1. Don't assume anything. Don't assume that a job is finished until you have results or proof. Don't assume someone knows something until it's confirmed. Meet with officers (individually or as a group) to follow up on tasks, receive receipts or confirmation emails, and see the product that needed to be purchased. Don't rely on word of mouth confirmations, "Yes", or "I'll do it tomorrow". Get concrete confirmation.
2. Create a contact list of all officers and members. For members, have them sign in for meetings.
3. Use the contact list. Send weekly emails to officers, and send monthly emails to members. Emails should be the first communication for non-urgent events and news.
4. Follow up on emails, especially important ones, by calling the person or asking in person.
5. If an officer can't complete a task, assign it to another officer who can or do it yourself.
6. Have regular officer meetings during a time when most officers can meet. If most officers can meet, meet individually with the other officers to keep them in the loop.
7. Don't force your ideas onto anyone or the rest of the group. Sometimes, when officers who've been club members for a while, or they're just control freaks, try to negate new ideas from others, the atmosphere becomes sour. (From personal experience, I've had to deal with presidents who always said, "No" to new or recycled ideas not in use. Not only that, they pushed unpopular and useless ideas onto officers and members, and sometimes, resorted to behind-the-back tactics that betrayed everyone's trust. Slowly, officers and members found themselves disconnected, and they chose not to be a part of the club anymore. That sourness and disconnection becomes part of the club's reputation, and recruiting members for the club becomes a bigger hardship.)
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