The Difference Between Recruiting On Server and Off Server

Mages. They used to be a dime a dozen. Our second highest level Mage is Stop (clocking in at a health level 4!)

There’s generally two places to recruit players from:

• On server: This is the typical route most guilds will go through.
• Off server: A little tougher and a little rarer. Players that transfer are generally a good breed.

I’ve delegated Sydera to the role of recruiting off server. So far, she’s done an excellent job scouting out players and prospects. She’s a lot more familiar with the process and the effort required with offserver players. When guilds recruit off server, it’s a big decision on the part of both the guild and the prospect. Server transfers aren’t free (usually) and it involves a big commitment. The process of speaking to a prospect and then transferring to join a guild could take days or even weeks at a time. But Syd has a good idea of knowing what I want and how to convey it. She represents the guild well in this regard. As a GM, I have to make sure that prospects know exactly what they’re getting themselves into. Things like my expectations, the way loot’s handled, raid times and so forth have to be said and sometimes repeated.

The worst feeling in the world is for a player to come over here only to find out this isn’t what they were looking for. That’s why I prefer vent interviews instead of in game. You can learn a lot about a person from the way they speak and their tone of voice. All our key indicators.

Coincidentally, most of the off server players who have applied read the blog. Go figure.

With regards to the on server recruits, my process isn’t as detailed or thorough. A simple trade chat macro with your guild, what your guild wants to do, raid days and times, along with classes preferred is generally a solid way to go. This way, players get all the basic information. The ones that are interested will message you for more details. The ones that aren’t interested won’t and you’ll end up not wasting time. I like to give players the option to come on vent if they want to discuss the guild more if they have any questions. I think it’s a good way to establish a dialog with them.

After that, I let them know that they’re a trial and they’ll be evaluated in the weeks ahead when we start raiding. Everyone’s performance will be analyzed and compared to see if anything can be tweaked or adjusted. It’ll continue to be an ongoing process. As much as I hate doing it, I’m going to have to make cuts in the future. I’m not sure if there’s a single GM out there that actually enjoys making cuts from their guild. It’s a dirty job but it has to be done at times.

But first thing’s first, I need to recruit.

The difference? One takes a lot more time and energy to invest in and has the possibility of not working out.

There’s enough of us at 80 now to step into Naxx and OS 10. We’ll be making a run on Saturday. The Monday following, I’m going to try and run a Naxx or OS 25 pickup group. There’s a smattering of guilds out there who have 80s but not enough in their own guild to run a 25 in house just yet. My goal is to work with a few of their players and my players and just get our feet wet so that everyone can benefit from the experience. I’m not sure if this is what Lume had in mind when he mentioned that a “GM should establish themselves and become a visual figure”.

Either way, it is a start. And it’s either going to work or fail horribly. We’ll find out!

Now, if I were a guildless Mage, where would I be…?

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Twitterati’s Advice to GM-to-be Matticus

Let it be known that to me, GM does not stand for Guild Master. I prefer to think of it as General Manager. Sports terms work a lot better for me and it’s something I can handle (though I suppose it is more of a business term). Yesterday afternoon, I lit up a simple tweet:

What advice would you have for up and coming GMs?

The response was absolutely long and enormous (as you can see on the left).

I don’t know if there’s much more to be said after such a myriad of replies.

If you have anything you’d like to add, feel free to do so.

Bonus points if you can match the Twitterati and keep your advice under 140 characters.

Note: Tweetdeck is the official Twitter client of Matticus.

Build Your Own Guild Part 10: Making Changes

New guilds tend to start out in an idealistic mode. Guild masters and officers alike make ambitious plans–possibly including world and server domination–and they put in the kind of policies that they believe will get them to their goal.

However, sometimes plans go awry. In my experience, guild rules fail for two primary reasons.

1. Rules Have Unforeseen Consequences.

Despite the officers’ and guild master’s good intentions, new policies sometimes have unintended effects. A clause that was meant to help and support potential members may end up alienating them. Collateral Damage has make several mistakes in policy over the past few months, and it was always with the best intentions. To offer one very recent example, at the outset of our planning sessions for Wrath, CD’s officers talked about putting in a Raider Status. At the current moment, we don’t have a guild rank that corresponds to raid eligibility. While we thought it might be a good thing for organizing purposes, as it would let both infrequent and regular players know clearly how often they might expect to raid, our members did not. Most players were vehemently against having any kind of rank associated with raiding, and so this policy never made it to live, if you will. The reason? The mere suggestion of a special designation for raiders felt divisive to our members. Ironically, the very players who would exceed the standard we put forth were the ones who argued most passionately against it. The label “raider” was unwelcome, and as such, we’ve jettisoned it entirely.

2. The Guild Identity Evolves.

Guilds are organic entities, and they do not remain static for long. Part of the reason for this has to do with personnel. In the virtual environment, turnover is high, and the identity of a virtual organization depends heavily on the personality of its members. In addition, the guild’s successes or failures can determine its direction. In Collateral Damage’s case, we progressed farther and more quickly than we thought we would, and as a result, we became a more hardcore guild than our original design envisioned. Gradual change can also alter power structures. Guilds that start with lofty goals and a strict hierarchy may find that, over time, they can loosen up. What starts out as a totalitarian state led by a benevolent philosopher-king may end as an association of friends and equals. It is my belief that healthy guilds shift towards this model over time as they develop trust among members. In the case of gradual institutional change, you may find that the initial policies you wrote may have very little correspondence to guild reality.

How Can I Change Things?

When something isn’t working, it tends to be pretty clear. You will hear little grumbles here and there. This is normal for a guild, as QQ is eternal, but pay attention when you start to hear the same thing from many different parties. When that happens, make a new item on your officer meeting agenda and do something about it. If a policy is bad, get rid of it as soon as you can. Sure, you’ll look inconsistent to your members, but in the end, no one wins a prize for persisting with a bad strategy. However, in order to set your organization up to be able to change with the times, or with your better judgment, certain structures have to be in place.

1. Give yourself an out.
Sometimes a guild’s charter seems graven in stone, when in fact it’s a functional document that should always be changing. Let your members observe a tradition of keeping the charter up to date. That way, if a big change needs to be made, they won’t say: “You can’t do that because it’s not in the charter.” Believe me, CD made the mistake of having a static charter and rule set. Members will read the charter like a Blue Post, and we all know what happens whenever Ghostcrawler appears to change his mind.

2. Have a Decision-Making Structure
Make sure that your guild rules set up a procedure for proposing and ratifying changes to policies. For some guilds, it may work best for the GM to have final decision-making power in all cases, but in others, a vote among the officers will guarantee better support for the decision. The worst thing you can do is poll your members and let them vote on guild policies. People tend to vote their fears. You’ve selected your officers (hopefully) because they’re capable of thinking through problems logically. Polls are useful for information-gathering, but leave the decision-making power in the hands of a few well-informed individuals.

3. Have a System for Reporting to the Members
Transparency is a good thing. I believe that the GMs and officers should be making the decisions, but I also believe that they should explain any major policy change to the members. Document the reasons for the change carefully. It’s very common for disgruntled guild members to accuse the GM of making arbitrary decisions. Don’t give them ammunition.

Sweeping Changes

The advice in this article should enable a new guild to make the small adjustments that are necessary to keep an active organization healthy. These kinds of changes are usually acceptable to all members with a little explanation. However, what happens if you want to radically change your guild’s identity? Is it possible, for example, to mold a casual guild into a hardcore raiding team?

Yes and no. In order to explain how a gradual shift might work, I am going to borrow the rather disgusting metaphor that my fellow CD officer, Bruug, used in our last officer meeting. Imagine that your guild is a cute little froggy, and you’d like to boil him up for dinner so you can snack on some delicious frog legs. If you drop Mr. Croaky into a pot full of boiling water, he’ll jump right back out. However, if you stick him in room-temperature water and turn up the heat a few degrees per minute, he’ll be perfectly happy to sit in his nice warm bath and cook.

Gross, huh? I’m not suggesting that you eat your guildmates. However, if you think that your guild has the potential to grow in a certain direction, take gradual steps to get there. Members tend to resist change. They like what’s comfortable and what works. Many people would say that you can’t take a casual guild and turn it into a hardcore one, and they’d be right in principle. Yet, CD has done that in practice, and without consciously trying (apparently we figured out how to poach a frog all on our own). If the will to be more competitive is already out there among your membership, you can help that along. Change will occur organically, but it will do so more surely and effectively if the hand of leadership gives it a nudge or two. Like a careful gardener, you can influence your guild to grow in certain directions. However subtle the changes, I do urge Guild Masters to be as transparent as possible about their vision for the guild. This is only fair to your members who, after all, did not sign their guild contracts in blood. Well, all except the warlocks anyway, and that was because their other pen ran out of ink.

Build Your Own Guild Part 9: Ambition

Once you have your own little Raid Machine up and running, it’s very easy to get a particular kind of tunnel vision. In the context of Burning Crusade, many new raiding guilds or casual raiding guilds worked and struggled to become the kind of organization that could reliably clear Karazhan. However, once Prince started going down every week, these guilds stalled out or stagnated. Believe me, I’ve seen it–I used to be in one of those guilds! One week, the end boss of the entry-level raid is dead and every one is happy. The very next week, the best players are leaving the guild for more progressed organizations on other servers.

So, What Happened?

Many Karazhan-capable guilds encountered problems after they cleared the place for one simple reason. The guild’s wildest dream had come true, and it’s hard for a guild to outlive its founding vision. When you are at the helm of the raiding guild, it is your responsibility to adapt your goals and plans to a changing environment. Always plan weeks or months ahead, and make sure your guild is aware that you have a vision for their future.

Making Plans

Your thoughts and planning should extend to at least one instance beyond where you are. Collateral Damage practiced an extreme version of this. Because we started late, hitting Serpentshrine Cavern only in January, we had a very small window of time to clear two full tiers of content. We are less casual now than we were when we started, and we spent a full five months in T5. However, we started thinking about the next step about the time Leotheras went down. At the time, attunements were still in place for T6, and the officers started planning and strategizing about how we were going to kill Vashj and Kael. We shared part of our plans with the guild, in the first of what became a series of goal-setting posts from our raid leader.

In T6, we knew time was running short. Attunements were lifted just as we were ready to start, and we knew that Sunwell was on the horizon. Our goal, however, was to get through Illidan and Archimonde–we didn’t think about anything beyond that. We made posts promising a dead Illidan by the end of the summer, and all of my recruitment ads promised full clears of T6 by that time. And you know what? We did it. I think that the planning, goal-setting, and above all, the stubborn refusal to accept the possibility of failure allowed us to do it. Mind you, we’re not a hardcore guild, and we were even less so the first time we took a peep at Naj’entus.

On Progress

In order to survive, a raiding guild must always have progression in mind. Some weeks no new bosses will die–that is only right and good, as it is the sign of challenging content. We don’t want it to be easy, right? However, a guild must never be content to rest on its laurels and only raid farm bosses. As your group masters more and more bosses, the farm list will grow longer, potentially leaving less and less time every week to work on new content. There are two ways to manage the dichotomy of progression and farming: the fast method and the slow method. Each way has its own benefits and drawbacks.

The Fast Method

Following this method, a raid leaves farm content behind as soon as it is feasible. The raid may set some essential gear goals, like a certain amount of tank health or survivability, but no attention is paid to the completion of gear sets or the acquisition of best-in-slot items. End bosses in particular, because of their relative inaccessibility and high level of time investment, are more or less neglected. The raid may kill the end boss of an instance three or four times at maximum, and all fights in the dungeon will not be on farm status before the raid moves on to the next boss. Inevitably, gear gaps arise, as people do not have the opportunity to collect all the gear from the instance. In Burning Crusade, players looked to badge gear, craftables, and Zul’Aman gear to fill the gap. Similar opportunities for gear outside of raids may also be available in Wrath. This method allowed Collateral Damage to get through T6 in short order, but if you ask some of our members, the progress was too fast at times. The pressure was consistently high, especially for a casual raiding guild, and members spent a great deal of time outside of raiding optimizing their gear.

However, the great benefit of this method is that players never get bored. The challenge is consistent, and the raid doesn’t stagnate. Even if they farm on Tuesday, they know they get to wipe to fun new content all night on Sunday. If you are a guild behind the curve of progression, which many guilds that start up at the dawn of Wrath might be, this is probably the best progress model to adopt. Before you do, however, make sure your players are up to the pace.

The Slow Method

According to this tactic, the raid farms instances until the majority of its players complete their gear sets. These guilds do spend time on new content, but they happily farm the old until they reach a comfortable overall gear level. If the guild follows this method, the members have little need to acquire gear outside of raid instances. They can spend their non-raid time in less stressful ways. The risk, however, is that members will get bored. Over time, a good raid can master so much content that it is impossible to go through it all in a week. There will always be people who want one last thing out of an old dungeon. Take, for example, all those raiders, casual and hardcore alike, who farmed Karazhan into the ground.

The slow method, however, can backfire as easily as the fast method. Raiders may become complacent and sloppy if they’re not motivated to reach new content. It feels terrible to wipe repeatedly to farm content–this is what happens when players do not pay attention or, worse, stop attending farm days.

The Happy Medium

Is there a way to combine the approaches? I would tend to say yes, but from my experience, certain types of guild structures manage the struggle between farming and progression better than others. Naturally, hardcore guilds are the best at farming–they have structures that ensure their members’ attendance, and those members tend to be really interested in raiding anyway. Smaller guilds will always have an easier time leaving instances behind than guilds with deep benches because they have less members to outfit. However, small guilds run the risk of not filling farm raids if members lose interest. However any raiding guild, regardless of size or structure, can both farm and progress, as long as its leadership is actively managing the relationship between the two. The key idea here is responsibility: farm responsibly, and progress responsibly. Here are some tips on maintaining the equilibrium between these two opposing terms.

1. Farm it like you mean it.
When you do farm old content, or clear the front half of an instance in order to get to new bosses on the back, play as if every fight were a progression fight. Many raid leaders will be tempted to be more inclusive on farm rosters, letting more casual members of the guild see the content. Do this with caution. Make sure that whoever you bring along will not slow the group down. Your highest commitment should be to your regular raiders–make them happy, and you will have a stable guild. I also advise against allowing raiders to bring alts in farm content. In the long run, they will be sorry they spread their DKP over more than one character, and their play may even suffer because they have not concentrated adequately on one class and role.

2. Always have progression time.
In a 12-hour raid week, which seems to be a typical raid schedule, try to dedicate at least 4 hours to new content. That is enough time to take down a new boss if it’s fairly easy or to make significant progress on a difficult one. I have seen bad weeks and good weeks of raid progress, but the only thing that guarantees a stagnant week is dedicating insufficient time to the fun new stuff. Make sure your people have a reason to farm quickly–they should know that, at the end of their raid week, they get to challenge themselves with something new.

The key idea here is reasonable progress. Don’t force your raid through content at lightning speed, but don’t let your group stagnate either. Remember that a guild that makes steady progress will be happier and more stable than the server-first guild that rushes through thanks to sleep deprivation and a Raid Leader who knows how to crack the bullwhip.

After all, what are you going to do when you run out of content? At that point, it’s all farming until the next patch comes out. Make sure that when your guild gets to that happy point, the members all like each other enough to stick around through some slow farming weeks. That’s the kind of organization with real staying power.

Build Your Own Guild Part 8: Dealing With Feedback

Successful guild masters and officers are always attentive to the concerns of their membership. It is your job to understand your guild’s psychological makeup and status. If your raiders are happy and enthusiastic, you’re probably aware of it, as people tend to be demonstrative about positive emotions. However, little worries and concerns can bubble below the surface of an otherwise stable guild, and, without the leadership ever being aware, a small problem can turn into a guild-breaking one overnight. How can you address these explosive problems before they grow to dangerous levels? Read on for some tips on eliticing–and dealing with–feedback from your members.

How Do I Get Them To Talk to Me?

Face it, Guild Master, you are one scary dude or dudette. You are The Man (or The Woman), and that means most people will tiptoe around subjects that might be controversial when you’re around. Rest assured, however, that your guild members have opinions, and they want the leadership to listen and to react to them. Here are four things you can do to get your guildies to tell you their little secrets.

1. Have Guild Meetings on Vent
Collateral Damage does this every couple of months, and it’s quite helpful. The officers start out with a little “state of the guild” address and then turn over the floor for member questions and concerns. Now, when it’s time for members to talk, don’t expect the discussion to start immediately. I learned through teaching my college classes that a little silence is ok at the outset of a discussion. People are getting their thoughts together and mustering the courage to speak. You can ask little questions to prompt them, but make sure you let people have time to get the ball rolling. From what I’ve observed, the first person to speak will say something really positive. Others will comment on it, but the feedback will start to roll in. Eventually, you may get people’s most passionate objections to your guild policies. The important thing in such meetings is to listen. Let people know that you will hear their concerns and take them to the table at the next officer meeting.

I can tell you, sometimes CD officers have felt frustrated and under-appreciated at our open meetings. Try to think beyond yourself and your immediate reactions. Is there something helpful you can learn from a person’s complaints? We’ve found that even the most ardent whiners aren’t able to sidetrack the guild from its most cherished goals. However, we’ve also discovered some useful information in open meetings. In at least two cases, at the next officer meeting, we changed policies based on public opinion.

2. Post Officer Meeting Notes
Officers spend a lot of time discussing policy in meetings–earn credit for that time with your members by posting notes. You don’t have to expose every controversy, and naturally, anything pertaining to specific players should be kept quiet. However, when you’re writing new policies, a little item in your notes that says something like “Discussed Revisions to Attendance Policy” will let your members know that the officers are actually responding to the changing conditions in the guild. CD allows members to comment on officer meeting notes–we get many good ideas this way.

3. Have a Feedback Forum
CD has a forum in which only officers can post and everyone can reply. The purpose is to elicit member opinion on major policies. Recently we have decided to implement a Raider Status and attendance requirement for Wrath of the Lich King. Our policy drafts went up in this forum, and there was a lively exchange between officers and members. We were able to clarify our intentions, and the final document is, as a result, very clean and easy to read. Of course, some members disagreed with the officers’ decision and thought that we should continue without Raider Status. We tried to assuage their (mostly unfounded) fears, but we did hold firm to what we had decided. However, some of those objections led to clearer policy, and as such, they were a very fortunate thing.

4. Allow Members to send PMs to Officers
Your guild website should have the capacity to send Personal Messages. These are like emails, only less formal. When CD members have personal complaints–either something they want to keep private or something that only affects them–the best way to communicate that is a PM to one of the officers. If they do not request that the note be kept private, often we share these with other officers so we get a balanced solution. A good example of this kind of issue is the perennial loot quandary. It has happened several times that a CD member has felt that loot was distributed incorrectly. Sometimes the members are right. Inevitably, things go a little bit awry with any loot system. These member issues have actually helped CD officers revise the loot system for Wrath so that it is more fair to all raiders.

The Two Types of Feedback

As a guild leader you can expect to get two types of feedback: legitimate concerns and QQ. Here is how I suggest that you address each type.

Legitimate Concerns:
Sometimes members are able to see around officers’ blind spots. Often the members are first to know when someone has been treated unfairly. Even in the best guilds, this can happen by accident! Make sure your policies are flexible enough to change if they are really not working.

Here are some common examples of legitimate concerns.
1. One of your guild members is behaving in an offensive manner or specifically antagonizing someone.
2. One of the guild policies has had unintended consequences. For example, there might be a loophole in your loot system, or you might be distributing BoE items like Hearts of Darkness in an unequal manner.
3. A specific member or subset of the guild is feeling overworked or burned out.
4. Something in your raid strategy is not getting desired results.

Sometimes you’ll get a PM and just know that the person has a valid point. When that happens, don’t panic. Reply to the person and let him or her know that the issue is going on the next officer meeting agenda. Make sure you talk about it, and make appropriate policy, rostering, or strategy changes.

QQ

The letters QQ are meant to resemble crying eyes, and QQ is synonymous with whiny complaints. QQ is constant and unavoidable. I am going to make a radical suggestion here for how to deal with this. As you read or listen to the complaint, try and imagine that it is legitimate. Even if you end up disagreeing with the person or even reprimanding her, hear her out before you do that. QQ is called QQ because it’s communicated in a less-than-constructive way. However, separate the content from the means of delivery to find out if, behind the tears and snivels, there is actually a valid issue to be addressed. If the person has a point, put their issue on the meeting agenda just like any other member concern.

The following is a list of issues people tend to feel passionately about in the game. As such, they are likely topics for QQ.

1. Loot Issues.
This will always be the number one cause of weeping and gnashing of teeth in the World of Warcraft. Most of these complaints are unfounded. If you have a loot council, you will be dealing with this often. Try to make the person reasonable, or at least resigned.

However, sometimes loot issues are very much legitimate. If someone is concerned that he consistently gets passed over for loot or that others of his class and spec with similar attendance have significantly better gear, he is probably right. Loot systems of whatever type tend to have loopholes through which many purples flow. These complaints are a way to discover if your system is really working the way you intended it to. It may be that “unlucky” players, or players in certain roles, truly are not getting their fair share. If this is the case, do something about it! Whenever you find injustice in your guild, stamp it out!

2. Personality Conflicts.
In a raiding guild of 35+ members, not everyone is going to get along. Members who are at the high end or the low end of the competence scale may attract a lot of complaints due to jealousy on the one end and resentment on the other. Evaluate each of these complaints for validity. As an officer, you need to know the difference between one of your raiders having a bad day, or a bad week, and just plain out being a bad egg who either does not play up to the standard of your raid or makes everyone miserable. You should also ask pointed questions to decide if harassment is involved. For example, if one of your female members is having to field consistent come-ons from a male raider, this is a legitimate complaint and you should probably kick him. Many guilds let rampant sexism, racism, and all-out prejudice go on in g-chat or vent. In my opinion, this kind of thing isn’t very funny–or very conducive to successful raiding. I would rather play in an organization that’s open to different types of members. Sure, Collateral Damage cuts loose a bit late night on vent, but on the whole we’re an organization that 10-year-old girls could happily and safely belong to. “Cutting loose,” by the way, is different from encouraging prejudice. No one minds a little innuendo or even well-meaning jokes at someone’s expense–the problem comes when members harass each other. As a guild leader, you should be able to tell the difference.

3. Bench Issues
The #1 topic of PMs sent to officers in Collateral Damage has to do with raid scheduling. Long story short, people want to be in when it’s convenient for them and out when its not. A lot of people feel frustrated that they’re not in full control of when they get picked to raid. For the most part, people just have to deal with it. Officers can lend a sympathetic ear, but we know that we have to balance the needs of many different people. Bench happens, more often than some people would like. However, if a person complains that they are consistently being passed over for a raid spot, you need to investigate that issue. Look at that person’s attendance and performance. Does he have a legitimate complaint? Has he been forgotten, or is there a deeper issue? Is someone getting preferential treatment and not sitting their fair share of time? If so, rectify that immediately. No one–especially not officers–should get out of sitting the bench. Sometimes, however, the raid leader is perfectly justified in sitting a player frequently, especially if he’s not performing up to the standard of the group. This can be a good opportunity for the class or raid leader to work with this person on improving his play. After all, raiders are supposed to want to play up to their potential. If that interest isn’t there, it could be time for a frank talk about that player’s status in the guild.

Conclusions:

Don’t fear feedback from your members. Embrace it, and deal with it in a timely manner. After all, you are in service to your guild members. They’re really not trying to ruin your day. When members complain, they do so because they care about the quality of their in-game experience. Never fall back on the “it’s just a game” excuse for unequitable behavior. Sure, it’s a game, but games have rules. They’re only fun if you follow them. One of the rules of being a GM is to create an environment your members feel comfortable in. Otherwise, you’re no better than the three year old who kicks over the Monopoly board and then sticks the house from Park Place up his nose.

Build Your Own Guild Part 7: Day-to-Day Management

For the sake of argument, let’s assume that you’re a new GM, and your guild is finally up and running. You have enough members to start scheduling events, and you’re running at least some raids every week. It might be logical to think that your task as GM is done–if you’ve put in good policies, the guild will run itself, right?

No, dear reader, it won’t. Think of the guild master as the helmsman of a large and unwieldy ship of state. All you can control is your pressure on the wheel–storms will rage above, and whirlpools will draw from below. Heck, in the context of WoW, it wouldn’t be at all out of place to have to deal with a nasty Kraken or two, or at least a few Bloodsail pirates.

The day-to-day business of managing a guild takes time and energy. Many prospective guild masters don’t realize quite how many of their personal resources will go into keeping their organization healthy. At this point, many GMs get frustrated and hand over the leadership. Others fade into the background, letting officers or vocal members de facto lead the guild. A good GM, however, will always be a strong presence in the daily life of the guild.

But…It doesn’t seem like GMs do much!

Most of the work of a GM or guild officer occurs behind the scenes. For many valid reasons, guild members may not be made aware of every little argument or controversy. It’s important to maintain the appearance–and by extension, the reality–of peace in the guild, so discretion is key. For example, my guild is having a bit of a difficult time right now differentiating between friends and family applications and raiding applications. It’s been a multi-hour topic of discussion in officer meetings and the subject of lively debate. We wanted to make sure that the policy we put in–which is now fairly strict–suited our overall guild ethos. However, those hours of talk led to a policy that could be expressed in 50 words or less. What our members see is those 50 words, not the work that led up to it. When I mentioned, in an offhand way, the “F&F controversy,” to a member, he was surprised to learn that officers deal with so much stuff that just doesn’t filter down to the members. This is a good thing. Members are there to play and have fun, and the officers and GM make sure that they are able to do so.

A GM’s Weekly Quests

To borrow a metaphor from the game we all love so much, think of the GM’s job as a series of repeatable quests. The following list details the essential duties that GMs or officers must perform every week, just to keep a healthy guild on an even keel. In WoW, a week is like a year of real time. Guild morale can sink fast, and virtual organizations require constant maintenance.

1. Be Present

The GM and the officers must be a part of most guild events. You should have a hand in the planning for the raid events, and you should raid very regularly. I also advice GMs to put in some face time outside of raids. If you invest your officers with enough authority, this task can be shared. In general, if a significant portion of your guild is interested in doing something, the leadership should participate. Make sure that you don’t simply disappear for several weeks if you get occupied with real life–the guild should know what’s going on. Otherwise, when you return after 6 weeks in Paris, your guild might not exist anymore.

Never underestimate, moreover, the power of just hanging out. Let your voice be heard in g-chat and vent–that way, your guild will come to know you as a person, and not just The Man or The Woman in charge. Don’t censor your personality too much. For example, I let my guild see my silly sense of humor and my love of pets, in-game and out. One guild member referred to me as our guild’s personal lolcat–and I took that as a compliment. I DO like to run around in cat form before raids asking if I can haz mage bizkits. However, don’t let things get too personal. You can share your deepest issues with good friends, but as GM, you need to maintain a degree of professionalism–which means a little distance between your guild and your personal life. If you’re having a fight with your girlfriend, you probably shouldn’t discuss it in g-chat.

2. Keep Your Ears Open

If you’re the GM, you probably don’t have to fish for members’ opinions too often. More than likely, they will share them with you unasked. However, some might not feel completely comfortable talking to The Man, so enlist your fellow officers (particularly any understanding or nurturing types) to keep their ears to the ground, so to speak. If there is a dip in morale in the guild, you should know about it. The person who does recruiting for your guild can probably help you out here. A good recruiting officer will be an advocate for applicants and initiates, and long after they become full members, they will probably feel comfortable talking to that person.

3. Respond to Member Concerns

If a major issue arises–like a serious argument over loot that plays out publicly–don’t just let it drop. Meet with your officers as quickly as possible, make a decision, and explain it to both parties. Someone will inevitably be unhappy, but you want to let your members know that you are capable of handling problems. It also might be a good idea to write a summary of any major decisions–especially if the controversy affected several players–and post it in a read-only forum in the website.

If a minor issue comes up–and they do all the time–make it a topic at the next officer meeting. Officers and GMs alike will receive many tells, emails, or website PMs per week about specific member concerns. Sometimes the member asks you to keep the complaint confidential, but more often, the member wants the leadership to know about and address the concern. Collateral Damage talks about all such requests–both legitimate issues and whiny QQ–at officer meetings. If a member sends one of us a PM, and doesn’t tell us to keep it quiet, it goes on the agenda. Sometimes the decision we make is to do nothing, and sometimes that’s the right call. However, most often something is done to resolve or clarify the issue.

It is important that your members know that their requests will be considered. Once the officers have made a decision, be sure to communicate it to the person who originally asked the question. Even if the answer is “no,” for the most part, people are glad that their ideas were considered.

4. Do Your Homework

It’s highly unlikely in an organization of, say, 50 members, that the Guild Master would happen to be the best player. That usually is not the case–statistics are against you, future GMs. You may not be able to control your natural aptitude for fast-twitch movement, but you can control the amount of information you can master. A Guild Master should do everything possible to be a better player and a better leader. Know your own weaknesses, and work to overcome them. For example, my own personal weakness is panic–sometimes I’ll do the wrong thing in a raid if I get startled. What’s the solution? Never be surprised. I read up on the fight mechanics and rehearse them to myself. I still feel the panic when I see a boss ability for the first time, but with a little coaching, I can usually control my reactions. It’s not enough to know, for example that Illidan does a Dark Barrage in Phase 2. For me to handle it adequately, I need to have linked the ability to the counter in my head, as in: “Okay, Dark Barrage–when it’s my turn in the rotation, that means I target the affected player and hit my Nature’s Swiftness/Healing Touch macro.” Figure out your personal kryptonite as a player and find ways to work around it. It might seem a little petty, but I have seen many players criticize their guild masters for being bad players. I know that different skills are involved in being a great raider and in being a great leader–but try not to give the QQ machine any more ammo than necessary.

It’s one thing to master your own class and spec, but as GM, your research needs to extend beyond yourself and your immediate needs. You are your guild’s visionary, and if you don’t have a sense of the future, your guild is lost. Always know what’s on the horizon, both for the game in general and for your own guild. For example, a guild master at this moment should be very informed about raiding post patch 3.0.x and in Wrath. The GM should have a sense of how things have changed with the new patch not just for her own class, but for every class. A good GM will be checking the news sites daily, and he or she will be leading the officers in discussions about how the guild will change once the expansion hits. My guild is extremely forward-looking, to the point of already having our first Naxx 25 on the raid calendar. We already have many policies in place for Wrath–with some major changes to suit the new raiding paradigm–and we are planning a mini-retreat (virtual style) in which we meet for multiple hours two days in a row and hammer out the final details. It’s entirely possible that some members will be just as interested and informed as the officers, but they certainly don’t have to be. When the game changes, you, the GM, will have to guide many of your members. The information is out there–inform yourself so that you can teach.

If you are also the raid leader for your guild, your task multiplies. You must absorb all of the information available about the bosses you will be taking down, and you should stay several bosses ahead of your guild’s raid progression. Once again, your task will be to teach others, and your ability to communicate information will help you construct your authority as leader. However, raid leading is truly difficult. The only way to get better is to practice, practice, practice. If you’re new to leading, let your guild know, and be humble about it. Usually, people will be understanding. The worst thing you can do is to get defensive. Try to master your task and keep a strong command of the situation, but if that fails, don’t be afraid to take suggestions.

5. Maintain Dialogue With Officers

I cannot stress enough how important it is to have a weekly officer meeting. Do not make all decisions yourself. Even if you are the final arbiter, discussion and negotiation are helpful processes. The officers’ meeting has a very significant benefit when it comes to making new policy. Even with only three or so officers, there will be a diversity of opinion. The give-and-take from an officer’s meeting will help you workshop your ideas. By the time you present new rules to the guild, you will have already worked out many of the problem areas.

In addition, officers should participate in the little daily tasks of guild management. Make sure that members are aware of what officers do and the authority that they hold. If members don’t observe the officers making decisions, they’ll take all further concerns and QQ directly to the GM’s virtual door. Moreover, they might feel resentful toward a too-powerful GM. No one likes to feel like they belong to an organization led by a tyrant! Where the balance of the the day-to-day work in your guild falls–on the officers’ shoulders or on the GM’s–is entirely up to the individual organization. Collateral Damage is quite unique, but we’ve been extraordinarily successful without a true GM. Instead, we’ve got 8 officers fully invested with GM-level powers, and we all serve as checks and balances for each other. I can tell you, our bargaining and negotiating skills have gotten quite good over the last several months.

Conclusions

Guild management always takes more time than you expect, and it will scale with the complexity of your organization. Raiding guilds in particular are delicate to manage. If you want to maintain your own authority–and a stable guild–you have to get used to working for the good of your organization on a consistent basis. Yes, this means that the GM is held to a higher standard than the members. For you, it’s not all about fun and games–you have responsibilities too.

Guides to 3.0.2

• Too Many Annas Best of 3.0 and Wrath Information
• WoW Insider’s Patch 3.0.2 Roundup

Didn’t feel the need to do one of my own. Already technically contributed to the Priest column (and really inaccurately at that).

Happy patch day!

Most likely not going to update a whole lot of addons. Not sure how much more we’re going to raid. Just going to update raidframes and thats it. Going to try to configure key bindings via WoW default interface (Thats going to be fun).

To do list

• UBRS for the Leeroy title
• Leveling every capital city and smashing said leaders
• World domination

Might squeeze in some study time in there. Who knows?

Build Your Own Guild Part 6: Scheduling

It seems obvious, right? Every guild has to have events. If you have no events scheduled, then your guild isn’t really an organization, is it? It’s more of a dis-organization, if you will.

While all guilds have events, their success with scheduling and filling these events varies widely. This post is all about organization. After all, the main reason that most of you members were looking for a guild in the first place is that they wanted other people to schedule their leisure time activities for them. You, as guild master, will be providing a useful service to members through your events calendar.

The following suggestions are some common-sense tips that will help you keep your rosters full and your guild members happy.

1. Keep A Consistent Raid Schedule

Let me give you a real-life example of the pain and suffering that can occur if weekly schedules don’t stay consistent. I live in a historic district, and I get a flyer every month telling me which days the city will pick up garbage. This month, there are two Friday pickups, a Monday pickup, and a Wednesday pickup. Now, what are the chances that I’ll put out the garbage on the wrong day at least once? I’d say close to 100%. In addition, since the Monday pickup follows a Friday pickup, I just won’t have much garbage to share with the city–but believe me, by the Wednesday after that, it will be a different story. The same thing can happen if you don’t raid on the same days every week. Your members will get too much–or too little–of the raiding goodness that they all love.

If your guild is a raiding guild, the schedule needs to show that raiding is your first priority. My guild raids Tuesday, Thursday, and Sunday, which seems typical of guilds that raid for a moderate number of hours. More hardcore guilds often raid Monday-Thursday and leave their weekends free, or at worst, clean up an end boss on the weekend. Remember that any guild has to give its players time off. I’ve seen guild schedules that essentially say “we expect you to be on every night, and we’ll go raid something.” With that more chaotic model, you risk either 1)raiding 6 days a week or 2) never raiding at all. Either one will lead your guild on a quick stroll down the Path of Anguish.

As for the hours you choose, Collateral Damage found it helpful to poll our members about their schedules. We have some west coast players and some east coast players with small children to put to bed, so we’ve ended up raiding more of a west coast-type schedule, with a start time at 10:30 EST. For an east coast guild, more typical hours might be 7:30-11:00 EST. Make sure you plan carefully before you slap hours up on the schedule. Everyone will have to make compromises in order to stick to the raid schedule, and the earlier you can determine it, the better you can communicate this schedule to recruits.

2. Use Your Guild Website for Scheduling

Even though WoW is about to implement an in-game calendar, I urge you to use your guild’s forums to schedule events. The reasoning is twofold. First, signing up for or reading about raid events will draw your player base to your website every week. Once they are there, it’s easy to participate in discussions or use the forums to ask questions or share ideas. You want an active website! It’s a sign that your guild is healthy. In addition, if you schedule on the website, you will have an easier time taking attendance in the long run. Even if people don’t sign up for events, you will know exactly when and where all of your events took place.

3. Make Rosters Ahead of Time

This piece of advice is fairly controversial. Most hardcore raiding guilds simply expect their members to attend every raid, and they fill the roster and bench only when people arrive for that day’s event. I advise you to plan ahead. I’ve watched many other guilds cancel events during this period of expansionitis because their members simply did not show up. If you roster ahead of time, people will also know when it is their turn to sit the bench, and you will have a written record of their presence on the pine pony. This way, if someone complains that she always sits bench, you will be able to evaluate that statement accurately by going over past rosters. If you absolutely don’t want to make rosters, I urge you to create forum topics for events anyway and have people reply ONLY IF they cannot make a raid. This practice will let you know whether you have to cancel a bit ahead of the event.

4. Let Members Schedule Fun Events

As the guild master, you cannot expect to everything yourself. Either some tasks will be done badly, or you’ll get burnt out on guild management in short order. I suggest that you and your officers take control of all progression raid scheduling, but that you allow members to schedule 5-mans, PvP, holiday events, or nostalgia runs to old content. Many players will do this very enthusiastically–encourage them, and support these events with your participation. It is helpful if the GM isn’t in control of everything. Sometimes it’s nice just to play along and let someone else be in charge.

5. Think Ahead

You will have to do some week-to-week planning based on your raid’s weekly successes and failures, but you should always have a master plan. Share your vision with your guild. Periodically, Collateral Damage’s officers throw “raid progress” on our weekly meeting agenda. We tend to sketch out 4-6 weeks at a time and try to come to some agreement as to our immediate goals. Then–and this is important–one of the officers shares this vision with the guild through a forum post. My experience is that when you put it out there in writing, it shows strength and confidence to your members. For example, our raid leader posted in May that we’d be standing on Illidan’s dead body by the end of the summer, and guess what? We did it. I’m not sure we would have without a clear sense of purpose.

6. Beware of Breaks

Burnout does happen in raiding guilds, and at some point, either you, one of your officers, or some of your members will suggest that the guild take a break from raiding. I have seen breaks backfire many times. My former guild, Random Acts, used to take breaks from Karazhan pretty regularly, and even when notices were posted on the website, people worried that a break meant that a guild meltdown was imminent. My suggestion is to have some events every week even during dry times. For example, Collateral Damage has scheduled our first Naxx 25 raid for the first week of January, but that doesn’t mean there will be no events between the Wrath release date and that time. We plan to schedule events every week on our regular raid nights. We’ll do group quests and 5 and 10 man dungeons, and maybe even go back to Sunwell if we’re feeling the itch to raid. Our players badly need a break from raiding, and most of them want a long chunk of time to enjoy leveling and spending the holidays with their families, but the guild isn’t just going to be sitting idle. For the benefit of those members who need a break while the guild is still raiding, I suggest putting in an attendance requirement that is less than 100%. That will let people safely take a day off here and there with no dire consequences, either for themselves or the guild. In turn, you should recruit until your guild can comfortably run its raids if a few players are absent.

Conclusions:

The health of a guild can be judged by the quality of its organization. I’ve seen guilds full of great players flounder and bleed members because they just couldn’t schedule properly. My guild, on the other hand, has used its great scheduling skills to outlast many other guilds on the server. I’m sure that we’ve climbed the ranks not just because we’re good players but also because we’re consistent. That kind of stability can only come from the top down, so it’s up to you, the GM, to make sure things are done right.

Build Your Own Guild Part 5: Membership

Once you decide what kind of organization your guild is going to be, sketch out rules and policies, and design a leadership structure, you are ready to build up your membership. Ideally, if you have an ambition to start a brand-new guild, you already have a stalwart band of friends and associates to sign your charter. I would go so far as to say that it’s essential to start any new organization with at least a couple of members–it will be extremely hard for just one person to follow the recommendations I’m going to make in this.

1. Get the Word Out

I hate to break it to you, but a guild of one–or even ten–isn’t going to be able to accomplish much. Ideally, you need to bring in a lot of people quickly. How can you do this with a new organization? If I were starting from scratch, I would do the following four things. This set of tips assumes that you want to muster your troops right now, ahead of the expansion.

a. Go through your entire friends list and send everyone a note about your new guild.
b. Advertise on your realm forum and bump it once per day.
c. Start pugging instances obsessively and talking about your guild to everyone you meet.
d. Sponsor and lead open events, like a pug Karazhan, or for the ambitious or more experienced, ZA bear runs, Magtheridon or even Hyjal. The events you lead depend on your level of experience in the current content and the number of members you have at startup.

At this early stage, you may choose not to have an application process and may invite all who are interested. This is not a bad idea when you’re getting off the ground, but it could make raiding difficult later. It’s hard to get people to apply to an organization that doesn’t have a track record, but some people will take a chance if they’re offered a spot in a more informal manner. I advise you to find a middle way and only invite players you or another officer have had a conversation with. You want them to know ahead of time what kind of organization they are joining.

It bears mentioning, also, that prospective members will judge your guild by your behavior and the behavior of your officers. Now is the time to watch everything you say and do on your server–make sure that you reflect your guild’s values in how you treat other players. Now is NOT the time to spam trade channel.

2. Get Friendly With Other Guilds

Alliances between guilds can be formed on the basis of just a few friendly words passed back and forth. My current, very successful guild began when one of our tanks saved one of our healers from certain death in Blade’s Edge Mountains. They got to talking and found that they were both officers in Karazhan guilds with the ambition of moving on to 25-mans. At that moment, the seeds of an alliance were sown.

Alliances and cross-guild friendships have many different uses. You may want to partner up with another small guild at some point and run instances together, even if you keep your two guilds separate. Friends in other–ideally more progressed–guilds can be a source of help and information. For example, many members of Collateral Damage have friends in Cohors Praetoria, a more progressed guild on our server. The lovely people of CP have sold us Hearts of Darkness for cheap and have advised us on many boss fights as we’ve gone through T6 a few months later than they did. Some of their players have even offered to fill spaces in our runs if we need them. In return, CP has used our raid ID at least once to get an Illidan kill without farming the whole instance. These kinds of cross-guild arrangements are golden–they are mutually beneficial, and they tend to leave everyone with a good feeling about the virtual community. In addition, at times we’ve shared information about recruits, particularly about certain bad apples. Ideally, if one raiding guild on your server recruits and later /gkicks a whiny, greedy player, their recruiting officer will inform other guilds about it. Sometimes it’s difficult to tell what a player will be like from an application alone.

I urge you, as a prospective GM, to open a line of dialogue to the recruiting officers of other guilds on your sever. It’s a recruiting officer’s job to talk to people–if this person is halfway competent, he or she will be happy to have a conversation with you. Something I’ve done in the past, whether or not I knew much about the guilds in question, was to refer good applicants that were not right for my guild, either because they were not prepared for T6 or because we didn’t have space, to other guilds on the server that happened to be recruiting. I judged these guilds based on their ads and on the players that I knew, and have referred people to the ones that seem like class acts. Especially with the changes leading up to the expansion, there are enough players to go around for everyone. If you get to know some recruiting officers, they will probably be glad to help a new guild out. Established guilds can’t take anyone and everyone who comes their way. I know CD can’t even take all of the good applications. I always try to help anyone who applies to find a new guild home, when I can. If I knew of an enthusiastic new guild that was trying to build itself up, I would certainly point people that way. In turn, I know that many of Collateral Damage’s players have filled spots in other guilds’ T4 and T5 runs when particular classes are needed. If you reach out to others–particularly players that you know are classy, friendly individuals–people will most likely support you.

3. Recruit Creatively

Once you get a few members on the roster, you can fine-tune your recruiting a bit. In order to find players to fill specific roles, follow the 10-step guide I wrote on this type of recruiting. The guide assumes that you already have an existing player base, so you may have to adjust some of the advice to suit the needs of your brand-new guild.

What Do I Do if I Want to Start Once the Expansion Comes Out?

It may have occurred to you that most of the advice in this article applies to those who want to get their guild off the ground ahead of the expansion. It is true that the time is running short, and that you may prefer to start building a membership base during the leveling phase of Wrath. That approach has a set of advantages.

1. Many players may return to the game at that time, and some of those will be free agents.
2. It’s easier to leave a guild during a leveling phase than during a raiding phase, so some raiders will suddenly be free once Wrath hits.
3. Expansions in general are a time of change–some old guilds will implode when it hits, leaving their raiders homeless.
4. Some guilds will downsize to 10-man content, and some of their players will leave.

It sounds great, right? The only drawback to starting your recruiting drive when Wrath hits is that with everyone leveling at the same time, you may not be able to distinguish the kind of player that you want from the herd. If you pick up lots of players as they level, it will be hard to tell who will be able to make a commitment to raiding. This is in some sense an unavoidable problem for a new guild. My advice is to plan for continuous recruiting. Bring in more people than you think you will need, and sort out the difference between raiders and non-raiders once you actually start tackling 10 or 25 man content in the expansion. And yes, if you do general recruiting early in the expansion you may have to draw some distinctions in your guild roster between raiders and non-raiders, but that, dear readers, is a topic for a different entry in the series.

Happy recruiting!

Build Your Own Guild Part 4: Leadership

If you can, dear readers, stretch your reflective faculties for a moment and recall the first article in the Build Your Own Guild series, in which I urged future GMs to start forming an officer corps. This entry will delve a little deeper into the question of leadership and show you how to construct and maintain your guild’s hierarchy. The principal lesson here is delegate, delegate, DELEGATE! This article will show you how officers and GMs work together to govern the unique virtual organizations we so casually refer to as guilds.

History Lesson: Getting Medieval

I would like to meditate for a moment on the word “guild” and its history, as I think its origins are rather instructive for MMO players. A guild, in the medieval sense of the word, is an association of tradesmen, artists, or craftsmen. Guilds oversee the production and distribution of material goods, and they regulate both practitioners of a trade and the larger market in which that type of product is bought and sold. My favorite guild example dates to cinquecento Italy. Imagine Renaissance Venice, her canals a-stink with the smells of a thriving fishing industry, her now-white palazzi ablaze with murals in every color of the rainbow. Somewhere in the Serenissima, probably next door to the leather-curers guild or the paper-makers guild, Tiziano Vecellio runs his own workshop. He sees himself as a craftsman, rather than an artist, producing goods for sale. He is the Master, and his is the signature on most of the products. His employees, however, are also craftsmen, some of them as talented as the master, and Journeyman and Apprentices work together to create great pieces of art. Sure, Tiziano himself may be the one to sketch the Madonna’s face, but what about her hands? Guess what? Renaissance art was a cooperative enterprise, and just look at the product. Pretty fantastic, eh?

Why the long excursus into metaphor, you ask? For you, the prospective GM, the setup of your guild is your masterpiece–the way you do things at the beginning will prove to all your members that you are a capable leader, someone they can trust. But like Tiziano, you can’t go it alone. You will need help, and the end “product” that you create–namely, excellence in raiding–will be a group effort.

Choosing Officers

If you’re contemplating setting up your own build, you probably have a few people in mind for officer positions. Make sure, however, that your officer corps is not composed entirely of your best friends and your significant other. For a raiding guild, you need a balance of power, and this means bringing people into leadership positions who represent different constituencies and have different perspectives. You will also need to limit the number of officers to a manageable size–too large, and every member who’s not an officer will start to feel left out. The following are my quick tips for forming a workable officer corps.

1. Size

If you plan to focus exclusively on 10-man raid progression in Wrath, your optimal number of officers (including yourself in this number) will be three. That means that there will always be a tiebreaker vote. The percentage of officers to members will still be rather high, especially if you are a niche guild and limit yourselves down to 20 or so players. I think this model will be extremely workable in Wrath. The good news is that if you form a guild of this size, your work as GM will be much less, and you will not need to define each officer’s role to the nth degree. The three of you would each probably be capable of handling any questions your members have, and all members will know the officers personally.

For the 25-man size, the task is more difficult. I suggest either three or five primary officers (including yourself of course). Three will be just fine if you plan to also have class or role leaders to do some of the work, but if you do without them, expand up to five so that you can cover all the necessary tasks. I actually recommend against having class leaders. That model worked better in Vanilla WoW, when specs were less differentiated and there were more people to manage.

2. Diversity of Talents

All of your officers should not excel at the same aspect of the game. They should not be three healers or three dps. You should include your primary Raid Leader in the officer corps, but the other members do not have to be your best players or best strategists. One of them, at least, should be computer-savvy enough to build and maintain your website, if you cannot do so yourself. Try to find people with different interests. And yes, sometimes this means looking beyond your immediate circle of friends. Caution: it may seem attractive to a new GM to appoint as an officer someone who has been a GM in the past. Be careful–this person might be so used to leading that he chafes at just being an officer and effectively undermines the officer corps’ decisions. Have a very thorough talk with any officers with GM backgrounds so that the guild hierarchy–whatever it is–is clear to them.

3. Diversity of Perspectives

Your guild is a raiding guild, so most of your officer conversations will be about raiding, and almost all of your planning will be dedicated to raid progress. You do not, however, need to find officers who agree 100% with your vision. It is best, in fact, if officers to some degree serve as checks and balances for each other. For a real life example, in my guild, raiding is important to every one of our eight officers (yes, too many!) but within that general category, our priorities fall under several subheadings. For some real-life examples, in Collateral Damage, our Raid Leader wants everything to be well-organized, transparent, and planned out ahead of time. The officer who manages our Loot system wants all policies to be fair and all goods to be distributed equally. Our personnel officer focuses on the human side of things–she wants to make sure that no one feels left out. And me? Believe it or not, I’m always the one pushing for faster progress and stricter requirements.

4. Open Positions

When you introduce your brand-new guild to the world, you probably won’t have the perfect balance of officers yet. I suggest starting out with yourself and one other person (or for the large guild model, two) and promoting the rest of your officer corps after you actually begin raiding. You need to see how people operate in their new guild context, but you can’t do all the work alone at the beginning.

Your Management Hierarchy

Let’s imagine that your guild is up and running and you’ve identified and promoted four other people to work with you. Now what do you do? I have seen guilds flounder at just this juncture. People become officers, but it’s a vanity position. There are no clear duties and no opportunity for leadership. In practice, the GM runs the guild by himself. Or worse, no one runs the guild. No events are scheduled, and people associate with each other only in guild chat. Here are 5 ways to avoid the no-leadership quagmire.

1. Weekly Officer Meetings

Schedule a meeting at a mutually convenient time, and hold a meeting every week. Believe me, you’ll have a lot to talk about–some of CD’s run upwards of three hours, and they were longest at the very beginning. You should at the very least check in with the guild’s progress, set the raid schedule for the week, and vote on any potential recruits. This is also a good time to talk through the inevitable member complaints and make plans to address them.

2. Give Each Officer a Specific Task

You chose officers with different talents for a reason. Assuming you’re a large guild with 5 officers, here’s a sample breakdown. As GM, feel free to snap up the role you like best, but if it’s your name at the bottom of the guild panel, expect a secondary job as QQ filter. Your five officers could best divide into the following roles:

a. Raid leader and strategist
b. Loot system manager (if you use Loot Council, this person tracks drops received)
c. Personnel officer (this person takes attendance and tracks raider status/performance)
d. Recruiting officer (woot! This is what I do)
e. Website manager (don’t underestimate this one–it’s a TON of work)

As GM, you need to funnel any specific questions or complaints to the officer who specializes in that area. People will want to talk to you too, but if you get a loot-specific question, pull the loot system manager into vent with you when you talk to that player. You will find that your officers will become experts in their area of expertise.

3. Strive for Consensus

When there is a decision on the horizon, particularly if it’s an important one, don’t just flex your GM muscles and make the call yourself. Discuss any decision that has far-reaching implications in the guild meeting, and let each officer present his or her opinions. Very likely, some of you will disagree on any issue that’s halfway worth talking about. As GM, you may feel tempted to go with your own opinion after nominal discussion, but I urge you to wait it out and let people make full arguments, especially when they feel passionately about something. There should be give and take. If two parties disagree, have them propose compromise solutions until each of them can live with the new policy.

4. Hold Votes on Important Issues

Your officers can only serve as checks and balances for each other if you give them power. Try for consensus first, but what you may find is that not everyone speaks up every time a new policy is on the table. If everyone cannot agree after a reasonable amount of discussion, as GM, it is your responsibility to call for a vote. Except in dire circumstances, abide by that vote. Remember: if you have power as GM, it is only because others entrust you with it. Allowing them a voice will convince your fellow officers to stick around and support you. My guild–which has no GM, only officers–has just now put in a voting policy. We felt that compromises were sometimes worked out only among the most vocal officers, and in any case sometimes we would have 12 hours of discussion over many weeks with no solution reached. We’ve decided to hold votes after 2-4 hours of discussion on a topic when we can’t come to consensus. I am in full support of this idea–even though I’m one of the loud people! If you never vote, you may create a situation in which one person can veto any idea by holding out on the compromise. That can lead to guild stagnation, particularly if it’s a regular occurrence. Sometimes your officers will have to agree to disagree.

5. Know When to Play the GM Card

If you’re going to be the first among equals, you have to know when to step in and put an end to debate. Maybe votes are inconclusive too, or your officers just can’t come up with a decision. In those cases, use your best judgment and lay down the law. Don’t do this too often though–a GM whose attitude screams: “It’s my guild and I can do what I want with it!” won’t be in power for long.

Conclusions

It’s not very fun to be the Supreme Emperor of a nation of one. If you want a happy, healthy, resilient guild, you will need a power structure that puts some of the authority in other people’s hands. Build trust with your officers, and always treat them with respect. They are both your friends and your work colleagues, and the relative unity that the officer corps presents to the guild will determine your success or failure in endgame raiding. People want to feel that their leaders are both well-organized and fair. Use the GM/officer dynamic to create that feeling, and you’re well on your way to climbing up the rankings on your server.

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