volunteerplaintalk

Category: volunteer engagement

  • Volunteer or Partner, and What is the Difference?

    It always went something like this. When someone showed an interest in volunteering, I would:

    • Interview the prospective volunteer.
    • Tell them all about the amazing roles we had available.
    • Invite them to an open house.
    • Sign them up for training.
    • Conduct a post-training interview and discuss placement.
    • Contact their chosen department and introduce them to their new supervisor and role. (Unless I kept them in the volunteer department-which I highly recommend doing sometimes, because you need great people too).

    Along the way, we would discuss rules, regulations, and expectations; not only what we expected of them, but what they could expect of us.

    I’d give new volunteers a policies and procedures manual and also a volunteer bill of rights. It covered all bases, didn’t it? But what was the message? “Here’s what we expect from you. And here is what you can expect from us.” While thorough, these two documents subtly read “separation.”

    It made me think about all the ways we keep volunteers in a separate (and unequal) box. It also reminds me of a time when a fellow staff member, whose position was on an equal rung of the organizational ladder as me, introduced me to a group of people and said, “I’m so glad she and her people are here to assist me.”

    Now, I’m being picky and petty, but that statement smacked of separation and condescension. I probably would have ignored it, but for the prickly feeling under my skin that always flared when volunteering was treated as an “other” or a “nuisance” or “just fluff.” The point is not my fragile little feelings, but the perception that all things related to volunteering are less than, lower than, outside of, and therefore, not equal, which is sadly pervasive in the things we say and present to volunteers.

    Why a partnership? Aren’t we supposed to fill jobs?

    I’ve heard of some organizations creating a contract with volunteers, but is a contract the right idea? What about an understanding? A covenant? Or a pact? How about a partnership?

    If everything boils down to the mission statement, then isn’t everyone who makes the mission succeed working towards the same goal? Currently, we model volunteer engagement partly on how companies hire someone to do a specific job that creates a product or service and offers payment in return. A volunteer fills a slot, (job) such as packing boxes of food (product or service). In return for their good work (payment), we recognize the volunteer.

    But the differences in volunteering vs. working render our current engagement models difficult to sustain, mainly because volunteers have shifted their view of formal volunteering; what they want for it and from it. Enter the rise of informal volunteering, which is immediate, more flexible and offers the ability to create a role that fits the volunteer’s skill-set and creativity. Add to this the growing distrust of institutions and how they not only manage time and money, but how they cling to the power they possess.

    Volunteers no longer blindly accept our volunteering model. Their “payment” is no longer as simple as feeling good about doing good (They can get that feeling every time they help a neighbor, let someone with only one item cut in line, return a dropped pacifier to a harried parent, or click a “like” in social media). Volunteers don’t see themselves as second citizens, filling the roles their superiors deem necessary. The status quo disheartens them. They view themselves as capable, willing to share skills and enthusiasm, happy to help on their terms and eager to share their good ideas. So, why don’t we embrace this modern volunteer?

    Are there deeply embedded considerations in a status quo that have shaped non-profit work over the many years? Are non-profits tightly managed systems that operate more on processes than outcomes? And are these processes clutched so tightly that we suffer from the inability to let in new ideas, new ways of doing things, and new people? What fears can stop us from innovation? Maybe…

    • pride (Only I can do this well, I know how, have been at it so long, etc.)
    • change aversion (we’ve done it this way, and it’s worked for the most part. Why go through all that upheaval?)
    • donor input (what will our donors say or think if we make even subtle changes, we can’t risk upsetting them)
    • fear of being out-performed (I am de-valued if someone else does the job better than me)
    • mission possessiveness (Someone else can’t care as much as me. Look at how hard I work, all I’ve accomplished)
    • overworked condescension (I’m here 50 hours a week, how can someone here 2 hours do anything better?)
    • fear of replacement or being devalued (if all these outside people come in, eventually they won’t need any of us anymore)
    • run amok fear (if we just tear everything apart, let all these new people in, everything we’ve accomplished will be for nothing and our organization will descend into chaos)

    Volunteers Can and Should Lead

    What about the long-standing ideas we can’t trust volunteers to do the job as well as staff, or can’t handle sensitive information, or don’t understand what is at stake? Sure, but every staff member starts at square one. Until they prove themselves, we don’t know if they can do the job, or if we can trust them, or if they understand what’s at stake. The same is true of volunteers. I would never assign a new, untested volunteer to the most sensitive, complex assignment. Throwing new volunteers into a sensitive assignment was not only unfair to the mission; it was unfair to the volunteer.

    Nonprofit work is emotionally and mentally taxing, and it’s callous to drop someone new into an emotionally heavy situation. Proper training, diligent observation and monitoring, feedback from supervising staff, as well as a great mentor program, will ensure the new volunteer is ready for complex roles. I remember one volunteer, a gentleman who took over a year before he felt ready to even attempt interacting with patients. But that year paid off. He became a marvelous volunteer. The notion that volunteer managers throw any old body at a role is ridiculous and insulting. We know what is at stake and we vet and mentor volunteers thoroughly and carefully.

    Don’t Hide Your Dilligence

    We have to be better at making sure everyone in the organization knows our processes in vetting, onboarding and training volunteers. They won’t know unless we show them the lengthy steps and stop-gap measures we have in place. They will have doubts about allowing volunteers to do more unless we assure them we continually monitor volunteers, especially those who work with vulnerable populations. Our professionalism and dedication to quality over quantity and expediency will satisfy their doubts.

    During one of my most successful volunteering projects, I quickly realized that I needed to step back and give the volunteers space to make the project succeed. Did I want to be in control? Heck yeah. Did I want all the glory? (Especially when it was a complete success). Did it bother me when the acknowledgements passed me right by and went to those who deserved it? Surprisingly, not really. Watching something thrive because the right people made it happen was much more satisfying than a fleeting praise thrill. Although not the same, I kind of equated it to watching a child succeed. That feeling of pure joy is unmatched.

    But why partnership? I’ve referred to and heard others call volunteers all kinds of things. Helpers, advocates, customers, aides, extras, the heart of, add-ons, etc. But none of those terms implies an equal footing. And isn’t it time to acknowledge that someone who gives their time to ensure our organizations succeed is equally valuable, whether paid or unpaid, or are we more invested in processes than results?

    People freely lob skepticism at volunteers-criticising them for lacking investment, needing hours for a service project, or simply wanting to get out of the house, but don’t some non-profit employees just need a job or clock out at 4:55 no matter what, or cause havoc in untold ways? (Heck, there were days I didn’t want to be at my job so I didn’t give 100%, so why was that ok?) The point is, can we stop assuming that pay automatically equates to passion and dedication, that pay guarantees there will be no missteps?

    Should we move towards creating more partnerships with volunteers? Honestly, I think we have to. We are recruiting, training and attempting to keep volunteers based on a system that worked thirty years ago. One of the most frustrating things in my long career has been onboarding a volunteer who had so much potential, so many skills to offer, only to see them shelved. All that wasted potential just evaporated, along with the many ways our mission might have been better served.

    The subtlety of partnerships

    So, how do we ease into a partnership? First things first: Let’s stop using old phrases, such as, “help us cure X disease or eradicate homelessness.” Instead, let’s say, “Together, we will combat social isolation.” Or, “Partner with us in our quest to provide food security.”

    Should we do a pinky swear? Maybe symbolically? One keyword in defining a partnership is “participation.” Volunteers certainly fit that term. They take part in accomplishing mission goals. But we can make no mistake. Participation no longer means “tell me what to do and I will do that.” Participation encompasses a say in how and what the volunteer will do.

    So, as we, leaders of volunteers strive to create more flexibility, more options, more roles that fit a volunteer’s vision of how they will become involved, isn’t that a partnership rather than a top-down relationship? For years, we’ve had to push back against volunteers who want to have a hand in defining their involvement. We had set roles and if a volunteer, no matter how brilliant and creative or how much influence or resources they brought, wanted something other than what we advertised, we rejected them, or worse, cajoled them into shredding papers (Hello, WWII generation).

    How do policies and procedures work in a partnership? If we understand volunteers are generally governed by the same rules and regulations, as well as have the same rights as paid staff, then we should embrace that fact. Instead of a separate but mostly equal divide, we can craft policies and procedures from the existing policies staff must abide by. With few exceptions, they will apply to volunteers. We can word them as: No one at Organization X will violate anyone’s right to privacy. No one at Organization X will steal funds from our donations. We all will respect the rights of the people we serve, including the right to religious beliefs and the right to cultural traditions. It’s a simple shift, but it sends an inclusive message.

    Are volunteers the fluffy extra?

    I recently read an article, comparing volunteers to worker bees: Why Are We Ignoring One-Sixth of the Nonprofit Workforce? (if there are worker bees, that means there’s a queen and we all serve her-sorry but founder’s syndrome aside, I’ll ask again, are we about processes or outcomes?). I think comparing anyone to worker bees is highly insulting. As a volunteer myself, I’m highly insulted. Today’s volunteers do not see themselves as worker bees or fluffy extras. They see themselves as contributing partners, people of value, and worthy of being treated as partners, not cookie cutter “helpers” who serve the perpetuated system.

    So, the question then becomes, “how do we present the subtle idea of partnerships to staff and senior management?” Won’t they balk at giving volunteers a perceived elevated status? Possibly. Would this give a few volunteers the wrong idea that they can critique everyone and everything in the organization? Sure, but you know what? In my experience, that occasionally happened anyway. And here’s the thing. Does paying staff magically prevent them from overstepping boundaries? Of course not. I’ve seen finance staff criticize clinical staff and vice versa. Human beings will act like human beings, no matter their title.

    Everyone is Subject to Rules and Policies

    We explain that everyone, whether paid or a volunteer, can use established channels or procedures to raise concerns or offer suggestions on any matter, regardless of whether it relates to their specific areas of work. Rules and common decency apply to everyone. This reminds me of several volunteers who did such an outstanding job, my organization hired them. These volunteers were already under the same policies and procedures as staff and could transition more easily.

    If we think about the rules for staff and the rules for volunteers, they mirror each other. A partnership means rules and policies are for all, including volunteers. A partnership is about leveling the field, being inclusive, not patronizing, not treating volunteers like children or worker bees, not excessively stroking their egos so they don’t quit, but welcoming them as responsible partners. And treating them with the respect that rules and regulations imply. Rules say, “you are one of us and we are holding you to the same high standards we expect of everyone in our organization.” There’s power and pride in expecting excellence. None of us enjoys disciplining or rejecting a volunteer. But if we do not set an excellence standard, why should a volunteer provide excellence?

    Partnership Benefits

    Let’s look at what we can offer organizations when forging volunteer partnerships.

    • Successful partnerships rely on the strengths of each partner in order to create something better. Our organization gains the skills, knowledge and expertise a volunteer brings while the volunteer gains experience, a sense of belonging and accomplishment when given the opportunity.
    • Partnerships accomplish mission goals more quickly. With partnership help, goals, whether lofty and broad, or specific and time sensitive, can be reached more quickly with skilled partners who share the vision. Volunteer impact not only accomplishes goals, it becomes a marketing tool that showcases how our organizations are community-minded, open and inclusive, and care more about mission outcomes than organizational processes.
    • The community is better served. When community partners are engaged, the community is engaged. Existing in silos is no longer an organizational winning strategy. Communities talk. They know which organizations operate from a “we know best” approach versus those who invest in being a true community partner that respects and encourages direction from the people they serve.
    • The community becomes more involved. We know volunteers talk. They talk to family, friends, clubs, other organizations, neighbors, associations, acquaintances, church groups, and anyone they encounter. What will they say? When we embrace them as partners versus worker bees, their assessment of their experience will bring in more resources, donations and more volunteers.

    Change doesn’t have to be a hammer

    Any change needs systems in place to prevent headaches or going off the rails. Encouraging volunteers to be partners means fielding more input from volunteers. I always found a volunteer advisory council was a great way to manage all the innovative ideas and feedback from volunteers. It is a way to channel enthusiasm and suggestions through a filter: the expertise of other, experienced volunteers, understand organizational hierarchy, and can make sound recommendations. If a volunteer has a great idea, the council can recommend a pilot project to test that idea. I have to admit, pilot projects were my happy place. Some didn’t work, but many did. And pilot projects that are temporary, experimental, and quickly discarded if not viable, are much easier to implement and sell to upper management than a permanent project. These successful projects, run by volunteers, were partnerships. My organization did not create the roles or the objectives, both short and long-term. The volunteers created them out of seeing a need, or having experience in creating solutions, or from hearing about another way of accomplishing a goal. The volunteers determined how to run the projects, including measuring success or failure, and the most efficient way of delivering results. That is a partnership. (and the old adage is true: Success can breed more success)

    Partnerships do not exclude accountability

    But make no mistake. Any volunteer within these partnership projects went through training, completed a background check, and was subject to rules and policies. Having a partnership project did not mean becoming lax, or not paying attention to risk. I’d always laughingly say, “I’m a risk management specialist who dabbles in volunteerism.” Mildly amusing but there’s an important truth here in the message, “if you are one of us, a partner passionate in fulfilling our mission, you will integrate by taking our training, signing our forms, abiding by our rules, just as every one of us must do.”

    Formal volunteering (aka volunteering with an organization and abiding by its constraints vs. taking matters into your own hands when becoming involved) is losing its appeal. Please take a moment and read this article; “Volunteering is thriving – Just not where you’ve been looking.” It succinctly explains where volunteering is headed. For years, many experts in the volunteer engagement field have been sounding a warning that volunteer expectations have been shifting, and the older models of volunteering are losing their appeal. We cannot keep doing the same thing over and over and expect the same results.

    Do we truly want to see our missions succeed?

    We can make changes to better position ourselves to attract good, competent partners, whether individual volunteers or groups or other organizations who believe in our missions and will bring their passion, creativity and innovation. We just have to decide what is more important: Outcomes, goals and mission or systems and status quo.

    -Meridian

  • Gig Volunteering and Intellectual Property: Do We Own Volunteer Work?

    How much do we “own” volunteer work? Is it all about the legal (and don’t we know, when it comes to anything bad happening on a volunteer’s watch, legal becomes oh-so important). But what of the talents and abilities a volunteer brings? This viral story on TikTok about a woman who watermarked her work (because her boss kept stealing it) has a different lesson, hidden under the obvious one: keeping your work safe. But how does this apply to volunteers?

    Shifting Trends To Watch

    Before the pandemic, the gig economy and freelance work had already been growing (Freelance work accounts for 35% of the global workforce. Source: financeonline.com), and company loyalty has been shrinking. Today, recognition and personal satisfaction may come from social media followers instead of within the hierarchy of your boss saying you’re a swell employee or volunteer (company or organization). In the above, the woman who watermarked her work was replaced (fired?) and had to find another job, but her video was viewed over 3.7 million times with many “followers” offering support.

    The support from 3.7 million peers overwhelmingly helped the sting of retaliation from a few petty bosses Volunteering is not static. It is rapidly changing (despite Covid and sped up by the pandemic) and reflects the societal shifts we are seeing. So will volunteers become freelancers? Gig volunteers? Can they watermark their work? Do they have 2,000 followers from whom they derive support and satisfaction and so, our lovely pats on the back can’t hold a candle to all that positive feedback? Are we foolish to ignore the idea that volunteers have their own intellectual property? (Intellectual property is a broad categorical description for the set of intangible assets owned and legally protected by a company or individual from outside use or implementation without consent) Source: Investopedia.

    What Do We Own Exactly?

    Our volunteer organizations own our training, our processes, our mentorship, our educational information, our mission goals, our policies, and the work performed under our umbrella, but what about the unique skills, talents and abilities our volunteers bring, such as spot-on empathy, crazy good listening skills, mad technical skills, drool-worthy organizational abilities, soothing voices, or Shakespearean writing chops? I’m pretty sure we don’t teach volunteers those innate abilities, but, we recognize and put those abilities to good use.

    While I am not even remotely suggesting that volunteers will rise up and fight to own the volunteer work they do under an organization, I think we can extrapolate some insights from gig work, and the TikTok story, because as society shifts, so will volunteering.

    We Have Already Shifted Away From Old Models:

    In the ancient past (like 1998), orgs pretty much used these volunteering edicts:

    • we need this, so you will fill this role
    • we determine what works, so take it or leave it
    • we are the experts on our mission focus, so don’t bring untried ideas
    • it’s the tasks we value, not what you bring to our table
    • you are a tool, so act like one

    Gig workers create resumes highlighting their skills, experience and talents. Why can’t a volunteer do the same thing? We know that student volunteers are increasingly looking for volunteer opportunities that teach them new skills, allow them to test leadership abilities and give them something in which to enhance their resumes and better themselves. Why don’t we help volunteers create their own Intellectual/Empathetic/Skill Property resumes?

    Leaders of Volunteers already recognize volunteers’ unique talents and skills. When interviewing, we look for those talents and note skills when placing volunteers. We worm our way into volunteers’ hearts and minds, not because we’re nosey (tell that to my husband), but because we need to know the volunteer inside and out. What makes them tick? What are they so freaking good at? And ultimately, what makes them an outstanding and effective volunteer?

    We are lavish with our praise, especially for a volunteer’s unique contributions. So, who cares? Well, what if volunteers had resumes that highlighted their unique talents, complete with endorsements and examples? What if you were searching for a volunteer who could not only speak Arabic, but had this unique talent of bringing out the buried stories in someone’s life? Wouldn’t finding that volunteer be magic?

    I had lists and lists of volunteers and their skills, such as speaking another language, artistic talents, engineering background, etc. But only in my head did I know who was sensitive enough to bond with an aching heart, or was astute enough to keep quiet while someone grieved in their own way. See, intangible stuff is like a beautiful sunrise. We appreciate it, but we don’t always know how to include it in concrete ways. Maybe we should.

    No Longer Harnessed

    Volunteers have moved away from the “I’m a tool of the organization” mindset. They freelance now, and reject the notion that organizations know best how to use their unique skills. Just look at any unfolding disaster and see the informal volunteers pour out.

    Here’s the thing: As volunteer engagement professionals, we scratch our heads and ask ourselves, “how do we harness the enthusiasm we find when disasters strike and how do we keep the volunteer mojo going?” Right there is the problem: Volunteers don’t want to be harnessed. They want to be engaged. And maybe for just a short time or for the adrenaline rush. Maybe for the autonomy or for the comradery found within a social network. Could be for the praise from followers or the immediate satisfaction. Can we supply that going forward? Must we?

    There will always be volunteers who fit so well, they stay at an organization. Thankfully, like in a magical fantasy, these volunteers have found the synergy that makes them want to keep at it. But for the rest of the volunteers out there, being harnessed isn’t what they have in mind. For them, it may be about using their unique talents or having some autonomy, or receiving support from social media rather than organizational structure. Does that make them selfish? Not really. And if we are truly interested in diversity and equity, we will open ourselves to a changing society and accept new thoughts. And most times, it means getting out of the way.

    What Their Property Means for Us

    From Indeed.com: “A gig worker is a professional who, instead of receiving a regular income, receives wages based on the one-time projects, or “gigs,” that they complete. This makes for a flexible work environment, where employers can offer payment for only the work that’s available for a gig worker to perform. The gig economy is the work and career environment in which these professionals work.”

    So what does this mean for us? For one thing, we can structure volunteer wanted ads to reflect our commitment to understanding volunteers are unique and we offer reciprocating benefits to volunteering. Instead of advertising “jobs” let’s advertise opportunities. For instance:

    • Engage your empathetic property in this manner (Subtle? Yes.)
    • Bring your unique talents
    • Put your skills to work
    • Enhance your abilities
    • Develop your leadership
    • Grow with us
    • See where this takes you
    • Our clients are unique and so are you

    In the future, volunteers will opt for their own volunteering resumes which they may use on social media or for job hunting. No longer will hours or tasks count. I can see a volunteer in the future, recording their experiences on their resumes this way:

    • With my ability to organize and motivate, I enlisted five volunteers to man the food bank during a power outage which resulted in no interruption of service to clients. The volunteer administrator said about me, “Without Jordan’s expertise, 30 families would have gone hungry that day.”
    • Because of my extensive software knowledge and ability to work under pressure, I fixed a bug in the keynote speaker’s presentation at the annual funder’s benefit, thus saving the keynote address. As the keynote speaker quipped, “I’m indebted to Anvi for her skill and especially for her calm during the chaos.”
    • My ability to structure partnerships was called upon when I sat on a task force to brainstorm encouraging STEM in schools. It was my partnering model that created a successful program. According to the principle at Main Street High, “our partnership with Computer Alliance Corp has led to a 30% increase in students choosing STEM universities.”

    No Swell Heads

    There is a risk in that too much praise can lead to swelled heads, but you know what? That risk already exists, because we praise volunteers a lot (at least in my experience). Somehow, many of us, myself included, feel like praise is a way to keep volunteers coming back. That’s not exactly accurate, so why not be less fluffy and broad and overly effusive about praise and be more specific in pointing out exactly why this volunteer is effective? Praise then becomes tangible and we can more easily attach meaning to something tangible and concrete than to broad phrases like “you’re so good with people.”

    To which a volunteer would ask, “how am I so good with people?” Um, well, yeah. Sometimes intangibles are just obvious, which makes them hard to define. It’s the feeling you get when you interview an exceptional volunteer; that “there’s something about this person” tingle that crawls up your arm. So, define it, especially when you see it in action. “Drake has this unique ability to put people immediately at ease.” How is Drake’s empathetic property valuable? Holy moly, how many times did I look for that quality in a volunteer when working with clients who were scared, abused, or closed up? And when I had a Drake in my midst, you bet Drake was on speed dial. (is that a thing anymore?)

    The Change Train Keeps Rolling

    We realize we must adapt to an ever-changing world. One way we can sustain (as opposed to retain or harness) volunteers is to help them chronicle their unique contributions to our work. By doing so, we give them the tangible evidence they need to find meaning in their volunteering. The two hours are not what it’s about. It’s about the volunteer’s unique ability to listen without judgement or the volunteer’s skill in teaching a child how to draw or the volunteer’s sense of humor that broke through to a client who didn’t get along with other staff or volunteers.

    I realize this is not a ground-breaking change. But, as we navigate the changing world, it will be the subtle shifts we make that position us to keep engaging volunteers. Ears to tracks on the ground, we can hear the train coming before it runs over us.

    With volunteer appreciation weeks coming up all over the globe, we are determined to appreciate volunteers for numerous reasons. Instead of trying to retain and harness volunteers, let’s engage them by giving them what they seek and appreciate them for the unique intellectual/empathetic/skilled properties they bring.

    Those unique properties are what we engage anyway.

    -Meridian

  • Volunteer Resilience

    In the last VPT podcast, Laura Rundell wisely chats about resilience, a subject we have been forced to examine in the past year. Laura asks: What is resilience? What masquerades as resilience? How do our volunteers show resilience?

    What can we learn from this year?

    We were unprepared for the magnitude of the pandemic and how it disrupted volunteerism. But, you know what? We, LoVols, deal with disruption all the time. Changes in volunteer assignments, policy tweaks, staff shuffling, new projects implemented, tasks taking precedent over other tasks, organizational restructuring, and then there’s the personal changes in volunteers’ lives that create disruption. We live in the Upheaval Hotel. (Too many volunteers answering that old add you forgot to remove in your room? I’ve got one on the 10th floor with explaining the new policy changes you might like better)

    Because volunteer resilience is key to not only surviving major disruptions, but key to surviving and thriving during more minor disruptions, we are knee-deep in encouraging resilience. Nurturing volunteer resilience is necessary, regardless of a pandemic or a change in policy. So, going forward, what can we learn from this experience?

    I recall a few years back, we had a near volunteer mutiny when a beloved staff member left in a hasty manner. It was not pretty. I was unprepared for the upheaval that followed. But through a series of dialogues, adjustments and extensive follow-ups that centered on resilience, the volunteers stayed. It proved to me that resilience is a mind-set we can help foster.

    How can we help volunteers be resilient?

    • Make change normal: Use change language and lay a foundation that says change is natural and an evolving strategy to move forward. Make the distinction from the need to adapt and pivot (change) on operational issues from the solid core values of your mission that remain foundational and say, for example, “we are adapting and learning to navigate the changes we must make to grow, but we never lose sight of our mission which is the foundation on which we operate.” Make sure volunteers know that the mission is their anchor.
    • Present change as an opportunity: Present change in a positive light by encouraging volunteers to think about opportunities such as, “now that we have to re-think our in-person services, let’s look at the opportunities to utilize different skills, find new talents.” Get volunteers to brainstorm, be part of the process. Change is received more readily when volunteers are part of the change process.
    • Connect to purpose: Offer stories of how the volunteers’ can-do attitude helps those being served. Tell volunteers how they inspire staff and clients to keep going. Use humor and inspiration as stress relief.
    • Debrief and reflect: Always elicit feedback. In change management, feedback is key to navigating change. Not once, but repeatedly, so when you hear the volunteers say, “We get it, you’re always asking how are we doing with these changes,” you’re on the right track. Reflection is a way to embrace the difficulties, to acknowledge the loss of status quo. Reflection is nonjudgmental and healing and allows for the volunteers to express their frustrations and loss. When I experienced the volunteer near mutiny, reflection gave the volunteers a space to grieve over losses without feeling judged. I learned so much by just listening to them.
    • Survivor attitude: Make surviving a badge of honor. We tell volunteers how special they are, so add surviving into that mix.
    • Introduce scenarios into training: I love scenarios because they apply knowledge to real situations. Adding a change scenario is a great way for volunteers to think about how they might act when change is inevitable and a great way to encourage resilience.
    • Admit the struggle: As a volunteer manager, you are good at being honest. Admit the “work in progress” because it’s easier to be resilient when you know everyone else is struggling to be resilient too. It’s the team mentality. We will get through this together.

    Resilience is not…

    Resilience is not forcing volunteers to accept the unreasonable without question. That’s being a door-mat. And it’s good to let volunteers know that you understand the difference between resilience and being taken advantage of and will work to make sure they are treated with respect. That way, when proper changes occur, they will likely be more resilient.

    Oh, and what about you? How’s your resilience holding up? Do you, as Laura says in the podcast, practice self-care and find joy in our profession? Do you seek out other volunteer professionals to vent to? Laura and I chat often, and I have to say, I get so much out of our chats. We’re not alone. We are strong and resilient. Finding another volunteer engagement professional to chat with, laugh with, cry with, or vent with is one of the greatest ways to steady a wobbling boat, to adjust your sails and take a moment to enjoy the journey.

    And feed your resilience.

    -Meridian

  • No, Volunteer Management is Not an Open World

    Is this how organizations view requesting volunteers?

    If non-profits were a video game, the mechanics would be pretty simple. Everyone in the game would stick to their function. Clinical staff would stick to their missions. Support staff would stay in their lane and build home base. Fundraisers would hold tightly onto asking everyone for money. Volunteers would be the toolbox like the above picture that could be summoned up when needed.

    But the world is changing and volunteer programs are the place to test new ideas, pilot new programs and find innovative solutions. Our volunteers are a sandbox gift that non-profits can either set aside or open up to a world of new possibilities.

    Innovative companies continually set new directions. They pay employees to pilot initiatives that will help their companies expand and grow. Non-profits don’t have that luxury so they tend to recycle the same methods that may have worked years ago. And tragically, non-profits tend to overlook the impact potential of their volunteer programs.

    But the more we push our organizations to view volunteers as solutions, the more we volunteer managers must be able to put reasonable limits on volunteer requests. We can’t do everything. We are not an infinite open world. If we insist that our volunteers want to be creative, expect to be episodic, then our organizations will counter with, “hey, if your volunteers are so creative and skilled, why can’t I find a creative type who will jump at a last minute assignment?” We have to change the narrative.

    But what is the current narrative? Volunteers are the ultimate support toolbox, right? They aim to please, right? They think we’re goodness personified so they want to help in any way they can, even if it means putting off necessary surgery for our walk/run, right?

    Championing a sandbox does not mean offering an anything goes program. It means redefining the purpose of volunteer involvement. Even open world games have limits and and it is up to the volunteer manager to successfully set volunteer program limits while focusing on the modern volunteer’s role. How do we do that?

    • Elevate mission priorities. Ask, how does this request further the mission? For example, does asking volunteers to drop everything for a last minute event request rank as high in the mission as placing volunteers with clients? (for more on this, see The Volunteer Department Has Ground Rules)
    • Be clear about volunteer availability. Don’t lump all volunteers into one vague number. Instead, categorize volunteers into groups based on location, training, interests, etc, which gives a clearer availability picture. (for more on this see The Dangerous Numbers Game)
    • Be unapologetic when explaining volunteer preferences. Methodically dispel the mindset that volunteers are willing to do whatever they are asked. (for more on this, see Expecting Different Volunteering Results is Organizational Insanity)
    • Push back against unreasonable or frequent changes to volunteer requests. Explain that any change pushes the request back in priority. (for more on this see The Disruptive Volunteer Manager )

    The point is, we need not be afraid to offer volunteer solutions based on engaging modern volunteers. We need to realize that our roles as volunteer managers must change from implementing volunteer programs to controlling the direction of volunteer programs. In the non-profit video game, we must take the lead in programming volunteer involvement. If we take the steps towards controlling our programs and the perceptions surrounding our volunteers, then we can offer more volunteer help without being overwhelmed by unreasonable expectations. (for more on this see, Do volunteer managers implement or manage volunteer programs)

    Let’s invite the non-profit world to come play in a volunteer sandbox that we create and manage, one that engages today’s volunteers. Let’s forge a new narrative and help further our missions by offering the best our volunteers have to offer.

    Let’s move our volunteer programs from one of toolboxes to one that reflects modern volunteers and their tremendous potential.

    -Meridian

  • When a Volunteer is “Ok,” But Not Ok

    person showing fingers
    Photo by Victor Freitas on Pexels.com

    I have this friend who prides herself on “being ok” with adjusting to whatever the situation presents. However, at the same time, she makes side comments about having to adapt or being uncomfortable. So, I’m confused. Is she ok or is she not?

    It makes me think of certain volunteers I’ve known who do the same thing. “Oh, that’s fine,” they’ll say or “no problem,” when in fact, it isn’t fine and it is a problem. And here’s the thing with these confusing messages. The people who tell you they’re ok when they’re really not believe that they are making it easier on you, when in fact, they are making it way harder, because here you are, spending mental and emotional energy trying to figure out what they need through the cryptic verbal and body language clues they give.

    When you ask them to be honest, they brush it off, saying, “it’s no big deal.” But you know better. So, what can we do with these volunteers? Banish them from our programs? Continue to play a part in their game of emotional hide and seek?

    For what it’s worth, I’ve developed a few methods over the years when dealing with the “I’m ok, but really I’m not” messaging. They are:

    Be direct by addressing the verbal or body language clues: Say to your volunteer, “I appreciate you telling me that you are fine with the change in assignment, but I’m sensing from your comments (or body language or tone) that you’re not fine and that’s ok. I want to make sure we address your concerns because you are vitally important to us and you play a huge part in how we achieve our goal.”

    Lay out your ability to spot clues up front: Tell volunteers in training or meetings that it is your job to observe them. Make it funny if you like, but get the point across that you (maybe you say it’s a curse) can spot bulls#$@ a mile away from years of working with people.  You can make it fun by calling it your fib o’meter or something similar. Tell them you will call them out and then jokingly yell, “The fib o’meter says you are not ok!” Everyone will laugh, but the point is made.

    Then add the serious element. Let volunteers know that it is your job to make sure they are giving their time free of annoyances, because their experiences should enhance their lives, not complicate them. And, volunteering by grudging acquiescence doesn’t help anyone, themselves included.

    Check up on them: Ask questions. Ask clients, other volunteers and staff. Checking in to see how volunteers are faring is part of our job. If you hear that “volunteer Jules is complaining all the time,” then by all means, address it. Job satisfaction is a key component to not only volunteer sustainability, but also key to bringing a volunteer’s best work which is what we want our clients to have.

    Enlist staff: Enlighten them on the effects of changing volunteer assignments or time-frames or requirements. Let them know that changing or canceling an assignment at the last moment creates volunteer acquiescence which leads to volunteer fatigue which leads to volunteer burnout.

    Make it clear that this behavior is unproductive: If you’ve had multiple conversations and the behavior is affecting job performance, then you have to weigh whether this volunteer is irreplaceable and whether you have to accept any and all behaviors. But also look at the ripple effect. How does this behavior affect other volunteers? What message does the acceptance of negative behavior send to your team?

    I vividly remember this one volunteer when I managed a thrift store. Our team was pretty happy most of the time and this new volunteer came in and complained continuously to the other volunteers but told me that “everything was fine.” The team’s mood shifted.

    One day, I just couldn’t take any more “I’m fine” talk. It wasn’t so much that this volunteer annoyed me, it was the fact that she was destroying the volunteer team’s productive balance. So, I took her aside and pointedly asked, “are you happy here?”

    To my surprise, she hesitated and then said, “not really,” and told me she thought the store was poorly run and the other volunteers were incompetent. I said, “then I don’t think you should be in a place that makes you this unhappy.” I didn’t fire her; I gave her my opinion that she should take the steps to quit and she did. On the spot.

    From simply being accomodating to acquiescence to out-and-out hiding displeasure, there are many levels of volunteer flexibility. It falls upon us to determine when flexibility turns into grudging compliance and burnout. The more (with kindness) direct we are with volunteers, the closer we get to their motivations and true satisfaction.

    And ultimately by investigating the emotions behind the words, we acheive that intersection between volunteer sustainability and mission transformative work. It’s the place where volunteers give of their time and talents freely, a place where volunteers get back the intangible rewards that fill them with joy and a place where the volunteers’ contributions have a profound effect.

    It’s a magical place where everyone wins.

    -Meridian

     

     

     

     

  • Volunteers: The Ultimate in Recycling

    alternative alternative energy clouds eco energy
    Photo by Pixabay on Pexels.com

    You know, typically, when we think of recycling, we picture a bulldozer scooping mountains of trash to process for reuse and hmm, this is a really demeaning way to picture volunteers. But the word recycling also has nuanced meanings that have nothing to do with trash and maybe everything to do with the incredible potential volunteerism brings. For instance, some of those nuanced words are:

    reclaim: Think of working or retired teachers, nurses, executives, web designers and every skilled human being out there including social workers, advocates, and parents. Think of the wealth of experience and practiced skills they bring. Reclaiming those skills and putting them to work helping organizations achieve goals is reclaiming at its best.

    restore: Giving volunteers the opportunity to restore and hone their skills after any change in status is one of the things we do best.  Think of the student who is unsure about her potential. Think about the worker who lost his job and confidence. It’s one of those life win-wins that we live for.

    re-purpose: Volunteer skills take many forms and often, volunteers find new uses for their skills by volunteering. Think of the accountant who privately loves to draw and how they added hand-drawn figures to the volunteer stats report that illustrate impact.  Re-purposing talents infuses fresh ideas into our organizations and helps volunteers see their skills in a new light.

    re-imagine: Finding that hidden volunteer talent is one of the greatest feelings of accomplishment for any volunteer manager. By delving into a volunteer’s skills and interests, we can often pair them with a role that brings out that buried talent. Think of the stay at home mom who has mad organizational skills or the retired law enforcement officer who has this incredible ability to get at the heart of things when talking with people.

    There are so many ways in which volunteers contribute their knowledge, skills, talents and ideas. But what about our organizations? How do they reap the rewards from this ultimate in recycling?

    Let’s flip those recycle meanings and apply them to our organizations and see how they benefit.

    reclaim: As organizations grow and adapt to the changing landscape, they can easily lose the original passion for the mission. Competition for donors, risk management, reporting and HR functions all contribute to the more business-like atmosphere. Tapping into volunteer enthusiasm is an organic way to reclaim and keep the passion alive. Volunteers can speak at staff meetings and bring their inspiring message to overburdened employees. We can pass along the praise volunteers share with us about hard-working staff members and infuse some new energy into their work.

    restore: Everywhere organizations are doing more with less. Overburdened staff need help. By offloading projects onto volunteer task forces, organizations can restore staff workloads to a more manageable state. Holding on to every task and function when there are capable volunteers willing to step up keeps organizations mired in minutia and stuck in the last century. We can pilot volunteer programs that take tasks away from staff. We can lead up and out by offering expert volunteer help on projects.

    re-purpose: How many organizational functions are outmoded? Skilled volunteers with fresh ideas can transform stale programs into current and relevant campaigns designed to move organizations forward. We can showcase volunteer accomplishments and if need be, add a dollar value to the volunteer’s expertise, as in “if you paid a consultant in this area of expertise, you would be paying $175 an hour. Our volunteer is willing to weigh in with proven methods and years of experience for free.”

    re-imagine: Volunteers bring fresh perspectives, world experience and have the latest in trends and programs at their disposal. Our organizations can be kept abreast of changing trends by inviting volunteers to serve on task forces, the board and campaigns. By listening to the diverse voices within the volunteer base, an organization can re-imagine policies, direction and focus so that they are positioned for the future. Instead of looking in all directions to find expert voices on marketing or finance, organizations can look within to find expert volunteer voices, ones who already know and believe in the mission.

    The perception of volunteering has to change globally. The outdated notion that volunteers are timid souls that just want to fill whatever mundane role we offer them is gone. Let’s bury it.

    We, volunteer managers are managing the ultimate force in reclaiming, restoring, re-purposing and re-imagining. We have talent, knowledge, skills and passion at our fingertips. We have mission success in our reach.

    We, leaders of the volunteer movement must recreate the perception of volunteerism, from one of volunteers as tools to one of volunteers as the ultimate way for organizations to refresh, to reinvigorate, and to rejuvenate our goals. Ignoring the wealth of recycling volunteer gold organizations have in hand is short-sighted and backward.

    And, in order to cultivate all that potential, organizations must re-invest in volunteer management leadership.

    Let’s get to work and re-frame the image.

    -Meridian