volunteerplaintalk

Category: prospective volunteer

  • New Words Added to the Volunteer Management Dictionary

    Added to the Volunteer Management Dictionary

    It’s that time of year when the Committee to Define Volunteer Management gets together at a back table in Pete’s Bar, Grill and Bait Shop. Together, these brave members scratch their heads over several pints and attempt to come up with a succinct explanation of volunteer management. This year, they gave up once again after rejecting the phrase “herding cats,” but they decided to add the following words to the dictionary of volunteer management.

    Volvorce: When a volunteer divorces the organization as in “No, I just can’t go get new volunteer Dinesh, because since no one called him back about getting started after I introduced him to finance, he volvorced us.”

    Meetcolepsy: When too many meetings cause you to simply fall into a stupor at the thought of another talk-fest as in “No, I couldn’t make that fourteenth meeting about using the volunteers to stand by the back door in case someone gets confused because I contracted meetcolepsy. Want to see my doctor’s slip?”

    Latespectation: A last-minute request for volunteers that is expected to be filled as if you were given weeks to prepare, as in “Oh, so you need 5 volunteers tomorrow morning for an assignment that you said was extremely important? Your latespectation is showing.”

    Creditjacking: When another staff member takes credit for a successful endeavor that you or your volunteers accomplished as in “Yes, I’m glad you praised that project during the senior managers’ meeting, but let’s not creditjack the volunteers’ work, ok?”

    Duhtistics: Stats that are so incredibly obvious, like volunteers are super nice as in “I won’t bore the board with duhtistics that you’ve heard before. No, instead I want to point out some new and exciting projects we are undertaking.”

    AVOL: A volunteer who inexplicably does not return calls, emails or letters as in “I’m glad you noticed volunteer Myrna has been missing lately. I’m trying everything in my power to get in touch with her. Right now she’s AVOL.”

    Volunteer Lite: A request for a volunteer to do a menial, mindless task as in, “You’re asking me for one of our highly trained volunteers to clean out the storage closet so you can use it for your supplies? You don’t want a full-bodied volunteer, you want a volunteer lite.”

    Miracalls: Calls made to volunteers for an especially challenging or late request as in, “Woah, that’s a really challenging request (or time frame). I’ll be holed up in my office for the rest of the day, making miracalls.”

    Informashunned: (pronounced in-for-may-shunned) Not given the essential information needed to properly place a volunteer as in “I have recruited four of our best volunteers for that assignment, but my pleas for crucial information have been ignored. Right now, our volunteers are informashunned.”

    Nopinion: Volunteers wanted, but not their opinions as in, “I’m glad you were able to use volunteer Mark’s expertise, but he felt rebuffed when he offered additional knowledge. I guess you really want an expert but nopinion volunteer.” 

    Vombie: That volunteer everyone is afraid of and no one wants to council or fire, as in, “I know Janey is a handful and she’s been here for what, twenty years now. I guess she’s been allowed to attain Vombie status and now that I’m here, I will deal with it in a professional manner.”

    Callwaiter: The notion that volunteers sit by the phone just waiting to hear from us as in, “It is Friday afternoon and most of our volunteers have already made plans for tomorrow. I’ll make some miracalls, but our vibrant and diverse volunteers aren’t callwaiters.”

    Marathonitor: The running around, checking, double-checking and rechecking to ensure that volunteers have all the information and tools they need to succeed as in “Our fifteen volunteers are ready for Saturday’s important annual event, but in order for them to excel, I will be marathonitoring their involvement, so I won’t be attending any meetings tomorrow or making miracalls to fill latespectation requests.”

    Well, there you have it. As one of the senior members of the Committee to Define Volunteer Management said after several glasses of Pinot Grigio, “Dang, defining volunteer management is really impifficult.”

    -Meridian

  • Induction vs. Orientation: The one year volunteer committment

    Induction vs. Orientation

    Two volunteer managers, Jessup and Chloe were both excited when the brought in new volunteers.

    Jessup, who manages volunteers for a start-up, said, “I was asked to find volunteers to help with our kick off campaign. I brought in a trio of talented volunteers and one of our marketers patiently showed them what needed to be done. The volunteers did exceptionally well, but they didn’t stay with us very long. I had to recruit again and again.”

    Chloe, meanwhile, who manages volunteers at a different start-up said, “I recruited a few volunteers to help with our kick-off. I was a bit worried because the volunteers were from varied backgrounds and had really different talents. But, you know, although it took them a bit to get going, all the staff here helped out. Those volunteers are still with us today.”

    Volunteer retention is a nuanced and complicated concept. Some parts of it can be controlled and some cannot. But one thing we can control is induction and orientation. Why does a seemingly perfect volunteer become disinterested? Why does another volunteer fit in like a glove? How do volunteers gel with the mission?

    Let’s look at induction and orientation: Can we get away with offering one and not the other?

    Induction is the formal process in which to introduce a volunteer to their job. (the mechanics)

    Orientation is the integration of the volunteer into the organization. (the gel)

    Jessup’s organization lost volunteers because they did not orient them. Chloe’s on the other hand, used both induction and orientation.

    As volunteer managers, we need to use both induction and orientation to retain great volunteers. And, our entire organizations must be involved. Here is an example:

    Induction:

    1. Volunteer manager shows volunteer where break room is, supplies are kept, what the policies are, etc.
    2. Staff member who best knows the job shows volunteer how to do the work, where bathroom nearest station is located, etc.

    Orientation:

    1. Volunteer manager welcomes, presents organizational goals, history etc.
    2. CEO welcomes volunteers to organization, emphasizes contributions from volunteers.
    3. A seasoned volunteer is paired with newbie to mentor and encourage.
    4. Staff introduces themselves to volunteer, thanks, offers assistance, assures volunteer they are appreciated and part of team.

    Both induction and orientation are vital to engaging volunteers. If we make them feel a part of the team, but do not give them the knowledge and equipment to do their jobs, they will leave. If we give them all the training in the world, but do not integrate them into our mission, they will also leave.

    And here’s the thing. Most of us toy with the idea of having a volunteer sign a one year commitment. But maybe that’s just backwards. What we might do instead is ask our entire organization to sign a commitment for each and every volunteer. This commitment would look something like this:

    I, the undersigned, ___________________________ commits to do my part in  orienting, inducting and engaging each and every new volunteer for as long as that volunteer is ethically representing our organization and mission.

    Ask the CEO to require each staff member to sign this commitment. And maybe if you are feeling a bit ambitious, you can point out that volunteer engagement should be part of each employee’s yearly evaluation.

    Woah, be still my heart.

    -Meridian

     

  • The Inner Volunteer

    The Inner Volunteer

    Do the words, skilled volunteers make you shudder?

    One day Marcel reported his recruitment efforts to the executive action committee. “I had just reported on the addition of several new corporate groups when the executive director stopped me and asked why I couldn’t just get public school teachers to come in on Saturdays and read to the children at our shelters.”

    The CEO asked, “wouldn’t it be a lot easier because teachers already have the skill set?”

    Marcel continued, “In my head I wanted to ask her if, after a hectic week directing a charity organization, why didn’t she go on her day off and volunteer to run a startup charity organization. I mean, yes, I’m recruiting teachers because of their skill sets, but so many other types of volunteers passionately want to read to our clients’ children. To me, passion is what makes for a great volunteer.”

    Skilled volunteers are often equated with perfect volunteers. Often, the term skilled volunteer becomes synonymous with the notion that volunteers are easy to recruit. Why not just get a lawyer, or a carpenter or an IT technician? But we know it isn’t so simple. Does a person with a certain desirable credential want to use that credential in volunteering? Sometimes, but of course, not always.

    We’ve all had volunteers who wanted to forgo their professional skill set. We’ve seen them unlock their inner volunteer and utilize a side that would never appear on paper, but one that excites them and ultimately serves us so well. For example:

    The FBI agent that becomes a hand holder for older male clients, This agent’s inner skill set came from having to listen carefully when interviewing suspects. Now he uses that skill in a new and gentle way.

    The IT professional that creates an art therapy program. While her left digital brain is writing code, her right analog brain thirsts for the inner creativity she passionately exercises while volunteering. Ironically this volunteering outlet makes her better at her IT job.

    The Stay at Home Mom who takes charge of a new program and excels at giving direction and getting results. At home, her inner manager directs her family’s activities, finances, and schedules with a precision borne out of love and necessity. She brings these honed skills to the program and treats her fellow volunteers as beloved family. They flourish under her direction.

    And on the flip side, what about the skilled volunteer who taps into their inner director or educator and looks for more ways to help? What if they offer their expert advice and opinion on the workings of our organizations? Are our organizations prepared to accept this advice? For instance:

    • The teacher who wants to replace the reading program at the shelter because it is outdated and insensitive.
    • The carpenter who advises that the repairs on a project are unsafe and non-compliant with code.
    • The attorney who suggests that policies and procedures are antiquated, potentially a risk management nightmare and need a complete overhaul.
    • The marketing expert who points out that the latest campaign is fraught with errors and tired themes.

    This begs these questions:

    • How does an organization define a skilled volunteer?
    • Are organizations willing to accept the advice that comes with experienced and accomplished people?  
    • Do organizations view skilled volunteers as peers, useful tools or something else?

    This is why clarification is so important. When an organization asks for skilled volunteers, we need to ask these questions:

    • Do we value skill over passion and commitment?
    • Who is responsible for a skilled volunteers’ mistakes? Are these volunteers’ licenses or credentials at risk?
    • What are the legal ramifications of utilizing volunteers in a professional capacity?
    • Who is going to field expert questions from skilled volunteers? The CEO?

    As organizations ask volunteer managers to recruit skilled volunteers for expert help, clarification is essential. Clarification goes far beyond a simple job description. It goes to the very core of the inner volunteer. Passion vs. skill. Sideline expertise vs. full skill set participation. Legal consideration vs. a laissez-faire attitude. Hands on vs. hands off risk management.

    With skill there is ramification. Are we prepared legally to engage volunteers with licenses and certifications?

    With skill comes expert advice. How much skilled advice are we willing to accept?

    Or, are we just throwing out a poorly defined concept?

    -Meridian

    For a great article on skilled volunteering, please see Rob Jackson’s post on this subject.

     

     

     

  • The Honestly Honest Truth

    the-honestly-honest-truth

    Brad sighed. “I haven’t had a response from our volunteer, Ashwan in several months. He hasn’t answered emails or phone calls, or come to our monthly meetings. He was a good one. I just don’t know what happened. Did we do anything wrong?”

    This frustration ranks up there along with wondering why I was never employee of the year. Why do good volunteers fade away? Why don’t they tell us the truth about why they leave? Why aren’t they honest with us? We’re really nice people and we listen, right?

    Well, maybe because we need to be more than honest with volunteers right from the start. We need to be honestly honest.  Oh sure, we say to them, “hey, this volunteering might not be for everyone,” but doesn’t that just smack a bit of sanctimonious superiority? Doesn’t that just have an undercurrent of “oh, our volunteering is only for the good volunteers, and that’s probably not you?” If someone said that to me, I’d be looking for the nearest door and planning my exit move too.

    Maybe the breathy tales of our great volunteers can be a bit, well, off-putting for new volunteers. Who wants to have to live up to a Gandhi or a Mother Teresa?

    Maybe, instead of peppering our new volunteer training with story after story of long-term volunteer successes, we could also talk about volunteers who leave and how that’s ok.

    Maybe we could say things like:

    “Take our volunteer Shirley for example. She only stayed with us for three months, but we are so grateful for those three months. We still keep in touch with her. No matter how much or long you are with us, when you’re done, you’re done. Only you know when that is. And that’s ok. All volunteers leave and each volunteer that leaves has made a huge difference and trust me, we are grateful for each one.”

    “Volunteer Craig left after he tried a few different positions and found that they weren’t what he was looking for. Let’s be honestly honest here. We MAY FAIL YOU. Yes, that’s right, we may not intend to, but we may seem to take you for granted, or fail to use your skills. We’re human too and we want to fix things, for you and for other volunteers, so please, tell us when something is not right, because we are not perfect. Craig discussed this with us and we fixed some things because he shared his experience.”

    “Believe it or not, we don’t expect you to stay forever! And believe it or not, losing interest or moving on is something we experience all the time. That happened with our student volunteer, Sheri. She finished her degree and moved on. She got what she wanted from her experience here and took those skills with her when she left. That’s great! You are growing and changing and so are we. Nothing remains the same and if you find yourself feeling restless and wanting to move on, let us know. We want to have the opportunity to talk about it with you. Please don’t rob us of the chance to say thank you.”

    “If you find volunteering elsewhere a better fit for you, let us know so we can send a great recommendation along with you. All volunteering is good work and we are not in competition with other organizations. Our volunteer Marvin found that another organization was a better fit for him. We were so pleased that he took his volunteering to the next level. He comes back and helps us with special events and we love to hear about how he’s doing.”

    Every volunteer leaves a lasting impression on us. And while we strive to make volunteers comfortable with us, they may not be comfortable enough to share the reasons they leave. They may just think that our conception of a good volunteer revolves around how long they stay. Then, when they fade away, we lie awake and night and wonder why.

    So why not be honestly honest from the beginning and try to make it easier on them. And ultimately, easier on us too.

    -Meridian

  • A Corporate Volunteering Interview Part 2

     

    corporate-volunteering-interview

    Part 2 of the interview with Sadie on corporate volunteering-the day of the event.

     

    VPT: So, on the day of the event, you and several other employees met up at the location. How did it go?

    S: Well, we had an issue with parking. There were street parking spots, but a sign said ‘two hour parking only.’ We parked anyway. It was a four-hour shift so we figured we would have to come out and move the cars. Later, when we asked, they told us that the city had waived that rule and we could stay in our spots.

    VPT: After you parked, you went in and what happened?

    S: The building was a warehouse type of building and we had no idea how to get in.

    VPT: What did you do?

    S: We went around back, found a back door and went in through there.

    VPT: And then what?

    S: We found the makeshift kitchen where there was coffee and donuts and we announced ourselves to the people in there. They asked if this was our first year and we said yes, so they got another person to come and train us.

    VPT: Were they volunteers or staff? How did you know they were part of the event?

    S: I honestly don’t know if they were paid or not. But they wore stick on name badges.

    VPT: Did they greet you?

    S: They seemed stressed. It felt like they didn’t know what to do with us. They consulted the printed out sign up sheet and saw that we were listed so they said they would try to find a spot for us.

    VPT: What did the training consist of?

    S: About two minutes worth of what we were supposed to do.

    VPT: And that was….

    S: We were to walk around with the clients. They would have a shopping cart and we would go from station to station where they would pick out toys according to how many children they had and their ages. Then we would escort them to the stations where they would get boxes of donated food. I will say, the person who showed us what to do was very nice.

    VPT: How were the stations?

    S: The stations were very well set up, and organized. You could tell they had done this many times before.

    VPT: Were you given any information on how to act around the clients, anything about sensitivity or confidentiality?

    S: (laughs). At one point we were told to try to get stories of hardship from the clients so that we could direct them to a station that had extra toys. They had more toys than they needed, so I guess that’s a good thing.

    VPT: Did someone check in with you during your shift to see if everything was ok.

    S: Not with me, I don’t know about the others.

    VPT: And you were there for four hours.

    S: Longer. One of our group, Justin, who was helping at a food station, was told he could not leave until his replacement showed up. After thirty minutes of waiting, we just left. Some of us rode together and had to go.

    VPT: Did anyone acknowledge you when you left?

    S: No. Justin told his station manager and we left.

    VPT: How was it working with the clients?

    S: That was great. The people were very grateful and appreciated our being there to help.

    VPT: Were you comfortable with the clients, given you had minimal training?

    S: Surprisingly, yes. It felt very natural.

    VPT: Did your firm get any acknowledgement, thank you, write-up, mention on website, anything?

    S: No, nothing that I am aware of. In hindsight, we should have worn company t-shirts or brought something for them to use. They didn’t ask, though.

    VPT: Did you have some sort of follow-up meeting with your fellow employees after the event?

    S: No, we probably should have done that. But I did check in with them individually.

    VPT: What feedback did you get from the other employees?

    S: They thought it was worthwhile. They felt like they made a connection with the people being helped.

    VPT: Will you be back next year?

    S: Yes.

    VPT: What will bring you back?

    S: As much as I didn’t appreciate how it was run, it is about the people I was helping and it makes me feel good to help them. I wasn’t able to volunteer until I was a point in my life where I felt I was able to help others. Now that I can do that I feel like I’m also able to take on obstacles such as the people running the show. Maybe they started off like me, caring about the people more, and they never transitioned over to caring for the volunteers that help the people in need. I’m not sure, but I do feel like it comes with the territory.

    VPT: Anything else?

    S: Second reason I’ll go back is because it might not be the best environment to make me feel appreciated, but I’m comfortable now. I do have a busy life and I chose this organization for a reason. To find another one like it is time-consuming and what if it was just the same or worse? I feel comfortable at this organization now and next year I will be able to walk in, do what I came to accomplish and leave.

    VPT: Thank you Sadie for sharing your experience with us.

    Huh. Well, that was definitely eye-opening. So, I guess the takeaway is we should be relieved when volunteers put up with us because it’s just too darned time-consuming to find another place to spend their time and talents. And luckily for us, that new place might be worse.

    And hey, here’s a thought. Maybe we should thank the people we serve for being needy. Maybe we could just give them a reward for keeping our volunteers coming back. We could call it the “Sob Story of Retention” award.

    Or maybe we could just do better.

    -Meridian

  • A Form Letter in Good Form

    a-form-letter-in-good-form

    “Carlos is one of those volunteers who just knows what to do,” LeAnne said proudly. “He understands rules and boundaries, doesn’t need much instruction and always, and I mean always,” she laughs, “turns in his reports and attends meetings. My only problem is I can’t clone him. He’s so good, I started to pick his brain, wanting to know the magic thoughts in there and I discovered that he had volunteered for quite some time in another city before he moved here. He told me about that program and how his volunteer coordinator was instrumental in teaching him so much about being a good volunteer.” LeAnne sighed. “I really would love to thank her for that.”

    Ahhhhh, volunteers that have volunteered successfully at another organization. It’s like finding a hair stylist with lots of experience and training. (No, wait, it’s actually much better)

    I’ve been on both ends of this volunteer exchange. I’ve welcomed volunteers who have had a great experience elsewhere and I’ve heard from volunteers who say their experience with my program helped them in their new endeavors. It makes you realize that our work reaches far beyond our postal code.

    So, what if we created a form letter to send to that unsung volunteer manager who taught a new volunteer everything they know? How incredibly validating would it be to hear that a volunteer you’ve mentored went on to successfully volunteer elsewhere? Imagine receiving this letter:

    Dear (volunteer coordinator),

    I am writing to let you know that your former volunteer (Tom Smith) has joined our organization as a youth advocate volunteer. (Tom) brings incredible skills and exhibits the caring nature necessary to work with and advocate for our clients. He is an outstanding addition to our volunteer program.

    Tom speaks highly of the (four) years he spent volunteering at ( your organization) and attributes many of his volunteering qualities to your coaching and guidance. I wanted to personally thank you for all of your time and effort spent in helping develop Tom’s natural talent and (my organization) looks forward to working with him. I give you my pledge to treat Tom with the dignity and respect that you have shown him and hope that one day he will speak as fondly of me as he does of you.

    Sincerely,

    Me

    Wouldn’t it feel really great to receive this letter? Who knows, maybe a relationship between the sender and the recipient might just develop into a peer-to-peer support system. And the volunteers who move on will realize that we, volunteer managers not only recognize their worth, we recognize the worth of each other and each other’s programs.

    We truly are in this together. A stamp or email and a form letter is all we need to thank a volunteer manager for all the time and effort they put into mentoring the volunteer that we now have in our program.

    The Toms of the volunteering world are coached by caring volunteer leaders. What a wonderful gesture to recognize that work, especially when we benefit from their effort.

    -Meridian

  • What Am I Thankful For? Fantasies

    what-am-i-thankful-for

    Ok, so maybe we, volunteers managers can’t control everything in our little sphere (gasp, but I want to, so, so, so badly). Maybe we sometimes retreat to a fantasy world in our heads that exists across from the “10 super easy ways to get volunteers” list that inhabits our nightmares.

    Is that so bad? Well, no, not when you consider that maybe our fantasies are really brightly disguised goals on steroids. Unless of course the fantasies involve the demise of someone at work, then, well, find some help, ok?
    But positive fantasies can tell us a lot about our wishes and dreams and dismissing them as nonsense may also help push our goals to the back of our minds (next to the dream of being the first person ever to have dinner with Bigfoot-in the forest, with wine, a nice Chablis, but I digress). So heck, let’s just descend into a positive fantasy world for a moment where we can let our volunteer manager minds run wild. What would we fantasize about?

    • A volunteer manager is chosen as CEO after the CEO quits in frustration while yelling, “No one, and I mean no one, except that amazing volunteer manager we have, what’s his name again, can do this job!!!”
    • At the all-staff end of year meeting, the award for ‘Supreme Being of All Things Non-Profit’ which is only given out once in the entire life of the organization, goes to…. YOU! And then, everyone would sit through fourteen hours of long speeches about how volunteer management saved the organization (dinner and yummy rainbow cupcakes would be served, of course, in between speeches).
    • At the annual volunteer appreciation luncheon, the CEO, when giving the welcome speech, says, “..and we couldn’t do it without our volunteers.” Then she stops and with a wink adds, “Wait, that’s just lip service. We really mean that and I will show you.” At that, the curtain opens and every staff member comes flooding out to mingle with the crowd of happy volunteers. There are hugs and tears and stories and neck massages and homemade cards and selfies that all culminate in the entire room singing “We Are The Champions” with locked arms. And no one would forget about it the next day.
    • The board of directors, in their quarterly meeting, all stand up in unison, rip up their prepared agendas and with one clear voice declare, “We hereby unanimously elect to increase the salary of our volunteer manager in proportion to the money saved by utilizing volunteer resources. Hey, that looks to be about $76,000, and that means no gala for at least five years, but what the heck, it’s worth it!”
    • At a new project exploratory meeting, one of the senior managers muses, “We need some fresh thinking from someone who has all the skills necessary to help us get this new project off the ground, someone who is creative, has people-skills, professional management ability, public speaking chops, mediation experience and is a darned nice person to boot!” At which every other manager moans that there is no such person on the planet and that same senior manager lifts up her hands and yells, “yes there is! Our volunteer coordinator!”

    Ahhhhhhhhh, I can’t stop smiling. That felt doggone delicious. But anyway, positive fantasies just might be an exaggeration of our heart’s desires. We can shut them out or we can turn them over in our heads and look at them as a springboard to work towards personal goals. Do we want more respect, salary, recognition, voice or any number of positive outcomes? What are your positive professional fantasies and how do you achieve these goals?

    Hard work is not something that chases volunteer managers in nightmares. No, hard work is the stuff of our every day working lives. Our fantasy goals, once sorted out in logical thinking, will require that same hard work.

    Don’t feel alone in fantasizing about positive changes. There is an entire community all around us of volunteer resource managers working to create positive change.

    And we all fantasize too.

    -Meridian

  • Maybe We Have Some Splainin’ To Do

    maybe-we-have-some-splainin-to-do

    What is the great question of the ages? Forget about “What is the meaning of life?” Pffft to “is there life on other planets?” Is that all you got to “What really happened to those adorable dinosaurs?”  And finally, oh puh-lease to “Is Spam really a food product?”

    Here is the question of the ages: Can we possibly make it any harder for people to volunteer?

    I thought about this a while back as I chuckled along with this video from musician and songwriter, Dave Carroll: There’s Got to Be a Better Way

    In this clever video, Mr. Carroll laments the extra crazy legal steps he has to endure in order to volunteer at his son’s school. Somehow, he shares a birthday with a person who has a criminal record, so, well, you know how that can go. He tries to have his fingerprints taken at a local police department and of course, the LiveScan equipment fails to capture a clear reading, so they advise him to go home and put lotion on his hands while wearing gloves to bed. Mr. Carroll takes that advice to the extreme and tells himself, “it’s for the kids.”

    It’s really a cute video and the hilarity illuminates how frustrating and seemingly ridiculous it can be for someone who just wants to volunteer. Or wait, let’s amend that: For someone who doesn’t have ulterior motives who just wants to volunteer.

    And there you have it. We, volunteer managers, especially those of us who regularly deal with background checks, fingerprinting and drug testing, understand that all the time spent on these legal requirements adds hours to our workweek. But we plod on because we are working to protect our vulnerable populations. And frankly, background checks are here to stay, unlike the vacuous idea that volunteers sit around breathlessly awaiting our calls. (Pick your battles.)

    The question, “Can we possibly make it any harder for people to volunteer” has an answer. Yes, we can, and probably will. For any organization that does not yet require volunteers to submit to background checks, enjoy yourselves while it lasts. The first time an unchecked volunteer does something bad, you will be instructed by a senior manager with pulsating temples to institute this requirement. Most likely, we are not going to make it easier to volunteer. So, what do we do?

    Explaining the whys of background checks goes a long, long way to assure prospective volunteers that we are not suspicious of them, not unduly peering into their private lives, and not trying to keep them from volunteering. Using verbiage that focuses on the vulnerability of our clients moves the emphasis from volunteer hindrance to client protection. A few ways of framing this shift in focus are:

    • Would you want us to allow just anyone off the street to volunteer with your child?
    • If we placed a volunteer with your elderly or sick grandmother, would you want us to be certain that this person is completely vetted?
    • When you donate money to help a cause, are you comfortable with random persons handling your money?
    • If just one out of a hundred volunteers is here for nefarious reasons, what if that one volunteer is alone with your son, or daughter?
    • In a perfect world, everyone volunteers because they want to help. But we don’t live in a perfect world, do we?
    • If you, or your loved one needed our help, what would you want us to do to make sure our volunteers have altruistic motivations?

    Life for volunteer managers would include tea breaks if we weren’t required to make our new volunteers jump through so many hoops. The enormous time and effort we spend on interviewing, checking backgrounds, training and explaining rules and regulations heaps hour upon hour of getting things right.

    But no matter how cumbersome vetting volunteers can be, the time and effort spent cleaning up a mess created by an unchecked, untrained volunteer who has done harm to our clients is vastly greater and more importantly, will shake our faith in our ability to provide the best volunteer care.

    So the next time a prospective volunteer is asked to complete a background check, think about explaining the whys to them. Because, just as Dave Carroll said,  it really is for the kids.

    -Meridian

  • I Get You, So Why Are You Not Volunteering?

    i-get-you-so-why-are-you-not-volunteering

    “Hey there students. We’ve got some pretty fierce things for you to do, that is, when you’re not liking back some other cause, heh, heh. Our aesthetics are cool in our place, you know what I mean?” Kassar shook his head. “I actually said something like that to a class of high school students. Yeah, I don’t know what came over me, but suddenly, when these thirty pair of Gen Z eyes were staring at me, expecting me to connect with them, I just, well, became a cartoon character, trying to speak their language.” Kassar laughed at the memory of himself. “I saw the impression I gave this class of young people. There was the rolling of the eyes and the shifting in the seats. I lost them in the first two minutes of my talk.”

    Ohhhhhhh, how that hurts. I’ve done it when speaking to groups, and maybe you have too. In our quest to connect, we sometimes become totally disingenuous by trying to manufacture rapport. We want to show prospective volunteer groups that we ‘get’ them. It usually happens when we are faced with a prospective volunteer group that has some sort of central identifying factor such as age, culture, religion, cause, work, gender, or special interest. But how exhausting is that? And more importantly, how do we accomplish this connection- by cute comments, silly jokes or personal stories?

    So, let’s conjure up some possible connection statements to random prospective volunteer groups. Would you actually use one of these presentation lines?

    To Retired Law Enforcement: “Hey, I’m hoping you folks can fix my glove box full of parking tickets, ha ha. I think there’s about 200 in there.”

    To Girl Scouts: “I can remember being a Girl Scout. Little Heather was in my troop and she always beat me at selling cookies. I got so tired of her winning. But then, Heather always got the most merit badges. It still frosts my cookies, you know what I mean?”

    To High School Band Members:  “I played a little piano, you know, tickled the old ivories, so I feel your vibe here. I was going to run away and join a band. Ahhh, those were the days.”

    Do I detect some groaning from the audience?

    When speaking in front of prospective volunteer groups, how do we show them that we get them? Or, wait, is that actually necessary? Maybe groups who are willing to listen to our presentations are looking more to be a part of us, instead of us trying to be a part of them.  And why patronize them with caricatures and poorly conceived jokes?

    We can’t possibly know everything about every group. So, instead of feeling inadequate or embarrassed because we don’t know what it means to be a retired computer engineer, how about using something more genuine or what I call “sincere ignorance.” Instead of embarassing babbling, we can say, “your profession has always intimidated me a bit and I honestly would like to know more about it. Do you mind if we take a moment so that you can tell me about your group?”

    Sincere ignorance means embracing our lack of knowledge and being genuinely curious about the people we are addressing. When asking questions at the beginning of a presentation, not only will the group loosen up, they will probably offer up some tidbit that we can pounce on and tie into the reasons volunteering fits for them.

    Groups ultimately prefer us to be ourselves. They want to hear our passion, our experiences, and our compelling evidence as to why they should volunteer with us. We aren’t chameleons who can change color and blend into every new group.  We are leaders, whose authentic message resonates with anyone. They want us to invite them to be part of something worthwhile.

    So, next time you feel as though you may be inadequate in front of a group because you don’t think you can connect to them, just remember, they are listening because they are hoping to connect to you and the mission.

    Groups don’t really want chameleons, they want the sincere us. That’s all the connection we need.

    -Meridian

  • Is it Time to Start Selling Volunteer Perfume?

    is-it-time-to-start-selling-volunteer-perfume

    In 1886 America, a struggling door to door book salesman, David H. McConnell discovered that the small vials of perfume he offered as “door opening” incentives were more popular than books and from that realization, the Avon Company was founded.

    Well, huh. Volunteer managers know that volunteering enhances the lives of those who volunteer with us. We have seen the grief-stricken person begin to socialize again, the quiet student learn to trust their abilities, and the senior come alive with purpose. We’ve seen volunteers learn so much about themselves that we could write a textbook.

    What if we borrowed from Mr. McConnell and compared books and perfume to recruiting and managing a volunteer force?

    The books: volunteer jobs (Volunteers Needed to Stuff Envelopes)

    The perfume: the benefits of volunteering (Learn New Skills) (Socialize with Caring People) (Change Your Life)

    Maybe the time is right to symbolically begin our own perfume company. Many articles are being written and statistics kept on the benefits of volunteering. Since the evidence that we knew all along is overwhelming,  we can become a greater positive force in our communities by looking to not just fill organizational needs, but to help our fellow citizens enrich their lives by volunteering.

    What if we put as much emphasis on our perfume as on our books? Would developing our perfume company create a larger volunteer force of outstanding volunteers and in return, more books would be sold, er volunteer positions would be filled? I’m thinking, yes.

    We have the most fragrant life enhancing perfume. And yet it is secondary, mostly kept in our desk drawers until a class of new volunteers begin. Then we pull it out and spritz it in the air, letting that intoxicating life enhancing scent fill their nostrils with promise. We should be pumping that scent all over town by the gallon.

    What if, besides volunteer coordinators, we also became “life enhancement coordinators?”  How would that look? Well, for starters we would:

    Add a new focus: We would create positions in our organizations that serve our volunteers and in turn, those innovative jobs would help our clients in new creative ways.

    Put volunteers first:  We would partner with other local organizations to share volunteers instead of operating in dark, isolated caves, all trying to lure the same people inside and clinging to the ones we have, even if we can’t offer them a great volunteer experience and someone else can.

     Create new benefits for our organizations: We would create a community of fluid volunteers who could share talents with many organizations and therefore bring fresh ideas to help each organization grow. (or are non-profits really just in competition with one another for the same donations, publicity and volunteers?)

    Lower volunteer attrition: We would end the cycle of volunteers bouncing from organization to organization and giving up because the process is so tedious.

    Expand organizational reach: We would measure the impact on our communities, thus exponentially mushrooming the outreach and standing of our organizations.  Wait, measure perfume?

    What are some measurable volunteer life enhancing statistics?

    • The number of unemployed people who were able to fill in gaps in their resumes and garnered new recommendations from organizational staff.
    • The number of students who used service learning and organizational recommendations to seek entry into the college of their choice.
    • The number of corporate teams who made a commitment to service, learned team building skills and became supporters of a cause (donations, marketing etc).
    • The number of people who were able to garner people skills as they learned about inter-generational connections or diversity because they were paired with someone different from them.
    • The number of people made aware of X disease or Y social issue or Z traumatic experience by peering firsthand into our missions which gave them word of mouth marketing skills.
    • The number of isolated individuals who were able to socialize and connect, thus decreasing their risk for illness and depression.
    • The number of retired people who were able to launch volunteering careers and stay active with meaningful work.
    • The number of seniors who served critical roles and utilized skills which is proven to ward off dementia and Alzheimer’s.
    • The number of students who will become the citizens of the future due to skills learned, such as philanthropy and leadership.

    What if our organizations showcased these statistics as part of their end of year report? How big and beautiful would that report be? And wouldn’t those incredibly heartwarming stats increase each charities’ standing in the community?

    I think the time is right for volunteer managers to come out of the shadows and lead. Think about all the times a prospective volunteer walked through your door and you instinctively sensed they had a secondary reason to volunteer. Think about all the volunteers you have spent time with, tweaking positions until the right fit presented itself. Think about the programs you have created because you had a group of dynamic volunteers that needed something more. How many times have you heard your volunteers tell you that they get so much more out of volunteering than they give?

    Most of the emotional time and commitment we spend cultivating volunteers and meeting their needs never gets reported. This is why the misconceptions abound. “Managing volunteers is easy.” “All you do is have tea parties and socialize”. “Why can’t you just ask? Someone will do it.”

    While we continually struggle to justify the hours we spend with each and every volunteer, we discover that the biggest part of our jobs lies outside the scope of the organizational definition of volunteer management because our jobs as “life enhancement coordinators” is not properly recognized or measured. We possess the tools to change this misconception.

    Instead of continuing to just peddle books while we possess this life changing fragrance, let’s take matters into our own capable hands.

    Let’s sell perfume.

    -Meridian