volunteerplaintalk

Tag: volunteer manager

  • Hey #LoVols Reputation, Meet Our Self-Identity

    Photo by Pixabay on Pexels.com

    So, what’s next for leaders of volunteers? #WeGetToRevampEveryVolunteerRoleSoVolunteersActuallyWantToVolunteerWithUsWhatAConcept!

    Ok, maybe we should take it one step at a time. To reframe volunteer engagement and impact, we first need listeners who become supporters who then become advocates for our vision.

    Tall order, right? It’s hard enough to get anyone to listen, much less champion the ideas we are advocating for. This is where reputation comes in.

    And who will listen to us if our reputation paints us as:

    • meek and mild
    • having fun
    • doing easy stuff
    • always apologizing
    • always running around putting out fires
    • reactive versus proactive
    • unable to fill requests
    • babbling on and on about how wonderful the volunteers are
    • in charge of the fluff
    • not involved in the nitty gritty planning work
    • going along to get along

    Being known as proactive vs. reactive

    Taking control of the conversation surrounding your volunteer program begins by taking control of your reputation as the leader of volunteers. Look at it like this: Let’s say you go to a bank to open an account. Two bankers are working that day and as you wait, you listen to them talk to clients.

    A tale of two bankers, or who the heck would you trust with your money?

    One banker is animated, showing her client the various accounts available. She points to stats, but doesn’t rattle off numbers. She explains how each statistic impacts the client’s vision for financial success. She offers multiple paths to success so the client can grow their investments. She explains in detail how each account functions, their positives and their challenges and yet assures the client that with her expert guidance, financial success will come.

    Photo by Frans Van Heerden on Pexels.com

    The other banker looks harried. He fumbles through a stack of papers, dropping them on the floor and apologizes for the lack of available options. He grabs a board he obviously made himself that displays the various colors the client can choose for a checkbook cover and points to the blue one, saying “this color is really pretty, don’t you think? “

    Who would you pick? (and if you picked the banker who spent his time showing checkbook cover colors, you’re most definitely a volunteer manager who has spent a lot of time “rescuing people,” am I right?)

    Perceptions are created in the first few minutes.

    And to make matters worse, once a perception is established, people then look for signs that reinforce the perception. (We all do it BTW, which is why I always gave this one pompous marketing executive the incomplete copy of a report-cause I figured he’d never read it and I always waited for him to ask where the rest of the report was, but he never did) So, if you’re perceived as being in charge of fluff, people will notice anything that reinforces that perception. Boom, you now have a reputation because people talk.

    Establish the reputation you deserve

    Start by doing small things that produce big reputation results.

    • Speak up in meetings in an advocating way-most of us get caught off guard in situations so create a few well-crafted opening statements and memorize them. For example, “Volunteers have contributed a lot to that program and here’s how,” or “This is a great opportunity for our volunteers to contribute, let me show you how,” or “Just a reminder that our volunteers are involved in that initiative and so far, they’ve…” Opening statements make it soooooo much easier to quell any jitters about speaking up. And you know what? Pretty soon, when you open your mouth to speak, others will chime in, “yeah, we know, volunteers are contributing because….” But that’s great, because the phrases will cement themselves and your professional reputation improves.
    • explain how volunteers are having fun because you are working at making a welcoming environment for volunteers. Say, “because we don’t pay our volunteers, their reward for a job well done includes having an enjoyable atmosphere in which to work. That’s why I work hard to create fun around them.”
    • explain the work involved in engaging volunteers (see Not So Fast, Captain Obvious for more on explaining volunteer engagement)
    • NEVER, EVER apologize because a volunteer can’t fulfill an assignment (see Volunteer Managers are better than These 3 Phrases for more about re-framing apologies)
    • flip the perception which means emphasize the positive versus reacting to the negative. When staff say, “I have a last minute request, so not sure if you can get someone,” instead of saying, “I’ll try,” say “Most volunteers are willing to do last minute requests because they want to help us reach our goals.”
    • offer solutions with this caveat: we can do more with me at the planning table
    • stop going along to get along to be liked. Instead aim to be respected as a professional. Being respected has little similarity to being liked. Liked is for your friends, family, dog, hamster, hairdresser, maybe the guy who rotates your tires cause he’ll throw an oil change in for free. Respected is the professional’s goal. Respected means you accomplish stuff and do the hard things without complaint. It means you are fair, mission focused and strong.

    Know it or not, YOU are the face of your volunteer program and the perceptions of how your program is run, lies with you. It can feel overwhelming, but once you take control of the perceptions, you emerge with the reputation as… a leader of volunteers.

    I’m not saying it’s easy and I’m not saying it’s instantaneous. But it is doable.

    And besides, when have you, volunteer professionals ever backed down from a challenge? (Uh huh, thought so)

    -Meridian

  • International Volunteer Managers Day November 5: What’s Next?

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    International Volunteer Managers Day is tomorrow and the theme for 2020 is: What’s next?

    I’ll tell you what’s next. Change-big, big, gargantuan change, that’s what’s next. Sweeping changes, whether we initiate them by adjusting volunteer programs, or they occur naturally in spite of what we do. But changes in volunteerism have been drip, dripping in for years and the pandemic has merely loosened the change valve and allowed a wave of changes to gush in.

    Shall we get red in the face and shout?

    So, do we simply amplify our change voices?

    Should we yell in the next meeting that “volunteers need respect and true recognition, you fools, not balloons and cute sayings?” Scream over the intercom that “volunteers need meaningful roles, people” and hope that sticks? Put up posters with sayings like “volunteers are human beings, not tools,” or “the volunteer exodus is real?”

    Starting where change must first begin: with our approach to enacting change

    “If you do not change direction, you may end up where you are heading.”
    – Lao Tzu

    What is your perception of yourself? Well, that’s easy, right? Let’s see, I’m

    • hardworking
    • dedicated
    • kind
    • creative
    • forward thinking
    • humble
    • a team player
    • a believer in possibilities

    But what is your reputation (not self-identity) within your organization?

    Your self-identity may not be the same as your reputation. You know you possess all those 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 is not obvious at all?

    Maybe your humility is viewed as weakness. Maybe your kindness is viewed as a lack of gumption. Maybe all of your hard work behind the scenes is not seen at all. Maybe your dedication is viewed as having fun with volunteers. Maybe your forward thinking is perceived as complaining.

    Shouting won’t change the perception of who we are and the importance of our volunteer programs

    Think about a person you respect and/or admire. When they say something you listen, right? Now think about a person you’re ambivalent about. What happens when they say something? Do you listen with the same intent? Probably not.

    Change will never happen until people want to hear what we have to say

    We can argue and advocate all we want, but if our reputation hinders us, people won’t listen deeply to understand what we are saying. And we must get through to our organizations. Why? Because volunteers are rapidly changing, irrespective of Covid’s impact, and we know that organizations must adapt to sustain volunteering.

    For years, volunteers have been changing because:

    • they look for flexibility
    • they need meaningful roles
    • they want instant access
    • they want to have say in what they do
    • they crave being told how they’ve impacted missions
    • they hate red tape
    • they demand transparency
    • they want to know more about organizational inner workings
    • they don’t feel bad about leaving for better opportunities
    • they want to be educated and more involved
    • they want to feel totally integrated
    • they want to use their skills, not be slotted into tedious roles
    • they want to create an identity within the organization
    • they want more control over their volunteering
    • they want to be on an even par with donors
    • they want to be recognized for their additional support outside of their recorded volunteer hours

    That’s a butt-load of changes, isn’t it? These changes are not new; they’ve been coming for years and now, they’re here in our laps. So, we can shout all we want, but we need listeners.

    Who are we in the nonprofit world?

    Take a moment and think about perceptions. Look at the behaviors that might create the wrong perception. Do you ever…

    • stay quiet in meetings
    • phrase your advocacy in terms such as “but, volunteers don’t want to do that.”
    • hang back so volunteers are in the spotlight
    • assume everyone sees how hard you work
    • look harried at times
    • get down or mad because no one seems to get it
    • react defensively when staff doesn’t respect volunteers
    • use phrases like, “I’m putting out fires”
    • talk about “having fun with the volunteers”
    • avoid confrontations with challenging volunteers
    • just sit back and hope for the best

    Now, remove yourself and picture a random person (let’s call her Matilda) exhibiting any of the above behaviors. What would your perception of Matilda be? What would Matilda’s reputation at work be like? Would she be thought of as a visionary, a leader, a go-getter, an innovator, a solutions gal?

    So, for International Volunteer Managers Day, the “what’s next” question for me means this: Forget for a minute all that needs to change when engaging volunteers and think about how we can make change happen.

    What needs to change is our self-identities as innovative, mission-supporting, forward thinking, visionary people must match our reputations within our organizations.

    Once we are viewed in the way we self-identify, we can successfully advocate for the changes we seek because people will listen.

    Next time: An action plan

    -Meridian

  • #LoVols, Beware: It’s Zombification Season

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    The night air is cold and your breath hangs, a web in the blackness. Your heart races, threatening to burst as something draws near, just over your shoulder. You close your eyes as it creeps behind you, opening its mouth to strike.

    But you’re exhausted from running, and maybe if you just stopped, blissful oblivion will take over. Maybe zombification isn’t so bad.

    A year like no other

    The challenges this year have exponentially added to the stressors from overwork, revamping volunteer programs, and onboarding an influx of new volunteers while retaining furloughed volunteers.

    Being zombified means through stressors, you’ve lost your vitality, your human essence. You’ve lost you. It’s a very real phenomena in everyday volunteer manager lives and especially now, with the added stressors.

    Stessors that zombify us

    • feeling underappreciated
    • feeling targeted
    • feeling like nothing ever changes
    • feeling like no one understands
    • feeling that it’s all for nothing
    • feeling like everyone is quick to criticize or give advice
    • feeling like everyday is the same
    • feeling like control is slipping away

    Zombification is just so….dead

    Zombified managers (and you’ve experienced one, right?) shuffle through the day, avoiding anything that takes energy because they have none to spare. When we, leaders of volunteers become zombified, what happens? (and trust me, I’ve become zombified at times, until a caring co-worker or volunteer bashed me in the head and work me up)

    • volunteers don’t get the inspiration they seek or are used to getting
    • difficult conversations with volunteers go unsaid and problems fester until they become full-blown
    • volunteer programs wither
    • the people we serve don’t receive the volunteer help that might have made all the difference to them
    • volunteers go elsewhere or fade away
    • potential is lost
    • and sadly, the joy a volunteer manager receives from being a volunteer manager dies

    The essence of being human is that one does not seek perfection

    George Orwell

    We are not perfect and these times are far from perfect. When things look bleak or never-ending, it’s understandable to want to curl up in a ball and mentally detach. We’re not immune to our own feelings. We swim in feelings, whether it be volunteers’, clients’, staff or friends and family all day long.

    Anti-zombification repellant spray

    Remember, you cannot be perfect, because you’d lose your humanity if you were perfect and volunteers need your imperfect, caring self. What can you do when feeling zombified? Here’s some things, for better or worse, that I’ve used when I realized I was just shuffling through the day, a drop of spit hanging from my slack mouth.

    • watch the funniest movie or stand up comedy you can find and then, when you’re still giggling, start to think of the maddening things that weigh on your mind. Mentally insert those things into the funny movie and make them funny. Write yourself into the scene. See the things that bring you down in a different light.
    • Grab your best-est friend, co-worker or relative and dare each other to do something outrageous. The thrill of the dare can often break feelings of drudgery. My family does this all the time to each other. These episodes become some of our best memories and make us laugh.
    • Read or watch the saddest thing you can find. Cry, feel horrible and then go wallow in all the rotten feelings you’ve been experiencing. Get it out. Take each rotten feeling, turn it over in your head and then think about the sad movie or story you’ve watched/read. How did the person in that movie/book deal with their challenge? Find inspiration in the strength of others.

     When I was a boy and I would see scary things in the news, my mother would say to me, look for the helpers. You will always find people who are helping.

    Fred Rogers

    Stress can easily zombify us when feelings of not being in control overtake us. But we know our volunteers look to us to lead and inspire them. They believe in us. We can, too.

    Volunteers don’t want perfect, robotic leaders. And sometimes, zombification comes when the desire to do everything perfectly meets the reality that we are imperfect creatures.

    Volunteers want imperfect us

    Volunteers want you, imperfect you, and all your quirky sayings, your crazy ideas, your funny habits. They want the way your nose wrinkles up when you hear that a staff member didn’t say hi to a volunteer. They want the way your brow knits in thought when you’re plotting a way to involve them in a new program. They want your voice raised an octave when excited about an upcoming meeting. They want that hastily made poster that says thank you in sloppy script.

    Volunteers want your human self.

    -Meridian

  • 3 Tips for Change Mgmt and Volunteer Ownership

    Like it or not, Covid means changes affecting our volunteers are inevitable. How do we manage the upheaval change brings?

    There are multitudes of theories on change management, and wading through them can be exhausting. For our purposes, here are 3 tips to help you navigate your changing landscape.

    Why are volunteers averse to change?

    Change represents uncertainty and loss. Change threatens our status quo and destroys our comfort zones. Even if the status quo is not ideal, humans cling to the known verses embracing change for a better unknown. Managing change is tough, even if the change is for the better.

    Let’s begin by assessing the volunteers. As we introduce change, what are the volunteers thinking/feeling/imagining? They may verbalize or worse, internalize:

    • “Where does this change leave me?”
    • “Does this change mean more change (upheaval) is coming?”
    • “Will my role disappear?” or “What if I’m no longer needed?”
    • “What if change is an excuse to get rid of the volunteering I love so much?”
    • “What if I can’t adapt to this change? Then what?”

    Tip 1: Involve the Volunteers

    Easier said than done, right? Especially if Covid has changed policies to reflect social distancing. There’s little to no room for volunteer input on mandatory changes. However, HOW you go about implementing change can involve your volunteers. Volunteers can set goals and brainstorm the path to achieving these goals once they understand the need to implement change.

    A large portion of change management deals with the why. Why are these changes happening? Failed change management strategies don’t adequately explain the why, which leads to push-back and ultimately mutiny. We don’t have to worry excessively about explaining the why, because a global pandemic speaks for itself which differs vastly from an organization internally revamping policies. We still must explain the why, but at least they don’t view Covid as some mean CEO who hates volunteers and just wants to get rid of them. (yeah, been down that pot-holed road a few times)

    Create focus groups or panels of volunteers to flesh out how to best implement the change. Controlling some changes helps create volunteer commitment, especially when you connect the changes to delivering mission goals.

    For example: Volunteers can no longer make in-person house visits (temporarily or permanently). You’ve already decided that in-person volunteers can substitute phone calls for the in-person visits, but don’t suggest that. Instead, ask the focus group to re-imagine ways to continue a personal touch. They may suggest Zoom or phone calls, or emailing, etc. The point is, give them the control and let them come up with the solutions instead of just telling them the alternative.

    Tip 2: We’re in this Together

    Make Covid the enemy, which means we are all in this together. Adopt verbiage that reinforces a team approach and commitment to flexible thinking (flexible thinking says, “this is not written in stone, your input is valuable to making this work”). Ditch the “I, they, them” words and use “we” verbiage such as:

    • “Together, we’ll figure this out and beat this.”
    • “The organization is on board with..”
    • “We’re all invested in our mission goals despite having this setback.”
    • “Everyone has a valuable role in achieving our goals.”
    • “We are all contributing to success.”
    • “We can’t do it without everyone’s contribution.”
    • “We’re stronger than this pandemic.”

    Change management often fails due to something as innocent as two people in authority delivering conflicting messages. Conflicting messages reinforces the “they don’t know what they’re doing” push-back and undermines volunteers’ confidence and commitment.

    Can we control messaging from other staff, volunteers and senior management? Probably not, but we can routinely ask our volunteers, “what have you heard about this change from others?” We can’t control everyone’s word choices, but we can clear up misinformation, discrepancies and bring messaging anomalies to the attention of staff and senior management.

    Make messaging clear. Ask senior management to create short, easily digested statements on any changes. For example:

    “Because of social distancing rules and guidelines, we have to consider the legal implications of letting volunteers go into homes, even with masks on, so to be on the safe side, we are putting a temporary moratorium on in home visits,” becomes “Temporarily, we are suspending in home visits.”

    Too much verbiage is not only confusing, it opens itself up to wide interpretation. Often, long explanations contain apologetic language that implies, “we’re not committed to what we’re saying, so go ahead and challenge us.” Simple, to the point sentencing ensures everyone will repeat the same message.

    Tip 3: Repeat, Check-in, Repeat

    Repeat your change message often, way more often than you think is necessary. Sounds childish, right? But studies have shown that in order for a message to stick, it needs to be repeated anywhere from 7-66 times. Work messaging into chats, meetings, phone calls and emails. Be consistent. You’re not being patronizing, you are being clear. When you hear a volunteer laughingly repeat, “I know, we’re all valuable in making this change work,” you’re on the right track.

    A change management strategy includes change duration (how long will it take to implement change). But here’s the interesting finding. In successful change management, duration of change is less of a factor than the frequency of reviews (the process of consistently reviewing change implementation). For us, that means don’t worry so much about how long it will take to implement a change, concentrate on frequent reviews for maximum success.

    And formal reviews are superior to informal reviews. What do I mean by that? The casual, “hey how’s it going with the new virtual mentoring program” as you chat on the phone with your volunteer holds no weight against a scheduled, formal review in which you go over changes by taking notes, asking questions, and reinforcing the volunteer’s importance and value in achieving change goals. Formal reviews show you’re serious about successful change implementation and you care about the volunteers’ contributions.

    Change is never easy, but we can manage it with strategies. And who is the best person to navigate a changing landscape that volunteers will get behind? You got this.

    -Meridian

    For more information on managing change, see the Harvard Business Review: The Hard Side of Change Management.

  • Is Empathy Draining Us or Does Empathy Benefit Us Too?

    Photo by Polina Zimmerman on Pexels.com

    I remember each moment one of my children called to tell me something wonderful happened. I remember my best friend jumping into her car and driving to my house to show me her acceptance letter into college. I also remember the morning my childhood friend plowed through snowdrifts to fall into my arms when her Dad walked out on their family.

    I vividly remember volunteers who couldn’t wait to show me a picture of their new grandchild or share a family moment. I remember volunteers seeking me out to talk about a challenge they faced or sitting with volunteers, tears streaming as they shared their lives or volunteering experiences with me.

    Do you often hear these phrases:

    • “gosh, I could go on and on”
    • “I’m sorry, I’m taking up your time”
    • “I feel so much better”
    • “thank you for hearing me”
    • “where did the time go”
    • “I was so excited, I just had to tell you”
    • “I couldn’t wait to share this with you”

    You hear these phrases, because you are an empathetic listener. You use your emotional energy to listen well and you seek to understand the underlying emotions. It’s one of those things we do for others, right?

    But did you know that being empathetic is beneficial for us too?

    According to this article in Psychology Today, empathy helps us lower our stress levels and prevents burn-out.

    Emotion Regulation

    Empathetic listening helps us practice emotion regulation. By hearing others’ intense emotions, we are strengthening our skills to regulate the emotions that can cause us stress, such as anger and anxiety. As we listen to others, we are monitoring our own emotional response so we can focus on the speaker.

    Preventing Burn-out

    Empathetic listening helps us better understand how to handle stress, and how to communicate better. It shows us how to effectively communicate and work well with others. Our emotional intelligence gives us an advantage when advocating for volunteers’ and our needs.

    Collaboration and Managing Conflict

    Empathy increases our emotional intelligence, which guides us when managing difficult situations with volunteers or staff. As we flex our emotion regulation muscle, we can diffuse situations, handle tough conversations and forge collaboration.

    Every time we connect on a deep level with one of our volunteers, we forge a bond between us and ultimately between the volunteer and our mission. We become the emotional rubber band that stretches with the volunteer and gently pulls them into service.

    I used to assume any emotional intelligence I possessed was due to getting older and wiser. But I don’t think so anymore. I’m now convinced that emotional growth has come from being a #LoVols and using empathy daily. My profession changed me in ways I am forever grateful for.

    So the next time you close your email, silence your phone, shut the door, take a deep breath and settle in to be present with a volunteer, remember this: You are being present with your volunteer, but you are also developing mad skills that will serve you well. You are building your EQ (emotional intelligence) and emotion regulation ability.

    Or, in simpler terms, you’re becoming a more kick-ass leader.

    -Meridian

  • The Volunteer Periphery is Expanding

    Photo by Pixabay on Pexels.com

    The Covid pandemic has forced many active volunteers into furloughs. It has put vital in-person training on hold. It has stalled volunteer-rich projects. It has created a giant periphery of volunteers who revolve around organizations like Pluto orbits the sun, not knowing if it’s a planet or a dwarf planet.

    Unlike HR folks, who contend with active staff, volunteer managers are tethered to every volunteer, whether they are actively volunteering or they’re rotating in the periphery. This includes:

    • potential volunteers
    • retired volunteers
    • volunteers on leave
    • sick or injured volunteers
    • episodic volunteers
    • volunteers awaiting training
    • volunteers awaiting placement
    • student volunteers
    • community service volunteers
    • corporate volunteers

    Often, our volunteer periphery exceeds active volunteers. How do we juggle this giant system? And for those naysayers who tell you, “just purge the roster,” that’s not acceptable. Every volunteer has value. Soooooo, what do we do?

    Organize those pesky lists

    Create categorized email lists: Categorize prospective volunteers, group and corporate volunteers, temporarily inactive volunteers etc. Send targeted messages to each group, such as upcoming training sessions, newsletters, notices about volunteer events or vacancies, etc.

    If a volunteer fits onto more than one list, make sure not to count them twice. Slot them into their primary category and color code or asterisk them on other lists. Send general information to all categories, because recurring communication keeps them engaged.

    Get help

    Recruit volunteers to oversee the periphery: Lists are only helpful if they are accurate. It’s humbling when you take a call telling you that volunteer Dave died a year ago and his family keeps getting mail addressed to him.

    A volunteer or volunteers in charge of overseeing other volunteers on the periphery can keep lists up to date. Volunteers can also make phone calls, conduct interviews, do impromptu surveys, offer new opportunities, gather information and compile statistics. The scope of the potential work can fill a full-time volunteer position or several part-time positions. Besides, a personal check-in from a fellow volunteer creates the team feeling.

    For the love of all that is sane, show your work

    Report your time spent managing peripheral volunteers: Don’t let this be one of the duties we shrug about and mutter, “yeah, it comes with the territory.” Managing the periphery requires your expert time, so report it as part of your volunteer recruitment, retention, and cultivation.

    Capture stats from your efforts to engage “prospective volunteers, retain episodic volunteers, build community awareness, increase visibility, maintain relationships, create partnerships, cultivate donors, supporters, etc. This nuanced area of our work is critical, time consuming, and we must account for it.

    Peripheral volunteers have value

    Volunteers who are not actively working still:

    • share experiences with friends, family, neighbors, clubs, co-workers etc.
    • continue to advocate for our work
    • provide us with community resources
    • share the pulse of the community with us

    A volunteer team is fluid. Savvy volunteer managers know that volunteers on the periphery are valuable assets.

    It’s time our organizations realized peripheral volunteers’ worth. It’s time organizations thought about how to engage peripheral volunteers. Oh, wait, there’s someone in the organization already doing just that:

    The leader of volunteers.

    -Meridian

    this first appeared as:

    The Volunteer Periphery

  • When All You See is Stress

    We are coping with a new normal that creates additional stress on already overburdened volunteer managers. Constant change and adaptation wears your psyche down like balding tires on a cross-country trip. You get no traction; only tires spinning and clouds of that toxic burning rubber smell. Your hard work is on hold. Volunteers are not getting the benefits of volunteering. People are not receiving the loving care from volunteers.

    A recent report from Reset 2020 (https://probonoaustralia.com.au/news/2020/08/new-report-uncovers-covid-19-mental-health-toll-on-nfp-sector/ ) indicates 28% of respondents say staff and volunteer mental health and well-being is impacted by the crisis. And when volunteers’ mental health is impacted, volunteer managers’ mental health is impacted.

    I don’t have some magic pill answer. Sometimes you just have to stop fighting and feel the feelings. (and remember, I am not a mental health counselor, just someone who’s also experienced burnout and dejection and stress).

    When struggling, I would find that fighting the burnout was more exhausting than experiencing it. I found that constantly berating myself for “having those feelings” crushed me. Instead, I began to let my understandably human emotions play out. I’d crawl into the feelings, turn them over, and verbalize how crappy everything was. I’d let the feelings run rampant.

    Then, after I rolled around in the negativity for a bit, something interesting would happen. I’d start to look at challenges without the crushing weight of burnout. Things didn’t seem so bleak. Sure, they were still hard, but they moved into a new perspective.

    I think we, volunteer managers tend to deny our negative feelings because we’re always “on.” We’re looked at as cheerful people with can-do attitudes and we don’t think we can have bad days. But we can. Because we’re human and our human-ness is what makes us so darned effective.

    Our human-ness allows us to empathize, to focus, to sincerely care. It makes us weep, and laugh, act silly and deeply serious. It leads us to connect and retain that connection as if invisible fibers radiated from our bodies to those around us.

    But it also gives us resilience. It gives us the will to get back up. It shows us that life is not always pretty or fun or good. We see the joys and the tragedies as we walk besides fellow travelers in the journey.

    We know that the human experience is filled with wonder, disaster, sadness and light. We know it is as varied as drifting snowflakes, and as vast as drops of ocean water.

    Our jobs require feeling.

    Sometimes we have to feel for ourselves

    -Meridian

  • Ruts Happen, Even in Fluctuating Volunteer Management

    Photo by Carlos Cu00e9sar on Pexels.com

    We, volunteer managers can get stuck in a rut, even though our days are varied and utterly unpredictable.

    I remember acknowledging I was stuck in a rut when I realized I watched out my open door every morning to see if the marketing director was wearing hose, because our policy attire required hose and she was never reprimanded. Yeah, sad, I know.

    Recognizing a rut

    But it made me recognize I was in a rut. I would arrive, sit down with my coffee, answer emails, make phone calls, then prepare for training, meetings, check ad responses, gather stats and set up interviews. All problems and crazy situations were just bumps in the rut road. Even the volunteer who removed taxidermy from a patient’s home because he couldn’t stand the deer looking at him became a routine challenge.

    Ruts are the dangerous, motivation killing, brain numbing enemy of creative volunteer managers. Ruts destroy our ability to move forward.

    We can be in a rut and not know it. We move slower. We take on nothing new. We look at the volunteer who, without permission, is rearranging the front office every time she comes in and think, “so what.” Every task and every question seems like another stone on our chest.

    Does a pandemic kill a rut?

    Even in a world altering pandemic that changes everything, our new routines can seem like weights because we haven’t fixed our old ruts. The rut just went in a different direction.

    New circumstances don’t automatically alter old perceptions and old inner challenges. New circumstances often add to the burden.

    How did I get here?

    So, how do you get out of a rut? For me, the first thing is dealing with my internal perceptions of the rut I created. By that I mean looking at how I perceive the things I’m doing. For example:

    • Q: why do I care that the marketing manager is not wearing hose?
    • A: because I feel there are different sets of rules for favored staff and I’m being treated unfairly.
    • Q: why do I sit and answer email instead of doing something else?
    • A: because it’s safe and I don’t have to interact personally cause I’m unmotivated.
    • Q: why don’t I care that a volunteer is rearranging the front office without permission?
    • A: I do actually care, but I don’t want to upset the volunteer by having an intervention, it’s so hard.

    Turning the wheel

    To get out of a rut, you have to consciously turn the wheel and find another road. Start small by varying your routine. Read emails at the end of the day. Ask a volunteer to make phone calls. Eat lunch at 10am. Vary your routine so it becomes obvious that it’s not about the order in which you do things, it’s the effort you put into each task.

    Take lots of mental breaks. Lots. Lots. Lots. We, volunteer managers need mental breaks in the best of times. Have your quilting or model airplane or unfinished painting nearby and stop, work for a few minutes on your hobby/project/silly fun doodle/whatever during the day. Clear that brain.

    Take stock of all your successes. Begin (if you haven’t already) to record inspiration-get a notebook and write down the things that inspire you, including quotes, stories, testimonials from volunteers, family, staff, community and your own experiences. Keep these nearby.

    Be un-perfect

    Purposefully forget to do something. Yep, not a typo. Prove to yourself that perfection is not the goal and instead, perfectionism drives you into a rut. Own your less-than-perfect self un-apologetically and don’t hold yourself to a standard you’d never place on a volunteer, other staff member or a person your organization is serving.

    So, I took my own advice and I wrote this post in one sitting, no revisions, re-thinking etc. It’s a mess, I know. Oh well.

    Perfectionism is for rut-dwellers.

    -Meridian

  • Leading Volunteers Takes Both Sides of the Brain

    When a volunteer connects, it’s the best feeling, right? We, volunteer managers love the whole ethereal, elusive, empathetic realm, don’t we? (I can hear meditation music’s lilting strains right now, ahhhhhhhhhhh)

    Wait. I’ve always tried to explain these intangible moments to others. I’ve told stories, dimmed the lights, set the mood, lit candles (yeah, that didn’t go over well, you know, fire code and all) and painted pictures. My audience felt warm and fuzzy. But you know what was missing? No, not wine, I tried that too. Hard data was missing.

    Data is like looking at a night sky. It’s vast and complicated. It’s hard to see patterns and even harder to track. But think about every tech giant out there and how they wrangle data to their benefit. (which is why I keep getting those ads for “look 10 years younger.”) Mining data is hugely important because it shows correlation.

    We, leaders of volunteers exist in a data-starved realm. We typically record volunteer hours, and volunteer numbers. We tell stories. We offer examples. Thankfully most us us are moving into recording volunteer impact. But, there is so much more we can utilize to our benefit.

    Data speaks

    Loudly. Successfully. At a change-making volume. Every minute, data scientists are mining our data to find patterns and formulate paths to harness that data for benefit. (I know, cause I just clicked on “miracle cream guaranteed to erase years.” Woah, only $115?)

    We, leaders of volunteers need to use both the logical and emotional sides of our brain and harness data to successfully advocate for the changes that will further our goals. Let’s look at advocacy language. What argument do you think holds more weight?

    Advocacy language

    “The volunteers I talk to want more flexible ways to volunteers. They will stay longer if we offer them more flexibility.” (mood music and lit candles probably won’t help get the point across)

    “Over 95% of our volunteers stated that flexibility is the number one challenge they face as volunteers and 92% fear that lack of flexibility will force them to resign.”

    Stats and percents are not mathematically difficult to capture. Figuring out what stats to capture is what makes this difficult and finding the patterns to explore is what makes this challenging. (but since when do volunteer managers shrink away from challenges?)

    Begin by checking your gut. (not for digestive reasons-there’s products for that-trust me, I get the ads for those). What nagging issue does your gut instinct rumble about? That volunteers want flexibility? That volunteers don’t feel properly integrated? That volunteers want more meaningful roles?

    Formulate questions on the subject. Be careful not to “lead” volunteers into saying what you want them to say, but rather, explore their opinions.

    Examples of leading questions:

    • Should we get rid of our cumbersome, time-consuming background checks?
    • Should valuable volunteer time be spent on reporting hours?
    • What do you like best about your hard-working volunteer manager? (um, I like this question, but yeah, it’s leading)
    • How unhappy are you with our volunteer appreciation luncheon?

    I’ve been surprised many times by volunteer opinions after I’ve asked open questions and they helped me readjust my thinking to more accurately reflect volunteer needs.

    But avoid just looking for the negative. Both negative and positive results are helpful statistics when you see patterns. For example:

    • 80% of new volunteers stated that orientation helped them integrate. (I can champion orientation based on this)
    • 97% of new volunteers felt having a volunteer mentor made their integration smoother. (I can push for more volunteer mentoring and show correlation between successful volunteering and time spent up-front developing volunteers)
    • 42% of volunteers want online orientation only. (This is a split-needs more exploring)

    Surveys aren’t the only source of data: Participation patterns

    Analyzing recruitment strategies, messaging, successes of additional training all can be done by seeing the patterns in participation. For example:

    • only 13% of new volunteers this month saw that ad in the local newspaper
    • 81% of new volunteers this month scanned the volunteer information on our website (so advocating for more input into the website is warranted here)
    • 37% of volunteers attended an in-person meeting this year
    • 61% of volunteers attended a virtual meeting (so combining virtual with in-person may be the way to go)

    We ask our volunteers’ opinions all the time, because we want to make sure they are engaged. And honestly, our volunteers give us their opinions all the time through their participation. It’s time we analyzed opinions and participation and used the patterns to support our advocating for real change.

    Successfully advocating for your volunteer initiative means ditching broad sentiments like “we have to treat volunteers better.” Instead, hone in on specifics that are backed by hard data you’ve gathered and analyzed. Look for patterns in opinions and participation.

    Connect the dots: For example, 20% of volunteers say the volunteer luncheon makes them want to volunteer more, but 80% of volunteers say additional training makes them want to volunteer more. Spending $750 on the luncheon and only $100 on training makes no sense.

    We have a logical and emotional side and both are essential to a vibrant volunteer program.

    So, once you convince them with stats, then hook them with the mood music and candles.

    -Meridian

  • Benefits of Volunteering: Does Research Miss the Mark?

    “Go volunteer, it’s good for you,” is sorta like looking at a spectacular sunrise and saying, “yep, that’s pretty.” But what exactly does volunteering do for us?

    Many highly respected sources have looked into why volunteering is good for our well-being and their research centers mainly around a given premise.

    Research into volunteering’s benefits on well-being

    One recent article states: “when we help others, we tend to experience what researchers call a warm glow. Second, volunteering is likely to help boost our sense of social connection.”

    https://greatergood.berkeley.edu/article/item/how_volunteering_can_help_your_mental_health

    The premise surrounding volunteering’s benefits typically focuses on our need to belong and the “helper’s high.” Research also concludes there are benefits from sharpening skills that translate into job searching, especially for younger volunteers. And then, researchers conclude that “more research needs to be done.”

    Researchers, here’s my gift to you. Over the years, I’ve witnessed volunteering benefits I haven’t heard anyone talk about. (except other volunteer managers)

    I’m no psychologist and don’t pretend to be one, (unless I can’t get caught) although one time, when I was introduced to a therapist who was seeing a friend of mine, he fixed me in his gaze and said, “stop practicing without a license.” Ok, you got me. But what I’ve seen through the years in volunteering is:

    Volunteering removes a multitude of inner pressures the volunteer feels in everyday life. For instance:

    • Was I paid fairly for my work? Do I make enough money? (when there’s no money involved, guess what? Everyone is paid fairly.)
    • Am I less than any other volunteer? (no, because when I’m connecting with someone who’s hurting, it makes no difference what my title is, how much money I have, how beautiful I am etc.)
    • Is every little thing being criticized/analyzed? (in most cases no-I’m pretty much given encouragement; my volunteer manager is like a coach and has sincere faith in my abilities.)
    • Am I appreciated for what I do or am I just a cog in the wheel? (I feel welcomed when I’m told how needed I am, how much I’m appreciated for showing up. Imagine that happening at my job? Ok, maybe at first, but every time I show up? Ha!)

    But wait, there’s more:

    Volunteering’s additional benefits:

    • There’s a sense of newness/wonder.(I’m excited to come once or twice a week/month etc. and reinvigorate my volunteering.)
    • I can relax and be accepted for who I am. (After my initial nervousness, I realized the organization is pretty chill and a whole heap of pressure came off. I found I’m a lot more talented than I thought.)
    • I’m doing this because I want to. (no one’s making me show up. I’m here because I want to be here. I’m here because I feel good being here. I call it, “my time to be me.” I feel free from the pressures to be a partner, a worker, a parent, a neighbor, and someone’s child. I feel those expectations lift and you know what? I’m a better at all of the above because I’m proving to myself that I’m a good person.)
    • I am doing something meaningful, something altruistic, something free of bringing me money or fame or influence. This has a more pure feel to it. (and thanks to my wonderful volunteer manager, I understand my contributions are really helping. I know my time is valued.)
    • I’ve got a chance to be good on a level playing field. (I feel like my life is kind of a mess right now, but here, I’m told my volunteering is amazing. You know what? I believe my volunteer manager. I can see for myself. My volunteering is amazing and I’m kinda amazing after all.)
    • This is a safe-haven in my storm of life. (wow, how wonderful to have a place to go where I’m encouraged, cared about and can focus on something other than what’s happening in my life. It’s my place of refuge.)
    • My inner skills come out. (I didn’t realize how good I was at relating to people or solving problems or getting things done until I was given the freedom to explore my talents. )
    • I’m connecting with people I’d never get to meet. (New connections open my world, and reinforce my hope that humanity is basically good)
    • I’m learning and growing.

    Research is wonderful, but it needs to look deeper. It needs to ask, “what stifling pressures are lifted when people volunteer? What potentials do people discover when stepping outside their boxes?” And finally, “what well-being benefits are hiding just beneath the surface?”

    In my mind, volunteering is the freedom to be human. It’s complicated, but so basic. Volunteering can peel away the everyday pressures we feel and free us to be our most genuine human selves, the selves we yearn to be.

    who has the answers?

    Maybe researchers could save some time by asking volunteer managers what volunteering benefits they’ve witnessed. You know, expand the research a bit?

    Or wait. Maybe, just maybe, researchers could look into the role a welcoming and vibrant volunteer initiative plays in creating an atmosphere in which a volunteer’s well-being increases. And, oh, yeah, maybe ask what role a competent and knowledgeable volunteer manager who coaches, encourages, mentors, and builds up the volunteer plays in furthering a volunteer’s well-being.

    Hey! Maybe there’s a direct correlation.

    -Meridian

    oh, for more reading (cause ya can’t get enough, right?), here’s an older post on gathering some of these statistics and showcasing them. Maybe researchers would start to take notice.

    Is it Time to Start Selling Volunteer Perfume?