Tag Archives: talent

Experts Among Us: An Interview with Katherine Arnup, Author, Volunteer Part 2

13 Wednesday Feb 2019

Posted by in Uncategorized, volunteer experts

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Experts with skills and talents to share are everywhere, including the many experts within our volunteer programs. Last week, in our first part of this interview, Katherine Arnup, author of the new book, “I don’t have time for this,” shared her story in both caring for loved ones and volunteering at her local hospice.

In part 2, Katherine gives us insight into how we can encourage the experts among us.

VPT: How can organizations recognize volunteer contributions?

K: I think volunteer contributions are not easily measured. Organizations can miss out on all the things volunteers contribute by not recognizing the whole person and what they bring. I used to speak to other hospice volunteer appreciation meetings. I would have volunteers come up to me afterwards and say, “thank you so much for understanding what we do and thank you for validating us and our work.” The volunteers were so grateful to be fully heard and understood beyond receiving lip service or a pin for hours volunteered.

VPT: How can volunteers help other volunteers?

K: I taught new volunteers in the training course. They learned from my experiences and I wasn’t afraid to share mistakes with them. I made fun of myself and was known as the volunteer who couldn’t make poached eggs. (laughing) This comes from a story I would tell about my failed attempts at poaching eggs for patients. I would actually try and convince the patients to order scrambled eggs, but the story made an impression in training because volunteers would say to me, “oh you’re the one who can’t poach an egg.”

I would talk about how at first I would get mad at myself for making mistakes, but then I learned that we are not perfect and I wanted volunteers to know that, so I shared my mistakes with them.

VPT: How can organizations support volunteers who have talents to share?

K: I think it’s important that organizations not be afraid to celebrate what volunteers are doing. For example, the hospice where I volunteer recently started including volunteer stories in their newsletter. But I think there’s this common perception that by recognizing particular volunteers, others may feel left out.  I don’t think that’s the case.

A long time ago, I spoke at a staff meeting where I told them the story of why I volunteered. Afterwards, one of the staff came up to me and said, “I had no idea why you were here until you told us.” Volunteers should be encouraged to share their stories at both staff and board meetings.

Every volunteer has a story to share. We should be posting these stories and celebrating the whole person. What organizations need to realize is volunteers are out there talking up the mission. Instead of merely issuing statements like, “we couldn’t do what we do without volunteers,” staff need to realize that volunteers are spreading the word about the organization and that reflects positively on staff.

When I taught the first year seminar, “Contemporary Controversies in Canadian Society,” I was working full time as a professor and volunteering four hours a week at the hospice. I included a segment in the seminar on disability, aging, death and dying, something the first year students were initially uncomfortable with. They didn’t know how to talk about death and dying, although most all of them had suffered some sort of a loss. Although they did not want to talk about it, they shared their experiences and afterwards they told me it wasn’t so bad.

When I tell people that I volunteer at a hospice center, they usually say to me, “this must be a very good place, because here you are, working full time with a family and yet you make time to volunteer.”

VPT: That’s a very powerful message.

K: Volunteers are ambassadors for their organizations, at work, at school, wherever they are. Organizations should realize that fact and celebrate their volunteers.

VPT: Thank you Katherine, for your wonderful book, your expertise and for sharing your insights with us.

Every organization with a volunteer component has experts, passionate people, dedicated advocates and potential game changers in their midst. As Katherine said, recognizing volunteers does not diminish the enormous contributions staff make. On the contrary as she points out, volunteers who talk up the mission, spread the word and contribute to achieving goals reflects on staff and the organization as a whole in positive ways.

We have to move our organizations into embracing volunteers and volunteer contributions as reflections on the importance of the mission and the work being done to achieve goals, no matter who is doing the contributing. As Katherine pointed out, we must get to know volunteers as whole people, a practice that just might lead to amazing outcomes.

For every volunteer who contributes in profound ways such as Katherine has, how many volunteers with potential languish because they are “just volunteers?”

Or maybe the better question is, “how much more quickly and efficiently can organizations solve societal challenges if they embrace everyone (volunteers included) who passionately wants to see them succeed and are willing to work hard to further mission goals?

-Meridian

Katherine’s bio:

Katherine Arnup is a writer, life coach, speaker, hospice volunteer, ukulele player, and retired university professor. She writes about matters of life and death on her blog at https://hospicevolunteering.wordpress.com/.  Her book about caring for her sister and her parents as they were dying – “I don’t have time for this!” A Compassionate Guide to Caring for Your Parents and Yourself – is available online at Amazon and Chapters and at independent bookstores in Ottawa. http://katherinearnup.com/

 

Need Inspiration? “Progressive Organizations Don’t Want Bosses, They Want Team Leaders and That’s What You Are As a Volunteer Manager.”

11 Wednesday Oct 2017

Posted by in charities, growth, messaging, NGO, non-profit, organizations, part time volunteer manager, resale shops, thrift store, treatment of volunteers, Uncategorized, volunteer coordinator, volunteer management, volunteer recruitment, volunteer retention

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Sally Garrett

Sally-Ann Garrett

Do volunteer managers possess the skills required to succeed in the corporate world?

I recently had the pleasure of interviewing Sally Garrett, a recent leader of volunteers who has taken a managerial position in the world of retail. Sally was the manager of a St. Vincent de Paul depot, an Australian branded “Vinnies” retail thrift store, the highest grossing and net profit store in Western Australia while under her leadership.

VPT (volunteerplaintalk): Can you briefly describe your current job?

S (Sally): My Current job is as a Retail Manager of a lifestyle super store with 26 paid staff.

VPT: How long have you been in this position?

S: I have been here 1 month.

VPT: Before this position, what was your job as a volunteer manager?

S: I ran a large not for profit processing and pick up depot and retail outlet.

VPT: How long were you in that position?

S: Two and a half years.

VPT: What skills do you feel you developed as a volunteer manager and how did they translate to the position you now have?

S: The biggest skills I developed are empathy, patience, organizing people, time management and being able to teach others that they are more than they believe they are.

VPT: What skills helped you the most in moving into your new position?

S: I guess because I had been rostering and managing large volumes of people all doing small roles, the biggest skill that has helped me in my new role is patience. You can’t rush volunteers and you develop a skill of being able to step back and look at the bigger picture all the time, so it became a habit to stop, look and listen. This has helped so much in my present job, because as I have a lot to learn, I am not at all overwhelmed. I am much more rounded in my approach to my team and I listen a lot more and act less, but it’s action with conviction. This means when I do act, it is for the long-term and not the short-term.

I have already found that many people can sort out problems for themselves and become self autonomous rather than needy. I can quickly detect when people are good at what they do or need better training because I’m watching them and listening. I’m not trying to learn their job so much anymore, but placing acknowledgment in what they can do. This has made my new team feel more confident and then their skills began to shine.

The second skill is having learned to not take credit for what others do, but rather celebrate their gifts and achievements. I don’t feel the need to own others’ successes. I have developed the ability to lead, not manage.

The third, most important skill is that I don’t take anything personal. I am impartial to people because I know it is about them not me, and every action someone takes says things about them, not me. So, if someone is frustrated they may call me names or tell me I am not doing my job but this translates into the fact that they are telling me they need more training and are feeling overwhelmed or vulnerable. This took a long time to learn. I always thought I was doing things wrong in this situation until a volunteer pointed out to me that the other 120 people loved what I did and felt supported, so once this skill kicked in it just meant going back to basics and taking time for a cuppa and a chat and getting to the real problem which was 100% of the time the person left feeling vulnerable for some other reason.

VPT: When you accepted this new position, did you find that your volunteer management experience helped you get the job? Any actual feedback from your new supervisor on your volunteer management experience?

S: When interviewing for the position I applied for, I was calm and confident as I knew I had become a leader and not a manager so the interview process was easy and effortless. I had nothing to prove; they either wanted my skill set or they didn’t. If I wasn’t a good fit, I didn’t want to be there.

I was asked to take on a much larger role than I applied for in the interview; the position was in another shop as they felt I would be of value in that role with a larger team and a busier store. As it turns out I came across as soft and compassionate but with a deep knowledge of people. This is what progressive organizations want. They don’t want bosses anymore, they want team leaders and that’s what you are as a volunteer manager.

VPT: Are there skills that volunteer managers lack, or do not realize are important if they are seeking jobs other than in the world of volunteerism?

S: Acknowledge your value!

I believe a volunteer manager is much more qualified at team leadership than anyone gives them credit for, including themselves. It is a huge task being a volunteer manager and when in the role it doesn’t feel it is that important, but you touch the very core of people when they are a volunteer. Because they aren’t there for money, you find out more of what makes people tick so translating that to paid staff roles, you are able to make your staff really feel cared for when they come to work.

You have developed an ability to shut the work-space out and make eye contact and listen to them and answer their questions. whether it be personal or work related. You have developed the ability to validate people, and that’s what our world needs more of. You are also able to adapt quickly because volunteer management deals with absences regularly.  You know how to get work done with few, if any help. Acknowledging the confidence that you know it will get done when the team is there, gives you a calmness and that drives people to help more and work harder. People love that you are in control and that you  appreciate their efforts rather than stressing and then making them feel less when they are giving more. All volunteer managers develop this skill.

VPT: How can volunteer managers prepare themselves to enter the world of corporate management?

S: Be the very best version of yourself, it’s really that simple; being authentic and not promising things you can’t deliver, the rest falls into place. When you develop the calmness of self-confidence, you can learn anything; the skill of managing people is the highest of all skills you need in life and work and you have that in the bag once you are a successful volunteer manager.

VPT: Is there any advice you would like to give your fellow volunteer managers?

S: Give them (volunteers) 15 minutes undivided attention and induct, induct, induct!

Make sure when your volunteers start, you have given them your time whether it is 15 minutes at the start or the whole induction if you can, that time is what the volunteer remembers, because volunteers revere you; they know how hard your job is and they see you as their guiding light. If you only knew how powerful you are you wouldn’t worry about a thing. But that’s where volunteer managers are the most successful. We don’t settle for second best because it always has to be the best. Aiming for the stars on every task is what we do. Landing on the moon is not good enough for us, but it’s great to everyone else. 

Know you are saving lives!  There is a high number of volunteers that are volunteering due to mental illness preventing them from holding down a paying job. Know that you are potentially providing the healthy, stable and compassionate environment that these people need to gain new skills and give their life purpose. It surprised me to be told on three occasions that it was because of me, personally that three people got up and tried again another day rather than ending their lives. It both shocked me and made me seek help myself to understand my role more fully. The knowledge of each person over my time in Volunteer Management truly made me see how I changed lives and how powerful and responsible my role was and how important it was to be transparent in all I did. I had to understand that it wasn’t my responsibility to take this knowledge on board personally and that it was only a part of the role. But the knowledge was confronting and it changed my dealings with people. Compassion isn’t being weak, it is the exact opposite.

Relax more and stress less, develop the ability to tell people they can do it on their own. Softly, gently encouraging and convincing people they are wonderful and able, is the greatest skill ever. It is the most productive management tool in the workplace.

What incredibly inspiring words for leaders of volunteers. Thank you Sally for sharing your wisdom and experience with us. All the best to you in your new position. They are very fortunate to have you on board.

So, the next time all of you volunteer managers feel under appreciated, remember these words from Sally: I was asked to take on a much larger role than I applied for in the interview; the position was in another shop as they felt I would be of value in that role with a larger team and a busier store.

Volunteer management matters.

-Meridian

Volunteer Coordinator Needed: Read the Fine Print

13 Wednesday Sep 2017

Posted by in charities, NGO, non-profit, organizations, part time volunteer manager, Uncategorized

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Volunteer Coordinator Needed read the fine print

Have you ever looked at recruitment ads for volunteer coordinators? What do our organizations think we do and what skills are they looking for? Here is a sampling of the ones I have seen lately.

The Volunteer and Program Coordinator will oversee all volunteer coordination and client training activities. Duties include on boarding, training and coordinating all volunteers and providing backup support in case of volunteer absences.

Must have own cell phone, laptop computer and reliable transportation

Ability to work long hours, weekends, and holidays (with time off during the week)

Must live locally and be available immediately.

COMPENSATION: $28,000 – $34,000

That makes me wonder, who exactly is filling in for the absent volunteer? And here is another pull from a recent ad:

Event Planning & Management – Food Drives, Events, Food related Events

Volunteer Recruitment, training & Management

Public Speaking Engagements

Warehouse Experience

Strong Personal Skills

Strong Organizational Skills

Salary Level: $15.00 per hour

Classification: This position is classified as part time

I love the warehouse experience, it’s usually the top skill a volunteer manager possesses.

Check this one out:

Desire to work collaboratively with staff, volunteers and clients a must.  Ability to follow directions, work independently, prioritize, follow-up and accomplish a variety of tasks, projects and responsibilities simultaneously in a busy work environment.

Excellent attention to detail.

Huh, so we are a typical crazy busy non-profit. But don’t let that be your excuse. And then, there’s this:

   Administration: Ensures compliance and maintains records of all paperwork for volunteers (applications, waivers, clearances, etc.); Monitors the Volunteer Coordinator email and phone number and responds to all inquiries in a timely and courteous manner; Attends meetings relevant to the Volunteer position including the monthly Program Managers meeting, monthly Development meetings, quarterly all staff meetings and others as identified.

Wow, so administration duties for a volunteer coordinator is basically office work. That’s not very managerial, is it? Then, there is this one:

Responsible for the recruitment, training, and supervision of volunteers to assist employees in the efficient running of our organization. Maintains volunteer records and coordinates volunteer schedules. Responsible for the management of orientations, volunteer training, and liaisons with community to attract volunteers.

Special Skills: None specified.

I think I might cry at that one.

But, not all is doom and gloom.  I also found this one:

The responsibility of Volunteer Coordinator is to welcome volunteers and ensure an excellent, safe, and rewarding experience that motivates an ongoing connection as members, donors, outreach volunteers, and advocates. This person provides a superior level of customer service, representing our core values with enthusiastic professionalism. The person in this position works collaboratively with other staff to fulfill volunteer needs and deepen volunteer engagement cross-divisionally. Collaborates with department leadership in the development of volunteer engagement strategies to support organizational needs.

Now that makes me feel hopeful. I think they kind of get it. And here’s another:

• Lead volunteer engagement and impact strategy: As an active member of the Leadership Team, develop an office-wide philosophy and strategy of volunteerism, and provide training and benchmarks to ensure the office is increasing in capacity to engage volunteers, including professional volunteers.
• Training and development of staff: Provide coaching and matrix accountability to volunteer coordinators and other employees who interact with volunteers and interns, focused on volunteer role development, recruitment, interviewing, placement, retention, encouragement, and recognition. Supervise staff members who are involved with volunteer processing and screening. 
• Team Leadership: Regularly convene staff who work with volunteers to ensure shared vision and approach to volunteer support, evaluate volunteer engagement impact, collaborate around shared projects and concerns, and coordinate volunteer recognition efforts.

Yes! I LOVE these folks!!!!!! Thank you for putting volunteer management on the Leadership team!

Job postings can be telling. Sometimes organizations do not take a hard look at their recruitment ads, nor do they bother to update them to show that they are moving forward.

I sincerely hope that organizations think about the role of their volunteer manager and at least take a look at their ads when recruiting someone who will be adding value to the mission. If all they focus on is the minutiae and not the incredible potential leadership skills needed to cultivate and engage volunteers, then they’d better plan on keeping that ad posted for a long time.

Because none of us will want to work for them.

-Meridian

 

The Virtuoso

20 Wednesday Feb 2013

Posted by in Volunteer, volunteer management

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When I was in college, I had a roommate, Marcia, who played the flute in the orchestra. She practiced in our sparse living room while we all studied or made a community meal.

Marsha loved the arts and would happily discuss Gauguin or my loves, Shakespeare and Wordsworth.  She also delicately sipped snifters of brandy. I pretty much thought Marcia was cultivated and when she set fingers to flute to practice, I let myself be swept up in the gentle notes. After all, I had taken two classes in music appreciation.

One day, Marcia brought another flutist home. Jen was first chair, we found out later and together they filled the apartment with lilting strains. But when Marcia excused herself to get a drink of water, she left Jen to continue. Jen’s mastery hit me with a lyrical sledgehammer. I was hearing the same notes, but Jen’s were ethereal, haunting, full of the writer’s intent. Wow, I was experiencing pure talent.

I just finished teaching an orientation class. I’ve done hundreds now and when I first started orienting volunteers, I was convinced that everyone could be taught the finer art of volunteering. With encouragement, I was certain they could all be Mother Teresa.

I don’t think that anymore, just as I don’t think Marcia, my roommate could ever reach Jen’s level, no matter how much she practiced. As the flute became a magical tool in Jen’s talented hands, so does volunteering become masterful in only the hands of a few. You know them instinctively.

They have this aura about them, a confident humility about their deep understanding of what needs to be done. Their volunteering fingers run smoothly over each task, producing a fabric of human art. There is a beauty to those moments when volunteer and client connect at a deeper level, and like music, it hangs in the air for a second, while you catch your breath.

How do they do it? How is it that not everyone can create it and why can’t I find more virtuosos? I suppose it’s the same reason not everyone can be Mozart or Matisse or Pynchon.

And so, as each class graduates, I am looking at them, wondering who will be the next virtuoso, if there is one in class at all. I’m hoping to come upon a scene in which a new volunteer is weaving a song so beautiful, it takes my breath away.

I can orient them, lead them, encourage them and support them but I can’t create natural ability. I can only try and find it. And find it I will, because every time I am swept up in that perfect moment, I’m reassured that it is there, and once again I can behold mastery.

-Meridian