future success of the internationalization of the Club.”
350 Relationship Marketing
●“I had to fire those two GOs – they were drinking way too much.”
●“That guy couldn’t teach a fish to swim ... he was useless.”
●“She was really good; I wish she wouldn’t have quit. But better that she should leave
than stay and be unhappy.”
●“That GO had plenty of enthusiasm – to complain! If she hadn’t been fired, the other
GOs would have drowned her, I think.”
●“Two left today.They wouldn’t have made it through the season.Two weeks was
enough for them.They thought they were on vacation.”
●“I know a guy who just quit after a few days. He was disillusioned ... it wasn’t at all
what he expected.”Figure 5.1.5 Comments from village chiefs and GOs about GOs who quit
or were fired.