This is Not Goodbye — This is Thank You!

Never once did I think that my Winter 2025 message would be my last as the COO/State Secretary of the Florida State Elks Association. In case you haven’t heard, I have been endorsed to become the Grand Secretary/COO of the national Elks and will soon be leaving Florida to move to Chicago, Illinois, where I will serve at the headquarters office, located in the beautiful Elks Memorial Building. I will be continuing my tenure with the Elks, this time at the national level. It is a full-time job and the gentleman I am replacing, Bryan Klatt, is endorsed to become the Grand Exalted Ruler/National President at the national convention in Kansas City, Missouri, this summer, after a 16-year tenure as Grand Secretary/COO. I am originally from Kansas City, Missouri, so I remember a little about cold winters. However, my blood has thinned over the 41 years I have lived in Florida, and I am told that Chicago winters can be brutal! Nonetheless, I am excited by the opportunity and look forward to a new chapter in my Elks career!

As I prepare to say goodbye after 23 incredible years of serving this remarkable organization as its State Secretary, the last nine as COO/State Secretary, I find myself filled with a mix of emotions. It has been a profound honor and a privilege to work alongside such passionate and dedicated individuals.

Together, we have achieved so much! When I arrived at the FSEA in 2002, our major projects were still adjusting to significant changes. Our children’s therapy services program was still in its infancy, evolving from a hospital to in-home therapeutic services, and our youth camp had just completed the construction of the Grafton Center and had become the headquarters for the Florida Elks’ operations. In 2002, many if not most of the programs we have today did not exist (Army of Hope, scholarships, Autism Gala, Smith Conference Center, anything online, etc.). Convention registrations were done by fax, calls were answered on landlines, individual Harry-Anna Trust Fund donations were made at a rate of $10 per year, and computerized accounting was just becoming a thing. The growth of the projects and programs has been nothing short of amazing and was dependent on the infrastructure and support provided by our most capable teams, teams of whom I have been honored to have had the opportunity to lead. In 2002, we had an administrative staff of nine. Today, our administrative staff has doubled to 18 and I am incredibly proud of our entire team. Perhaps the achievement I am most proud of has been the growth of our Officer Training seminar. My task each year was to challenge the new lodge leaders and inspire leadership. The rewards have been immeasurable and the satisfaction off the charts.

Over the years, we have tackled challenges such as membership decline, lodge closures, a pandemic and member apathy. We have celebrated victories such as Harry-Anna growth, the advent of lodge-based Elks National Foundation grants, camper and patient census growth, and technology advancement. Together, we have built an association that truly embodies a shared vision around the spirit of the Elks’ mission and values. Every member of our organization has contributed to our success in unique ways and has played a vital role in making the FSEA what it is today, and I am deeply grateful for your support, collaboration, friendship and hard work.

I will cherish the memories of our many events, initiatives, and the countless moments of laughter and camaraderie we have shared. There were some late nights … well, actually there were many late nights and lots and lots of brainstorming sessions. These moments have not only shaped our organization but have also inspired me as a leader and as a person. It is these memories that will stay with me as I move on to this next chapter in my life.

Thanks also go to the many leaders I have served and the mentors who have guided me on this journey. Through you I have learned so much and have grown as a person. You allowed me the freedom to explore new initiatives, and you didn’t yell too loudly when I made mistakes. For this I am so very thankful!

I am also extremely grateful to my incredible wife and family for their unending support! Theresa has been my biggest supporter now for more than 10 years and my family and children have tolerated the many late nights, our many travels for Elks meetings and events, and the phone calls and emails received seemingly around the clock. My entire family understood and supported my desire to seek the Grand Secretary’s position, and all are looking forward to trips to visit us in Chicago!

As I move on to new adventures, I am excited to see how the Florida Elks will continue to grow and thrive. I will have a front row seat to watch the success, and I hope I will also be able to continue to influence and impact your results. I have full confidence in your abilities to carry forward our mission, achieve great things, and make an even greater impact in our communities and to those we serve. Remember that the spirit of collaboration and innovation we have fostered will always be a cornerstone of your success.

Let’s stay in touch! My personal email address is cseibert2021@gmail.com.

Thank you for everything! You will always hold a special place in my heart, and I will miss you all dearly.

With warmest regards and thanks,

Carl T. Seibert, COO/State Secretary
Florida State Elks Association

"Lead or Be Led," Revisited

It will soon be officer election time in our lodges, so this issue’s message will of course be centered around this most important event. If you have even a slight interest in either running to become a part of the lodge’s officer team, or should you decide to play an equally important role in the lodge by being an elector of that officer team, I implore you to visit the Florida Elks website and read my article from this period last year entitled “Lead or Be Led.” The URL for that article is floridaelks.org/carls-corner/lead-or-be-led. I believe this to be a time-honored article that focuses on the need to elect qualified members to the lodge officer team, and it provides a good argument for why I believe it necessary for those elected officers to receive Elk-centric training, training in the how and why of how Elks do things. This can only be accomplished by attending the state-sponsored Officer Training Seminar in Orlando March 10-12. I feel so strongly about this training, not just for the benefits it provides our lodges, as in better-trained officers, but I also believe this to be a test of a member’s commitment to high office in the Elks and that if a new officer is incapable of committing to this training, perhaps that person should be passed over this year until such time that they can commit!

Also, here is a shoutout to Ginny Young, the Fort Pierce Lodge Secretary. Ginny was the first person to respond to the challenge in my last article, “Alone Is No Way to Run a Committee!” Not only did Ginny discover the discrepancy wherein I was saying there were 20 committees in our state which have a member (lodge chair) from each lodge, when in reality there are only 19, but Ginny also knew that the 20th “committee” I added pertained to the grants coordinator from each lodge. Thank you, Ginny, for being one of my biggest supporters and avid followers! 

Seeking Only the Best for our Lodge Leadership Teams

I have often considered myself a student of the Elks and Elks processes and have been doing this for going on 39 years! That in no way makes me an expert on anything, but it does give me a unique perspective on many things Elks, and I enjoy sharing my point of view when I can in hopes that my introspection might possibly help others.

As candidates begin to declare for positions of leadership in our lodges, I thought it might be timely to share with you my list of the top 15 traits we should look for when assessing one’s candidacy for a position on the lodge leadership team. So here it goes:

#1 — The candidate’s willingness/ability to travel. Travel to the Officer Training Seminar in Orlando in March and travel to Orlando for the state convention in May. Travel within the district to DD clinics, district visitations of the VP & DD, and the visit of the State President. Travel to St. Petersburg for the midyear convention in November and to the camp in Umatilla for the February quarterly. Finally, for Exalted Rulers, the willingness to represent the lodge at the Grand Lodge convention in July in Minneapolis, Minnesota. A candidate’s willingness and ability to travel to these events for training, resource building and information is, in my opinion, the most important thing to consider when electing a member to high office.

#2 — The candidate’s thirst for Elks knowledge. Knowledge gained not only through attendance at events and training seminars but also through reading how-to manuals and seeking information on the state and Grand Lodge websites. Does the candidate have a willingness to learn how the Elks do things?

#3 — The candidate’s ability to use technology for communications as well as to complete online event registrations, produce printed reports and use web-based resources.

#4 — Does the candidate possess a track record for achieving and producing results both in their personal lives and in their Elks work?

#5 — Does the candidate have experience in resolving conflict and can they give examples of how they have resolved conflict both in their work and personal lives as well as in their Elks work?

#6 — Does the candidate have experience in troubleshooting and problem-solving? Many times, an Elk leader will be called upon to solve a problem of the lodge or a member and their approach to problem-solving should be of major concern to the electors.

#7 — How does the candidate communicate and how do they prefer to be communicated with? If the candidate is unapproachable or has a “my-way-or-the-highway” point of view, perhaps they are not the best candidate for a lodge leadership position. On the other hand, if they are a good communicator and are a good listener and make others feel worthy of their communications, they will make a much better choice.

#8 — We must all realize the need to make our volunteer jobs easier, so it is important to ascertain the candidate’s level of agreement with this statement. If the expectation is that an Exalted Ruler must micromanage every event and activity, how will someone who has a full-time job ever be able to commit to our job? We cannot afford to create barriers to success. A leader must delegate and convey expectations so that others may assist in carrying the load.

#9 — Elks learn leadership in a lodge by progressing through different leadership positions. We call this “going through the chairs.” This concept must not be taken lightly, and officer teams MUST figure out a way to restore this process in our lodges. Training through the chairs is the only way to gain a full understanding of the Elks’ unique structure and protocols. Elect only candidates who will commit to go through the chairs.

#10 — Does the candidate have the best interest of the lodge in mind or are they a populous candidate controlled by the factions? Associations are a great representation of who a candidate is being backed by and if their intentions are self-serving or not in the best interest of the greater membership. Don’t cave in to flooding of the ballot boxes. When necessary, fight fire with fire! Look for someone who gives of themselves and considers it a privilege to be of service to ALL! 

#11 — Can the candidate give examples of how they, in their work or personal life, manage expectations? Will the expectations of the lodge and others guide their actions, or do they believe since they are the hardest worker that they do not have to account to others?

#12 — Is the candidate respectful of others and their opinions? If one does not give respect, however will they expect to get respect? It is not something that can be mandated, and these days, respect for the “position” but not the person simply doesn’t cut it. Choose candidates who are respectful to others.

#13 — Mentor and be mentored. Do not allow someone to approach a position with career ambitions. Look for candidates who are eager to attain progressively more responsible positions, who accept guidance from others and who in turn give guidance to others. 

#14 — Seek candidates who are humble and who do not always have to be right. Compromise is an art and is a trait of the best leaders. Have the candidate give examples from their life of a time when they made concessions that were in the best interest of others.

#15 — Is the candidate open-minded when it comes to new ideas and are they willing to involve others in the planning process who are not usually included or who possess an adversarial opinion? Don’t let this be a simple yes or no answer. Have them provide examples of times they have done this or of projects where open-mindedness prevailed.

There you have it, my top 15 best traits for a lodge leader!

Oh, and by the way, with no insult intended to the many who have stepped up and accepted the election, but I believe one of the most destructive things we are doing in our lodges is electing non-Past Exalted Rulers (PERs) as trustees. If there is one position that prepares you to be a leader on the lodge’s board of directors, it is Exalted Ruler. WE must insist that only PERs be elected to the position of lodge trustee and end this destructive practice.

When electing someone to office, we are bestowing upon them an honor. Our election process must be held to the highest of standards to attract the best of the best! Our lodges provide members a unique environment within which to perfect and polish their leadership skills while serving our members and our communities.

What do you consider to be the most important trait for a lodge officer?  Email me at carl@floridaelks.org and share! I look forward to hearing from you!

Carl Seibert, COO/State Secretary

Florida State Elks Association

Community Perception and a Pandemic

The events of the last few months have indeed been challenging as we have endured prolonged closures of our lodges and our club operations. Fortunately, the good deeds we do for others were not as affected and we were able to continue them albeit with some minor content and delivery adjustments. Through it all, our Elks lodges hung on to hope and are now beginning to reemerge. We used the downtime to revisit our operations, create new business plans, and strengthen our own sense of community within our lodge and among our members. This internal strengthening was especially important since through it, we improve our effectiveness at serving the greater community of others. We have grown together, and we will now heal together, and together we will be a force in the healing for our communities.

A common misconception throughout this ordeal has been the role our state association plays in the oversight of lodges. Many of our members are also members of other fraternal organizations and as such were privy to their communications. Oftentimes I was forwarded information from a state adjunct of another organization accompanied by a request for similar direction from the Florida State Elks. Regrettably, that is not how it works for the Elks. You see, Elks lodges are chartered by the national organization, the Grand Lodge. Executive orders to Elks lodges would come only from the Grand Exalted Ruler and through his District Deputies. Because the pandemic affected areas of the country differently, we did not receive a national one-size-fits-all mandate. The response from the Florida Elks was always to be governed by the direction of your local authorities and enforcement officials. It was frustrating, I know, and it would be so much easier to just be told what to do, but it was essential in allowing individual lodges a say in how they look and how they are perceived in their individual communities. It was a little more work for lodge leaders, yes, but it was also an opportunity to hone leadership skills and guide the lodge through turbulent times, lessons we can all carry forward to future generations.

So, let us talk more about community perception. Another popular question asked by many lodges in recent months has been whether we are a restaurant or a bar. This question does not have an easy answer, as we all well know, and is based on whatever criteria is used to evaluate such at the time. Allow me to share with you why the answer should not matter to us. Take the local country club. They usually have a pool and a tennis court and oftentimes a golf course. They usually have a pro shop and snack bar as well as a restaurant and dining room. It is also usually known if they are open to the public or private. Everyone for the most part understands a country club, so we therefore do not force them to conform to the label of a restaurant or bar. The basis for this is in what is seen and perceived. Then there is the actual restaurant and bar operations. It is a little harder to know the difference sometimes, but it is easily defined once the state of Florida added percentage of food sales to the mix. Then there is the fraternal that is clearly not a restaurant as they do not have a kitchen or the fraternal that has a kitchen but it is only used for special events. These did not fit under the restaurant label, so it was either/or for them and most fell under the definition of a bar. Then there is the hybrid of all three, a private membership club, oftentimes serving food from a restaurant-style kitchen that also serves alcohol in a bar-style setting. We know it as an Elks lodge. It is much trickier for the public to understand so it is generally subject to public perception. Do we seriously want to be known as a restaurant or bar? Or would we prefer to be perceived as an organization that does good for the community and provides its members dining and lounge privileges in a private club setting?

Our model stands alone because it should, but can it maintain that status if we are forced into a category created for us by others and based on their perceptions? Shouldn’t we strive to be different and desire to be perceived differently? I believe we should never allow public perception to label our lodges a bar or a restaurant and if that is the perception others have of us, well, we have some work to do to change that perception. It has been suggested that we lobby the state of Florida for a “private club” status like how they do it in Georgia. Are we prepared to demonstrate how we are different from the others so as not to be labeled just another restaurant or bar?

Our localized approach to managing this crisis allowed many of our lodges to reopen with mainstream restaurants as we benefited from the lack of clarity in defining what we were. Others were not so fortunate and were bars or were perceived as bars. We are in control of how others see us. Are we happy with what they see? How do potential members see us? If our weekly restaurant and bar promotions dominate what others see when they look at us, how ever will we be anything but a restaurant or bar? Do we WANT our new members volunteering just for the good of the club or do we NEED them to volunteer for the good of the community? When our club operations take priority over our lodge operations, we will have a difficult time changing public perception.

A member’s need to belong to something bigger than themselves drove them to our doors. Our lodge traditions create stability and contribute to that sense of belonging. The latest bar or restaurant promotion contributes to a sense of belonging, but it is the things we do as a lodge and for our community that create stability and appeal to their need to belong to something greater. We must become known for something other than just being a restaurant and bar. We are so much more; we just must sell it. The public knows we do good. The public knows we give back to our communities. Where we fail is connecting the dots for why to join. How do we connect perception to what we do? Who we assist needs to be on the front page of all we do – not what is for dinner!

Please visit https://floridaelks.org/carls-corner and join the conversation by logging in and posting your comments.

Carl Seibert, COO/State Secretary

Florida State Elks Association

Bringing our Members Back After the Pandemic

For Elks lodges, the toughest leadership test is now upon us — how do we bring members back in an environment where a COVID-19 vaccine is still under development and our economy is still reeling? The turnaround will require innovation. It will require building a cohesive team, and it will require leadership both in the management of our lodges and among our members. Recovery is NOT just reopening and doing things the way we have always done them; it is the reimagining of everything we do and how we embrace our changing member expectations that will determine if our lodges will come back strong!

The establishment of a new normal for the lodge is well underway. So, too, should be the reimagining of your lodge operations. While at this inflection point, you must reset the way your lodge team cooperates and not allow it to serve as a U-turn that leads back to familiar routines.

However, if your lodge is searching for positive outcomes from the crisis, you are on a path of reimagination and that is the type of positive outcome you will need. If you need to start down that path, how about hosting a workshop about “lessons learned in a pandemic,” complete with Zoom participants?

There are a host of new challenges facing our lodges, things such as muted demand, new expectations from our members, and new operational challenges because of health and safety restrictions. With these in mind, here are a few ideas to help you lead your lodge’s reemergence.

Recovery of Revenue

Speed matters. Even while not back to full strength, it will not be enough if your lodge plans to recover its dues and revenues gradually as the crisis abates. Has your lodge made a concerted effort to connect with members who have not yet paid their dues? I am not talking about a mailed dues reminder or even a letter reminding our members about the good things we do for the community. What is needed is a genuine conversation with our members who are delinquent in their dues, explaining to them why THEY matter to our fraternity and not just their money. This, I believe, is the touch it will take to show our members that we truly care about them and we want them to remain a part of our family!

As club operations ramp up, have you done anything to rethink your operating model to include those who are not comfortable with coming back into the lodge? How about a remote sales model providing curbside pickup for meals or even home delivery? Are you allowing your members to experience an event at the lodge remotely, complete with event favors and the occasional shout-out to those at home? Our members really appreciate being included and I am sure they would understand a small surcharge to cover the added cost if it allowed them to feel wanted and a part of what we do.

New operations present new challenges such as packaging costs for meals to go, decreased sales of high-margin alcohol, and added costs of complying with new hygiene and safety protocols. Just the cost of cleaning supplies and disinfecting wipes alone have gone up in price and are hard for us to buy in bulk. This must factor into our pricing decisions and might also need to encourage buying cooperatives among lodges and districts to assist in buying in bulk and lowering costs.

Has your lodge reached out to other organizations that may be struggling to adapt to the new normal? Perhaps there are some nontraditional collaborations we should be considering, some “we help you; you help us” partnerships!

It’s the now-or-never moves that need to happen before the full recovery starts — targeted campaigns to win back the loyalty of our members. We must tell them how we are evolving the membership experience with a focus on increased health and safety. Our pricing and promotions must be based on post-recovery data, not old standards. We must only spend our limited resources on proven successes, and we must train our sales forces (think 50/50, QOH sales, etc.) to support remote selling with flexible payment options.

Many of our lodges offered Zoom meetings throughout the crisis and perfected their skills not just in inclusion but in social listening. Now that we have members utilizing these channels, we must use it to our advantage. People who had never used a fast-food ordering app or home delivery of groceries are now experts at it! Don’t think for a moment that corporate executives are not planning new innovations on these platforms. So should we, in a way that allows our members to be heard as we personalize our member offerings. Make Zoom planning and problem-solving a new norm in your lodge!

We cannot wait. We must be already engaged in creating new innovations that strengthen our links to our members and our communities!

Sustainable Leadership

Our comeback will take time and will not be complete when it comes time to select our leaders for the new year. Our officer election process must also evolve, especially since our new leaders are oftentimes newer members. We must place a premium on character and results rather than on expertise or experience. As we invite new people into our lodges, we should always be on the lookout for members with leadership potential and not just people to fill the bar stools. It is also time for our more long-standing members who have taken a step back to reimagine their roles in this process and mentor our new leaders not in the way we have always done things but in the values of Elkdom we hold so dear. We must allow our new leaders to experiment with new ideas, but we must also hold them accountable for being responsive to our members while also creating value in a membership.

The Road Back

Our dream should be the dream of possibility! When we portray ourselves as being an organization that is with the times, we will win our members back and invigorate new ones! Business as usual will not be nearly enough — the game has changed too much. But by reimagining how we recover, operate, organize and use technology, our lodges can set the foundations for enduring success.

How is your lodge reimagining itself? Please visit https://floridaelks.org/carls-corner and join the conversation by logging in and posting your comments.

Carl Seibert, COO/State Secretary

Florida State Elks Association