volunteerplaintalk

Author: volunteerplaintalk

  • Volunteerism Lip Service

    Photo courtesy of Gratisography

    Lip service. Gotta admit, I’ve been guilty of patting myself on the back by parroting all the great things I believed in to further volunteerism and volunteer management. But, was some of it lip service? Did I just spout stuff without backing it up with actions? For instance:

    I believe in the glorious future of volunteering:

    Well, give me a medal. But what about kids volunteering? Did I actively engage young people, give them leadership opportunities? Or did these words actually come out of my mouth: “I’m not a babysitter.” (the words came out of me, but, in my defense because I was babysitting a senior manager’s kid one summer, oh, and the boyfriend who tried to sneak in through the back door.) But then, I started to involve kids, and students, and it opened up a whole new world of innovation and creativity. Going to schools and engaging students. Setting up parent/child volunteer opportunities. Introducing young people to the mission and stepping back while they came up with ideas.

    I want all volunteering to be recognized/honored/respected:

    Sure, I do. But then, what did I do when hearing about volunteer successes at other organizations? Did I graciously praise them, promote them, or did I feel jealous? (did I actually huff, “well it’s easy volunteering there with all those cute animals, instead of with sick people.-Um, yeah, I did.) But once I realized other volunteer program successes helped all programs in our community, I could let go of the me vs. them mentality and do some partnering.

    I believe in engaging volunteers to the fullest:

    Well, did I send them to another organization when their skillset wasn’t being fully embraced, or did I hang onto them like that expensive outfit I can’t fit into anymore? Sadly, the amount of volunteer potential wasted by keeping skilled and willing volunteers tethered to our mission when they could have done so much good by going elsewhere is astronomical. (Oh, selfish, thy name is me.) Once numbers stopped being a goal, then quality beat out quantity every time. And by partnering/supporting other volunteer organizations in my community, a whole new world of possibilities opened up.

    I want staff to accept volunteers:

    Nice fighting words, right? Well, did I invite staff to be part of volunteer strategy upfront, or did I just grumble that staff didn’t get it? (I suppose if you consider the names I called staff in private, like “they’re just pig-headed” you could say I missed the opportunity to involve them, thus missing out on a collaborative atmosphere…sigh) If staff is part of the upfront planning, even if we don’t accept everything they propose, we still establish a cooperative environment.

    All volunteers are valuable:

    Oh, this one’s good. Well, did I have favorite volunteers, AKA, the ones I called on first because I needed to get a position filled? I knew Trevor would always say yes, so what did I do? I called Trevor. (Hey Trev, my buddy, my pal) Sure I filled the request. But in doing so by constantly calling on “reliable” volunteers, I fostered the idea that the number of volunteers I proclaimed we had was actually false, that it was far less because the same volunteers kept showing up. (We have 738 volunteers. On paper.) By taking the easy route, I gave little attention to newer, or more selective volunteers. And you know that’s not the way to engage anyone.

    Volunteers have the right to say no:

    Well, sure, I was really vocal about that one. Proud of it, too, but what did I model to them when I ignored my own boundaries? Did I take some sort of warped pleasure that I was overworked, willing to take calls at all hours, never really off, never on vacation? How could I tell them their well-being was important when mine obviously was not? (But see, I cared more than everyone else, and my commitment, er my availability at all hours, proved it.)

    I don’t take volunteers for granted:

    Well, go back to calling on that “reliable” volunteer over and over, because they always said yes. Not taking volunteers for granted means an extra effort to give all volunteers a chance to participate. It means taking care to not pigeon-hole volunteers into roles because it’s what’s needed when maybe a volunteer wants something new. It means giving needed breaks, not letting staff overwork their favorite volunteers, not sharing organizational politics or personal frustrations with volunteers who come with an unburdened heart. It means being professional, not hanging out with some volunteers while ignoring others. I’ve mistakenly done all of that. It was easy to do when I was swamped, struggling and in need of that awesome volunteer who patted me on the head and told me everything was ok.

    I want my volunteers to be treated with respect.

    Well, what about that opportunity to push back in the staff meeting, the one where I just sat there and said nothing?(They just don’t get it so I’ll sit here and brood. Yeah, I’m sending the stink-eye their way, that’ll show em!) I was tired of repeating myself, frustrated at the time I was losing by being there, ok, feeling dejected, wondering if my fellow staff were just too stubborn to change. Then I realized advocacy was not tied to my emotional state, but something strategic and planned. The notion that it was not about me and my precious feelings was very freeing and let me concentrate on a plan to show volunteer value.

    I believe in accountability

    Ok, sure, but then what about all the times I did not want to confront a volunteer on behavior and instead, just hoped things would work out? Well, those times never worked themselves out and frankly, got a lot worse. I learned the hard way to meet challenges head-on, to mitigate disasters before they occurred, to mediate before things got out of hand. And you know what,? Handling difficult situations got better/more efficient/more satisfying with practice.

    I want the world to know how great my volunteers are:

    But then, whenever a news source came around to do a story on the volunteers, did I just go along with the whole “Volunteer Betty is still going strong at 99?” I did, cause I was just so grateful to have any published recognition. Here’s the thing. Those stories never brought in throngs of volunteers. It is volunteer impact, not personality sketches that motivate others to volunteer, or donate or inquire about services. I wrote a blog post on this subject back in ancient times (well, 2018 anyway) entitled Volunteer News Stories: Does This Good Press Really Help?

    Ok, so maybe my New Year’s resolution is to recognize and correct my mistakes. (Again). Maybe I need to think about the stuff that comes out of my mouth and whether it’s just lip service or whether I believe it enough to put it into action.

    So, please learn from my shortcomings so you don’t have to think you’re guilty of volunteerism lip service.

    -Meridian

  • It’s Time for Volunteer Fresh

    Is there a soft bias towards volunteers because they only volunteer once a week or month? Volunteers can’t be as committed, as knowledgeable, as valuable or impactful as staff who labor 40 (wait, who are we kidding, like 60-80, most uncounted) hours a week? But in reality, less time spent by volunteers is a gift.

     Volunteers are not burdened by the stress of working for us full-time.

    Volunteers who show up once a week or month are like opening the window. They come in, trailing currents of fresh air. They bring with them new experiences, a taste of outside ideas, and rejuvenated enthusiasm to our stale environments

    What factors contribute to a stale environment?

    Well, for starters, the pandemic for cryin’ out loud! Compassion fatigue, burnout, overwork, repetition, familiarity, slow to change movement, it’s always been done thus mentality, funding worries and stress. Each of these freshness killers lurks in the halls of non-profits, waiting to blow their stale breath into our lungs.

    Pedestal of Perpetual Caring

    There is a pressure on non-profit staff to be “on” at all times. This Pedestal of Perpetual Caring implies that every moment is as intensely compassionate as the first one. Who can live up to that standard when change is everywhere, workloads are increasing, reports are due, projects need attention and budgets are withering?

    Enter Volunteer Fresh

    What benefits do we reap because our volunteers are NOT with us 24/7?

    • Our volunteers, because they are not on a pedestal of caring and are not burdened by the stresses of working with us full-time can and do exhibit the intense compassion every client needs.
    • Our volunteers can focus on a single, crucial task, because they are not being pulled in 50 directions.
    • Our volunteers are out there in the world 98% of the time and bring with them outside opinions, trends, ideas and methods.
    • Our volunteers bring infectious enthusiasm and continually remind us why we love our work. They plug us back into our missions.

    Volunteer Fresh is Circular

    Volunteers are not tools They are living, breathing human beings. They do not volunteer in a vacuum. Instead, they trail portions of us when in the community and bring portions of our community to us every time they volunteer. They bring our mission to the community and the freshness of our communities to us. They are a continuous pipeline or bridge that directly connects us with not only the people we serve, but with the people we want to reach out to for support.

    Some questions to ask your organization when talking about volunteer fresh.

    • Do you want unbiased opinions from the community or do you want the same stale reports?
    • Do you want new, untapped donation streams? (yep, that will get some attention)
    • Do you want to give our clients stress-free compassion or would you rather send in someone who is overworked?
    • Do you actually want diversity or are you just mouthing the desire to be inclusive?
    • Do you want free word of mouth marketing or do you want to stretch the budget?
    • Do you want free expertise or do you want to bring back last year’s consultant who just told you what you wanted to hear? (and charged a hefty fee)
    • Do you want to put together another task force made up of staff who are already overworked, or would you like to hear some diverse opinions? (including thoughts from volunteers who have been recipients of mission services)

    Ok, non-profit people. We’re tired of being indoors. It is time to open the window.

    -Meridian

    in case you want a copy of the volunteer fresh diagram:

    customer-engagement-venn-diagramDownload

    this is an update from a 2017 post

  • Hey Non-profit CEOs! Holiday Gift Ideas for Your Volunteer Manager.

    “What can I get my non-profit staff, especially that mysterious volunteer manager, who seems to run around a lot?”  You, my dear ED or CEO have come to the right place.

    Forget that self help book, “Criticism is Our Way of Showing Our Appreciation.” Forget that subscription to “How to Be a Team Player by Keeping Opinions to Yourself” digest. Never Mind that “Quotes to Make You Humble” of the month club. Forget that framed picture of the senior management team at their annual retreat, ziplining over the 4 star resort.

    NO! Give a gift that really resonates with your VM. And, the best part is, it doesn’t cost you a thing, only a sheet of paper, a printer and a pair of scissors.  And, as a bonus, in typical cooperative volunteer manager style, I’ll even throw in the printable voucher! (what a pal I am, right?)

    The Obvious Gift That Every VM Wants:

    Be Careful With This One

    Oh Yes, Your VM Would Love This

    And This, For When Things Normalize a Bit

    Well Executive Directors, there you have it, the top four gift coupons for your volunteer manager. A few moments, a pair of scissors and you are done shopping!

    And, oh, volunteer managers? Feel free to slip these under the door of your executive director.

    Unless you really want another coffee mug that says, “World’s Best Office Worker.” Happy Shopping!

    You’re welcome!

    -Meridian

  • Who Gets to Define Excellence? IVMDAY

    Happy IVMDAY 2021! November 5th is International Volunteer Managers Appreciation Day. The theme this year is “What is Excellence? Pushing Us Beyond the Ordinary.

    What a great question! What is volunteer manager excellence anyway, and more importantly, who gets to define it? Volunteers? Staff? Community? Your neighbor?

    Whose excellence are we seeking?

    Would I, a volunteer manager tell a neurosurgeon (I can’t even spell it, I had to use spell checker) what defines their excellence? Would I dare tell a poet their sonnet lacks emotion or a fireman their gear is improper? Not unless I want to be a fool.

    What is an expert, anyway? According to Dictionary.com, an expert is: a person who has special skill or knowledge in some particular field; specialist; authority, Woah, wait a minute. Authority?

    Authority: the power to determine, adjudicate, or otherwise settle issues or disputes; jurisdiction; the right to control, command, or determine.

    The Power to Determine

    You know where this is going, so I’ll be brief. As experts, we have the power to determine. What we need is the confidence and conviction to wield that power. We need strategies to build programs in this new reality.

    The people who have formerly determined excellence in volunteer engagement and impact (organizational founders, senior management, organizational boards) are not super beings. They are human, just like we are, and as such, can be persuaded, can be convinced, can be appealed to, can be shown. By no means is this easy or simple or done in a day. But with a vision and a strategy to implement the vision, things can change.

    Small wins can lead to bigger wins. It’s nearly impossible to change minds with broad, sweeping concepts. You need specifics and outcomes to back up your vision. Bite-sized wins are more easily digested by those we seek to convince.

    Beyond the Ordinary

    Ordinary to me is this: Accepting the systems we’ve inherited and complaining about them. Yep, did a lot of that in my time. Until I realized I was holding myself back. By taking things personally, I was failing the volunteers and the projects. And the good news? In this chaotic upheaval caused by the pandemic, change is now a norm. We can use change to set forth our vision of excellence. Change = need for new vision = new excellence as defined by you the authority = better outcomes/better value/better benefits.

    Excellence should feel excellent. The thrill of accomplishing something excellent is like nothing else. With that feeling in your heart, be confident, have conviction, be the authority. Let go of the personal frustrations and strategize. Go for small wins and build. Go beyond the ordinary.

    Happy IVMDay 2021 to all you EXPERTS in our field. You have the power to determine. You got this.

    -Meridian

  • The Invisible Lines of Connection

    Electric Waves Trio

    On a trip, mesmerized by the pure sounds of a trio of musicians, I approached them, telling them how much I enjoyed their haunting music. We struck up a conversation that wove in and out of days. I learned about their lives which made me appreciate them more. During their performances, I was riveted, connected to their music. Why? What was it about them?

    This makes me think of the connections I’ve had with certain volunteers. And staff and clients for that matter. What was it that drew me to them, and them to me? Did we share similar backgrounds? Heck no. Did we share similar experiences, thoughts, tastes, preferences? Nope.

    Was this connection instant, like a beaker in a lab, that when the mixture was just right, magic happened? Who knows? Science hasn’t yet thoroughly explained the chemistry or psychic connection we have with others. But it’s real. And it’s not always instant. And luckily for us, volunteer managers we get the opportunity to connect with a lot of people.

    I remember Yaz, the student who interrupted me one day because he “had to get this project done ASAP.” I was exasperated with him, but grew to love him like a son. His chaotic life was infectious.

    There’s Manny who always promised to show up, but seldom did. But every time Manny was around, I stopped everything and basked in his stories about growing up in the desert.

    Then there is Marta who I loved like my favorite aunt and I always found myself gravitating to her work station so I could be around her auntie advice and clucking care.

    Or Romero. I have no idea why I grew so close to this gruff, divorced, me-against-the-world patient, but I did and I was devastated when he died.

    Or Helen who irritated the snot out of me, but I couldn’t get enough of her wise cracking humor and her “take” on this pompous staff member who drove me crazy. We used to sneak off to the ladies room to chortle.

    Or Jose, retired military officer who had the best twinkle in his eye and the best darned chocolate chip cookies ever.

    Or Miriam, a patient who taught me how to listen through her barrage of criticisms, but let me into her world. And oh, what a world that was.

    Or Jay, a fellow staff member. We couldn’t be any more opposite in everything but he’s been one of my best friends for over 20 years. We used to tell people that we were brother and sister, (mom got around) and would then laugh at the shocked expressions.

    I believe as volunteer leaders, we learn to open up to people so we can engage them. We appreciate the complexities of fellow human beings. The chance to connect deeply with another person is a gift we receive through our efforts.

    Part of me would love science to explain why there is this magnetic spark, this connection with certain people. But part of me loves the invisible threads that reach out from me to them and from them to me. Those threads are rather magical.

    And frankly, in a complicated, often challenging world, a little magic goes a long way.

    And, when I sighed over not making much money, or not being understood, I felt the invisible strands linking me to others, like humming ribbons, that told me I was given the gift of connection. And those strands encouraged me in complex ways, to be better, to appreciate the gifts I was given, to fight for volunteer recognition and to grow as a human being.

    I can feel the strands humming around me now, connecting me to so many other amazing human beings. I am thankful for them, love that I have the opportunity to know them, and I hope, a better person for sharing in their incredible lives. Like music, our connections to others fill our lives with joy and inspiration.

    -Meridian

  • I’m Not Nice. Not Really.

    Photo by Dziana Hasanbekava on Pexels.com

    There’s a long-term epidemic plaguing our profession: It’s the idea that Leaders of Volunteers are nice. Like fluffy, sweet as birthday-cake-fudge nice. Like dismissible, non-serious, inconsequential nice.

    Been reading this great post (Abandoning Niceness in Volunteer Engagement) from Sue Carter Kahl and recalling Rob Jackson’s rousing keynote address, “Stop Being So Bloody Nice” at volunteer engagement conferences.

    My “bio” says I was hired for a volunteer management position because I was nice. That is true because niceness was the requirement back in the day. But, what is “nice” anyway?

    Nice: (adj.) pleasing, agreeable

    You know what? I chuckle inside when people tell me I’m nice cause I hide my evil side fairly well. I’m not that gooey, everything is awesome nice. Nope, not at all. Bet you’re not, either. So, why do folks think that? Well, here are the attributes I believe most volunteer managers (VM) have that are consistently confused with niceness.

    Shrewdness: (astute judgement). VMs calculate how to interact with volunteers in the best way to coach and mentor that volunteer so that the volunteer has a meaningful experience and in return, the organization benefits. That doesn’t mean lip-service, it means real work. What looks like niceness is actually a customized form of coaching.

    Caring: (showing compassion). Every VM cares about the volunteers, personally and professionally. Caring takes work to understand the volunteer as a complex human being. It is way beyond and more meaningful than merely asking “how are you” while tuning out the answer. It is investing in the volunteer as a person which is the foundation for engagement.

    Reasonable: (logical). VMs see the bigger picture and can pivot to attain bigger goals. That doesn’t mean agreeing with poor ideas or signing onto flawed requests. It means seeking common ground, working to make sure solutions fit for everyone, taking into consideration the various goals in play. Making sure everybody is happy is nice. Assuring everyone’s goals are met takes skill.

    Flexible: (adaptable). VMs adapt all day long. Not because they “go along to get along” but because they realize give and take is part of volunteer management fluidity and the agile volunteer manager accomplishes more. Flexibility keeps everyone engaged and satisfied that their needs and concerns are heard. The agile volunteer manager then can “bank” the good will they’ve created by adapting to meet staff and volunteer needs. Then, in the future, VMs withdraw some of that goodwill to meet new goals. (yup, we bank that good will and make frequent withdrawals-which makes us incredibly forward thinking)

    Curious: (Inquisitive). VMs want to know things, about volunteers, about staff, about the world. Why? Because VMs stitch information together into a garment that fits a challenge. So, when a VM interviews a volunteer for two hours, or listens to staff gripe about their workload, that’s information gathering for a purpose, not a nice chat or a good gossip session to get out of other duties.

    Effective: (producing results). VMs understand the multiplication principle and how an hour of seemingly meaningless time can equal many hours of productive time. That means listening for an hour to a volunteer chat about personal things will exponentially multiply. Because the end result is, that volunteer, who the VM carved out an extra hour for, ends up working 100 hours, or takes last minute assignments, or recruits 3 outstanding volunteers, or donates money to the cause. Niceness is sitting and listening to a conversation just because. Effective listening begets a positive result.

    Why not nice?

    I was always calculating in my head. Is that manipulative? Maybe. But, see niceness is bland. It produces very little. It’s pleasant and isn’t that why nonprofits tolerate us in the first place? Because they want us to be blandly pliable, aka docile, manageable. They want to order up volunteers but not have to deal with our objections or suggestions or innovations. That’s why volunteer initiatives were created, right? So that there would be a supply of people who happily did whatever was asked while the nice volunteer coordinator made sure the supply never ran out.

    This is 2021, soon to be 2022. We’re going through a freakin’ pandemic for goodness sakes. What “worked” in 1990 no longer works. Volunteer managers must stop allowing the notion that we are nice. No. Not nice. Not pleasant, not cheery, not sweet, not friendly, not genial, and especially not obliging, cheerful, amiable or agreeable. No, we are professionals with goals and proven methods of achieving those goals.

    So, the next time someone tells you you’re nice, smile sweetly and say, “Nope, I’m not nice. I’m effective.”

    -Meridian

    woah, I sort of wrote about this back in 2011- Are we too nice?

  • Volunteer Time Donor or Time Investor?

    Just revisiting this post about volunteer investors from 2017. Semantics aside, we need to change the deep conceptions/misperceptions surrounding volunteers.

    Why Time “donors”

    Time=Money. We all say it and that’s why we call volunteers “time donors.” They donate their time, skills, expertise, talents etc. But is that what they really are? Donors? Maybe there’s a more descriptive word for our volunteers. And what is the difference between the terms donate and invest anyway?

    donate: to present as a gift, grant, or contribution

    invest: to use, give, or devote (money, time) as for a purpose or to achieve something:

    Hmmmm, there’s a subtle, but profound difference in the two definitions.

    Volunteers don’t just show up, give a few hours and walk away. But outdated thinking categorizes them in this way. Doesn’t it feel like investing is closer to what volunteers do? Maybe we should start to rethink this whole time donor idea.

    Why Investors?

    Let’s take this further and examine investors. Investors invest money, right? But why? Why do they invest money in startups. non-profits, real estate, stock markets and other ventures. To make more money? Or is it more than that?

    Money is a currency. So what do investors really invest? Many things. They invest their future, hoping to be financially secure. They invest their dreams, hoping to achieve a goal. They invest their essence, hoping to give back. They invest their good name, hoping to attach to a cause that is worthy of their currency. They invest employee engagement, hoping to attract great employees. They invest their clout, hoping to further a cause that supports their vision.

    Investors invest so many intangibles, and their currency is money. They don’t give startups or organizations money, they devote their money in order to achieve a goal.

    How would this apply to volunteers?

    If money=currency, then time=currency.

    So if volunteers’ currency is time, then what exactly do they invest?

    They invest all of the above and their humanity. (the quality or condition of being human)

    Volunteer managers everywhere instinctively know this. We feel this every day when hearing and observing our volunteers’ intangibles. How do we feel this?

    • by the rewards volunteers tell us they personally feel
    • by their belief in us and our missions
    • by the passion exhibited by volunteers
    • by the camaraderie volunteers forge when bonding with like minded citizens
    • by the commitment volunteers show
    • by the enrichment volunteers gain by volunteering with us
    • by the sense of pride volunteers feel in their work
    • by the support and love they extend to us and other staff
    • by the initiative they take when doing word of mouth marketing in their communities
    • by the care they wrap around strangers in need
    • by the desire they exhibit in wanting us to grow and succeed
    • by the pure joy they infuse into our lives
    • by the amount of time they spend away from us helping us off the clock by recruiting, marketing. finding resources, donating, improving themselves, etc.

    What do we get from these Investors?

    • Additional time spent off the clock
    • Additional resources
    • Free marketing-the best kind, word of mouth
    • Support, both organizationally, and personally for any staff member lucky enough to work with volunteers
    • Information from the outside world-pretty darned important when you exist in a non-profit bubble
    • Expertise-think all the accomplished volunteers who willingly give their expertise to help us
    • Fresh ideas
    • Recruitment of like-minded individuals
    • Learning from all walks of life/education
    • Diversity and the ability to make real diverse change
    • Transparency and the ability to proclaim that transparency
    • A chorus of voices and a wide circle of influence

    Investors, according to experts, want the following things from the areas in which they invest:

    • they want to build a relationship
    • they want to partner
    • they want to invest in a “team”
    • they want to see a better future
    • they want to grow
    • they want to understand concepts

    Sounds an awful lot like the wants of our volunteers, doesn’t it? Calling volunteers “time donors” implies that they give time and walk away and are mostly disconnected from us. Nothing could be further from the truth.

    So, do volunteers donate their time or devote their time if devote implies giving for a purpose? I think devote wins hands down.

    For years and years, we have been trying to equate time donation with money donation. Time and money are simply two different types of currencies. And besides, we all know that volunteers do so much more than give their time to a task. They also raise money, find resources, advocate, broadcast, recruit, and market for us. They have chosen to invest a huge chunk of themselves in our missions. They have chosen to connect to us.

    Let’s stop constantly trying to shove volunteers into the round money hole by equating time spent with dollars saved, which isn’t a true measuring stick at all. Let’s erase the idea that volunteers have no more connection with us than a few hours here and there.

    time donors=minimal involvement

    volunteer investors=fully engaged

    Instead, let’s elevate the volunteers’ role as investors. Investors who devote their time, money, skills, talents, resources, passion, commitment, expertise, experience, knowledge, drive, zeal, perspective, and so much more to helping us further our causes.

    Investors.

    What could be more important than that?

    -Meridian

    originally appeared September 2017 here

  • Lies and well, more lies

    I think we, leaders of volunteers hold ourselves to this inner higher standard. Not that we think we’re better or more noble, but because we believe the volunteers and our missions deserve a steward who believes in higher purposes. But sometimes, well…

    So, there’s senior managers and then there’s favored senior managers, right? Maybe they’re legacy managers because they’ve been around so long and they’re like pets now, or maybe they tell the CEO exactly what needs to be heard, like “no one gets how brilliant you are, but me.”

    I recall one favored senior manager (FSM) had some questionable taste in decorating. (not my words, but pretty much everyone else’s). She loved to decorate our main care center. (Actually everyone did, can you say teal and mauve explosion?) One day, some pretty influential donors were coming for a tour and my boss asked if the volunteers (which was me, really) to tidy up the front lobby. I went the extra mile and did the communal bathroom too. Someone had placed this hideous arrangement of faded silk flowers on the sink, so I took them out and tossed them in the dumpster.

    Not more than 20 minutes later, the FSM burst into my office asking where the flower arrangement in the bathroom went. “Did the volunteers disturb it?” Uh oh. Turns out these pale flowers were given to her by her dear, late mother and they meant the world to her. (why she didn’t keep them at home, but rather, subjected the rest of us to them, who knew–wait, they had a teal container, oh, now I get it ). Mouth hanging open, I stuttered, “I’ll take a look, maybe the volunteers are washing them, you know to make a good impression on the donors.”

    That seemed to satisfy her. So, I bolted out the back door and crawled into the dumpster while staff went by, watching me throwing garbage around, but I managed to find the arrangement under a load of lunch leftovers. I went back inside and washed the flowers, loaded with spaghetti sauce in the sink, scrubbing the sauce away. (yeah, white flowers were now pinkish–was that mauve I was seeing?) I put the arrangement back into the bathroom and hurried off to find the FSM. “That’s what happened,” I said, breathless, as she got up to go meet the arriving donors. “The volunteers wanted everything to look wonderful, so they washed the arrangement.”

    Satisfied, she waved me off. I went back to work, breathing a sigh of relief. However, an hour later, the FSM was in my office again. “While I appreciate the volunteers washing my arrangement, one flower is missing. Do you know where it is?”

    Yes, I knew. It was in the dumpster. “Ahhh, I think they said it broke when they washed it.” I lied. “They said they were really, really sorry because it is just so beautiful.”

    “Well, next time, have them ask before they touch the decorations.” She turned. “The volunteers are well meaning, but sometimes they think they know better than the actual people who work here.”

    I stared at her for a long moment, a tick on my eyelid pulsing. “You know, you are so right. I just hate it when they think they know more than us.”

    So, this is my formal apology. Uh, sorry volunteers, I threw you all under the bus.

    -Meridian

  • Are You a Steel Trap, A Sieve or A Spigot?

    Working for a nonprofit, I quickly learned that unless stuff was written in a memo, information was pretty much filtered through the staff person or volunteer sharing it. I also learned the hard way, whom I could trust and who blabbed upon leaving my office. I actually identified 734 different types of info spreaders, which I compiled into a book entitled “The Industrial Psychology of Spreading Information:” but since I am not a clinical psychologist, the book was widely rejected. Anyway, we’ll only look at the top 5. Which ones do you recognize?

    The Sieve

    The Sieve leaks information in a nice way, to share good news, etc. but they are often misguided. The Sieve is a good person and when the sieve hears someone being maligned, they will step in with any information entrusted to them to “help that person out.”

    Sieve Example:

    Staff person: “Volunteer Doris was 30 minutes late again. Is she really reliable?”

    Sieve: “Well, did you know that Doris is late sometimes because she takes in stray cats. She has like 136 cats in her home that she has to take care of, so she’s kinda busy with fighting the city, because they’ve condemned her home, so let’s give Doris a break, OK? Oh, and you might want to take some allergy medication with you when you work with Doris.”

    The Spigot

    The tap is always on with the spigot. They broadcast everything to everyone because they….wait, honestly, I don’t know why they do it. But they are always lurking, ready to share, so never, ever tell them in a moment of weakness that you wear Groot jammies to bed.

    Spigot Example:

    Volunteer Manager (noticing a staff member still at their desk): “Hey, c’mon, there’s a fire in the microwave in the breakroom, so let’s go, we gotta exit the building.”

    Spigot: (getting up) “I’ll bet it was Betta; she’s burned 4 microwave popcorn packs this month. Did you know she has this weird idea that eating popcorn makes you concentrate more?” (Volunteer manager grabs spigot’s arms, yanks them to the door) “Speaking of fire, did you know that Monty in accounting’s son is serving time for arson?”

    The Mold Maker

    With the mold maker, information goes in raw, comes out according to how the mold maker perceived it. Remember the old kids’ game telephone where you would whisper a message in the ear of the kid next to you and by the time it got to the end it was mangled? The mold maker perceives everything according to their world view or whether they’re constipated, I’m not sure which.

    Mold Maker Example:

    Volunteer Manager: “I’ll set up a meeting with our finance director to discuss that new program. Right now I believe he’s in a meeting.”

    Mold Maker Volunteer: “Oh, yes, the poor finance director; he’s probably talking to his divorce lawyer. I heard from Janey in records that he was going through a nasty divorce. You know,(Mold Maker Volunteer whispering) his wife left him because he works too much, stays here so late. Let that be a lesson to you. You shouldn’t work so much, tsk, tsk.”

    The Shredder

    The Shredder massacres the message because the shredder does not listen well, or at all, so you can never, ever expect the message to arrive in the same condition you sent it.

    Shredder Example:

    Volunteer Manager: “Look, this is extremely important. Please tell the CEO that the volunteers are willing to dress up as wait staff and serve at that black-tie donor event, but they would need gas money reimbursement to drive the 87 miles to the country club at Lake Hilda.”

    Shredder to CEO: “Yeah, Madame CEO, the volunteer manager said something about the volunteers wanting you to serve them Thai food at the banquet. Oh, and they’re afraid of falling into an 80 foot deep lake and for some reason, they think your name is Hilda.” (shrugs). “Volunteers, jeesh, they’re a funny bunch, right?”

    The Steel Trap

    For a Steel trap, everything in, nothing out. I tried to be a steel trap at work. I always viewed information shared in confidence as akin to a possession. That info is not mine. It’s belongs to the person sharing. If I spread it, I’ve stolen it.

    And here’s the thing about being a steel trap-you get to hear all kinds of helpful stuff. When you’re a trusted source, people will seek you out, because sometimes, they just gotta share, right? So, you hear things like “there’s going to be a huge change to policy, no one knows it yet.” Or you might hear something that is a key to someone’s motivation. Or that there’s a backlog in finance or marketing is fighting with one another. Since we, LoVols are typically info junkies, there’s quite the upside to being a steel trap.

    Steel Trap Example

    Staff Member: “Hey, Lazo talks to you all the time. What’s going on with him leaving for an hour at lunch?”

    Steel Trap: “That’s Lazo’s business. Go ask him.”

    Or:

    Volunteer: “What’s going on with volunteer Jemma? I heard she’s sick.”

    Steel Trap: “Thanks for your concern. What Jemma shared with me is confidential. I’m sure if you shared confidential information with me, you would expect me to respect your wishes.”

    Information is a valuable commodity. For us, volunteer engagement professionals, knowing the filter in which you hear information can save a lot of time and trouble. And being a trusted steel trap can just be your ticket to hearing all the stuff that gives you a leadership edge.

    Happy Listening!

    -Meridian

  • If You Love What You Do, It’s Not Work…Wait, Really?

    Photo courtesy of Gratisography

    There’s a quote out there I hear all the time, attributed to different sources that basically says, “if you love what you do, it’s not work.”

    Sigh. I’ve always detested that saying/quote.

    Clearly, whoever said this, never followed a leader of volunteers around for a day.

    What we do, what YOU do, is hard, hard work. It’s not easy. It’s not fun a lot of the time, like when a haughty senior manager sniffs at the notion that volunteers are capable of running a program. It’s not predictable, or easily explained or rote. It’s a constant “all hands on deck” mental and often physical challenge. It’s WORK.

    And heck, it never stops, because when you’re not “there,” you are thinking about it, planning, worrying about a volunteer, or creating new engagement strategies in your head. It occupies the spaces in our brains, nagging at us to “work harder.” Especially now, since we’re in a pivotal time of change, so more work is required to navigate the shifting landscape.

    And when well-meaning staff or friends giggle about how we get to plan parties and chat all day, we stoically smile and politely try to explain all the various skills it takes to engage volunteers, determine impact, create a sustainable volunteer team, mitigate conflict and everything else while they look off into the distance, their eyes glazing over. And frustrated again, we go on.

    Steve Jobs once said, “You’ve got to find what you love.”

    For us, Love is backwards

    Most of us didn’t seek out volunteer management because we loved it, but stumbled into volunteer management and fell in love with the work. Like a slow-burning romance, we discovered how much it filled us with joy, how much we thought about our new passion, late at night; how much we enjoyed the challenges and envisioned ourselves, holding hands with volunteer engagement as we aged.

    For us, Leadership is seldom a title

    “Leadership is not a title,” according to Vijay Eswaran. You can read his inspiring post here .

    Leading volunteers will probably not become the most coveted job in the world in my lifetime. I’m ok with that. But much progress is being made and that’s where true leadership comes in, because Volunteer Engagement is probably not going to “go viral” anytime soon. True leadership is the day-to-day hard work you do. It’s the passion you feel, the challenges you accept, the example you set, and the belief you have in yourself and your peers that what you love is essential in making our world a better place.

    Leadership is going beyond, by educating yourself, attending conferences, helping your peers, sharing best practices, crafting reports that show volunteer value, demonstrating volunteer value and impact whenever and wherever you are. It’s furthering our profession by caring about it, with all its warts and stinky body odor.

    So, do I agree with the saying, “It’s not work if you love it?” Nope, nope, never. Maybe try this: “It’s a lot of work, because you love it.”

    -Meridian