Nurturing resilience is a gift to your future self. It doesn’t matter if change is upheaval or small, it upsets the status quo and we can nurture a “change is not the end of the world” mindset, so that when changes occur, volunteers are prepared to work through them.
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.
To reframe volunteer engagement and impact, we first need listeners who become supporters who then become advocates for our vision. Our reputation needs to reflect our self-identity as leaders of volunteers.
As a leader of volunteers, you know you possess all sorts of wonderful traits, but how do you exhibit them at work? Or, could it be that (as I’ve experienced more times than I care to admit) what seems obvious to you is not obvious at all?
In business, it’s all about acquiring and keeping customers. In nonprofits, it’s all about acquiring and keeping donors while using volunteers.
When you hear a volunteer laughingly repeat, “I know, we’re all valuable in making this change work,” you’re on the right track.
Are organizations V2O friendly or are we more like a V-mart where we offer a “take it or leave it” engagement experience?
Nonprofits no longer have the monopoly on solving issues. What can business teach us about our current volunteering model?
Our aim is to create a consistent flow of highly engaged and productive volunteers who positively impact our organization’s goals, objectives and mission. This is the time to introduce the factors that freeze or free up a volunteer flow.
One thing I realized in all these years, is that leaders of volunteers are never, ever idle. We are always …