I firmly believe that arrogance in it's many forms is one of the primary reasons for the lack of sucess of many organizations. I have dealt with it many times over the years in several organizations that I have been involved with (and sometimes had to just walk away from it......).

Paul, for your own personal situation, shop around and find someplace that puts you to work immediately. Hopefully you are in a large enough population center that there are alternatives. I shopped around and always went where I was welcomed. It led to some interesting variety. And dare I say, consider a wide range of topics? I have experienced traction, steam, diesel, and big ships, all at different locations. Each was fun. Honestly it frequently was determined by who was more welcoming and efficient at management.

Don't be rude, but if one group can't rationally and efficiently offer you opportunities, go somewhere else.

I can agree with Nova55's opinion first hand as I have had the "honor" of wasting 5 years of my free time working for an organization that is a prime example if not THE prime example in this country of what happens to a museum when the board of directors acts like this.

I was once a volunteer for the Bluegrass Railroad Museum in Versailles, KY or as most of the local railfans as well as local politicos call it the Bluegrass Scrapyard. This group has been in the same spot for -20 YEARS- and hasn't managed to fix ONE SINGLE piece of equipment in that time. This being due to the fact that their board has spent the last two decades alienating not only the local railfan base but pretty much the entire local political system who gave them the land they sit on for free. Anyone on the city council who was around when the land they have in the Woodford Co. Park was given to them will freely admit that they now view it as a major mistake.

This stems from the fact that their board makes it a priority to treat the place like a bunch of kids with a tree fort. Thier mantality is literally akin to "If your not part of He-Man Woman Haters Club we don't want to play with you." (Sorry to any "Our Gang" and "Little Rascals" fans out there but it is nonetheless true.)

Being so close to Lexington they have more than their fair share of potential volunteers however they choose to descriminate against members who show ANY sign of differenting opinions on ANY subject. The second your show an independent thought they take it upon themselves to make the place as miserable as they possibly can until the people they don't like quit. The really sad part being that they then start crying about the fact that they don't have any volunteers.

This month alone they ran off two volunteers including myself and "fired" the woman who ran their giftshop for them. Which that right there is a prime example of how they operate.

A nice woman from the neighboring city of Georgetown volunteered to help fix-up the museums giftshop which had been running at a loss for years (due to complete mismanagment). In less than one operating season this woman took a giftshop that was running at a $1000 dollar loss and put it to running at a $1500 GAIN. However the President's wife didn't "like" her and made the point of spending an ENTIRE BOARD MEETING coming up with ideas of how run her off. After which she was "fired" from a volunteer orginization when she recieved a letter informing her not to come back as opposed to the cowards growing the balls to talk to her.

This place is the primo example of why so many museums are nothing more than rusting trash piles.

You know, it doesn't have to be a political or personality message. I've seen museums that were just naturally unattractive to new volunteers.

[list]
- The volunteer location is remote from where guests show up
- It's a "Meet here at 8am and we carpool to a remote location" type deal
- There's no place to buy lunch. "Of course you brought your own lunchbox, right?"
- There's no bathroom at the volunteer site, necessitating a trip into town
- Shop access is dependent on getting through security (i.e. at a military base)
- During guest hours, the volunteer work areas are in use, but closed and locked
- Volunteer hours are a mismatch with top visitor hours
- The shop is filthy and unattractive
- The shop is disorganized, you can't find any tools etc
- The shop is over-crammed so there's no room to work
- Having the exact same workdays as the next museum over, so, no crossover
- And my big #1. Workdays on weekdays, because the core volunteer base is retirees and that's how they like it. They then sit around wondering why there are no younger volunteers. HELLO! They are at work! Remember work? Non-retirees do that! Notably, on weekdays! OK, it's understandable if the weekday is an overflow day to add to Saturday and Sunday... but to eschew a weekend for a weekday? ... Ah, but I rant...

And what inevitably happens is the active volunteers have all adapted to whichever of these problems they have... and they think nothing of it... oblivious to the barrier of entry this presents to newbies. And to the fact that they've already sloughed off a bunch of volunteers for whom this didn't work. So what's wrong at your place that you've adapted to? It's hard to see, that's where a fresh set of eyes can be indispensable.

PC, it is a shame that there are some people that just do not appreciate an act of kindness. We have a knowledgeable gentleman who is going to come look at our 100 tonner. He is even bringing batteries with him so we can start the rear engine. When he gets there I will thank him. We are after all in his debt for taking time out of his schedule to come help us. And after he is done I will thank him again.

Sadly there are too many organizations whose boards figure that since they are on the board, and no one else wants the job, that the organization should embrace all of their ideas, without complaint. So the other members think that it is time to move on and many do. And another organization founders.

Different people have different priorities and many times it is these priorities that cause friction within an organization. Do we paint the rolling stock or lay rail or do landscaping. etc, etc.

There is no one answer for all applications but the key is to remain flexible and have an open mind.

Later!
Mr. Ed

I don't post here much anymore, and as many of you know, I used to quite a bit. I guess I figure there are more than people out there enough out to share their opinion, and no to be crass, but I'm too dang busy trying to find ways and dollars to keep an old Lima and a business supported by it going to post much anymore. That, and I'd rather try to put together events for today than wax-poetic about twenty or thirty years ago......sorry. Guess I'm a jerk that way.

That said, on the subject at hand, as was pointed out to me several times, and as I have tried to follow, its not about attracting a younger crowd, as much as its attracting a DIVERSE crowd of ages and backgrounds (and yes...OMG...sexes and races) that understands that clubs, museums, organizations, companies, etc., don't last much beyond a generation or two if they don't grow and add new blood. Someone once told me that in 1910, A&P was the largest company in the world; it promoted only from within, and by the mid-century, was pretty much dead because no new ideas came forward. Sears and Montgomery Wards were in about the same place at the start of World War II; after Sears promoted growth, and Wards held the money close and stayed the status quo. Sears tripled in size, and Wards is no more. Same goes for Kmart/ Walmart. Think about it.

Growth comes in many forms, including but not limited to:

- Teaching the technology and skills to all generations
- Instilling a sense of self worth
- Passing skills to a next generation: and then letting them grow, leave and spread
the gospel
- Willingness to recognize strengths and weaknesses in yourself and others
- An understanding of what "customer service" means
- A willingness to fail (this is sorely lacking, and kills most organizations)
- The ability to say "no" and "yes", depending on the situation
- The ability to play well with other groups (yes, it can happen, saw it a couple of
weeks ago)
- The understanding that to survive, you better have lawyers, insurance guys, and
businessman as well as grease heads, busted knuckles, and sweepers
- The understanding that people can and do come and go, sometimes several times,
from an organization, and a willingness to let them do so (and come back)
- A willingness and a backbone to confront those who create NEGATIVE turmoil
- Communicating as much as possible (which, trust me, seems simple, but is not)
- Planning for future growth --- for if you don't grow, you die. There is no "status
quo." Its a myth.
- The toughest one: an understanding of when YOU may be the problem, and when
its time to leave for good of the organization. Its called be humble, self reflective,
and checking one's ego. All of us reach it at some point; damn few of us have the
guts to call ourselves on it.

Just some of the things I have found in a short time in the non-profit world, and even shorter in rail preservation/ steam operation. Remember --- none of us get out of here alive, and Paulsen Spence had one hell of a lot of toys when he died....and few of them survive.

Finally, someone made the comment that our Trainfestival event was run and organized by guys and gals between 15-30; that's partly right. The reality is, there were a ton of people from 14-80 or so who made it happen. And you the know the best part? They worked towards a common goal, set the b.s. aside, and got it done. Was it perfect? No. Was it a heck of show put together by a group of individuals who I am proud to have worked with?

Damn straight, skippy.

Have a nice night.

TJG

The point that Nova55 makes here is all too valid in some certain cases. A capable person says, "Hey, I know the piece of equipment and I 've got the documents, time, and skills. In fact, unless we find something horrific inside, I can have that looking great or operating by (date)." But somebody with no interest in working on the locomotive or car overrules, saying, "I'm saving that for when I have time, because I want it restored in this manner..." It never gets done, the equipment languishes, and the motivated party leaves.
Sometimes museums look like junkyards, not because of interrupted restoration efforts, but because of idleness. "Rust never sleeps".

That being said, a full restoration plan should be placed forward before anything is dismantled. It just makes sense. If internal damage can not be fixed with available funds, button it up and paint it. I am thinking of Steve Boone's efforts with 565.

But plenty of museums could erect signals, could letter equipment, remove graffiti, with the occasional interested party, and if somebody has talents with a saw and hammer, should encourage that individual, then offer some genuine praise and thanks for what was done.

What puts a very bad taste in my mouth is when volunteers throw up their hands and quit because an individual from one group stepped on their toes. Not all preservation groups should be cashed in on, since one experience was a downer.

I agree. Remember that old Latin quote "Illegitimus non tattum carborundum". Just because the bastard shot you down on one project, it doesn't mean he will on the next one. Accomplish a few of a small nature and build yourself a reputation. Recruit support amongst the rank and file. Then you can go toe to toe with the entrenched egotists and naysayers. It's called playing the politics. It ain't fun, it ain't pretty, and it takes time. But it's just as necessary to reaching the goal as chipping rust and raising money.