People talk of "Mensa" in Going Forward, many chat rooms, newsletters and local group forums of one sort or another. But what is this Mensa they chat about? And what do they know about it? I don't believe they are talking about International Mensas or those of other countries. Few folks in the United States know or care that Bulgarian Mensa exists. Most Americans, including Mensans, couldn't find Bulgaria on a map if they had to.

Further, my 35 years of participation from local levels to AMC (American Mensa Committee) and IBD (International Board of Directors) assure me that these conversationalists sure aren't talking about American Mensa in general. In a society in which 80% of the members do not participate in local group or national affairs, it's absurd to think anyone can speak for the great preponderance of nonparticipating people. What the talkers talk about is fellow Mensans, not Mensa per se.

I went from first being a local group editor back in 1969 to being on AMC for eight years, and back to being LocSec of New Mexico Mensa (third term!), with too many other positions in between to recount. There's been a lot of time to reflect upon all that I've been through, what works and why it works or doesn't. I've learned from what I did right, and I've learned from what I did wrong.

One thing I learned is that being a LocSec is a hell of a lot more meaningful than being on AMC. I didn't know that at the time I wanted to be on AMC. What AMC does matters very little at a local group level. What I do as a LocSec does matter a lot, because it directly —directly — affects Mensans — friends of mine. And that's why it matters: they are friends. Good people.

When I first was appointed (not elected) LocSec here, the first thing I did was become acquainted with the people who were active. I got to know them as individuals. That's the base with which every LocSec needs to work. I threw free parties at my place to entice folks to attend. (It helps to have a big house with a hot tub, several barbeques and a swimming pool, but it can be done without any of those things.) And I researched what the group had going for it and what it lacked. This became my "to do" list.

1. There was no local group handbook. I created one and made sure every member got one. Why? Because new members and nonparticipating members need something to help make them part of the group and know about Mensa.
2. At renewal time, I made sure we sent reminders and surveys to non-renewing members. It not only brought many back but also increased awareness of what people wanted from their local group. This will differ from local group to local group, but what remains the same is that people need to know they are wanted, their input is valued and their absence is noticed.
3. My LocSec columns always mentioned people in boldface because people are pleased to see their name in print. And the columns were always positive. Many of my columns ended with the adage: A stranger is a friend you haven't yet met.
4. I pestered, persistently, to get unfilled Board positions filled. Although it took time, they were filled, often spectacularly. Persistence pays off.
5. I revamped our prospective member program (and letter) to make it friendlier, computerized our e-mail list and made the mailing program friendly, so prospective members were always informed about our next test sessions with just a few keystrokes. In more remote areas, I proctored additional tests myself to bring people onboard. Distance problems can be mitigated.
6. Our Website had been abandoned, so I took over as Webmaster, rewrote the entire site and keep it up to date. I added a chat room and member bios and other info to make the site a recruitment tool. Use every means of access to the local group.
7. I created a new bookmark with links to our Website, recruiting members to distribute the bookmarks in libraries. The bookmarks were aimed specifically at New Mexico Mensa, not AML in general. Emphasize the local aspect; it is there, real and provides personal interactions easily.
8. I rewrote our Bylaws to bring them into better conformance with the Minimum Standard Bylaws. Making group governance simple encourages more members to participate in it.
9. I initiated an annual meeting of New Mexico Mensa, something we never had previously. Create a sense of unity.

None of these things were startlingly innovative or difficult. All of these things contributed to a positive attitude that improved our group. The whole is the sum of the parts: We are growing at 10% a year, not a staggering rate but quite satisfying.

Why focus on growth instead of retention? New Mexico is a big state geographically, and not a very populous one. We have concentrations of members only in Albuquerque and the Santa Fe area. Our local surveys have shown that people who do not renew have two main reasons: They are too geographically isolated from the main activities, and they are too old to wish to drive long distances at night, when most of our activities take place. Both reasons are valid. However, in addition to Albuquerque and Santa Fe, there are several areas in New Mexico where there is a possibility of gaining enough members to have small subgroups; that would help reduce dropouts by bringing activities nearer. It should always be remembered that it takes 20 new members to get one who will be active. Thus, a focus on growth is the only way we will increase retention.

So examine your own group. Make a to-do list. And do it patiently. You'll make new friends: Mensans.

— Ralph Rudolph