volunteerplaintalk

Tag: why volunteers leave

  • Induction vs. Orientation: The one year volunteer committment

    Induction vs. Orientation

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

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

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

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

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

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

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

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

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

    Induction:

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

    Orientation:

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

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

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

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

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

    Woah, be still my heart.

    -Meridian

     

  • The Honestly Honest Truth

    the-honestly-honest-truth

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

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

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

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

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

    Maybe we could say things like:

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

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

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

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

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

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

    -Meridian

  • A Corporate Volunteering Interview

    corporate-volunteering-interview

    I was really lucky to catch up with and interview Sadie, a busy mother and professional who took charge of a corporate volunteering event this past December for her financial firm. Here is the interview:

    VPT(volunteerplaintalk): Thank you for speaking with me today. I understand that you took the reins on a corporate volunteer project over the holidays?

    S: Yes, my firm allows us 4 hours of paid time to volunteer and I wanted to do something myself around the holidays because it felt like the time to give back. And because our 4 hours does not accrue for the following year, so I either had to use the time or lose it.

    VPT: How were you chosen to head up the corporate volunteering event?

    S: Quite by accident. I was just looking to fill my 4 volunteering hours.

    VPT: So you had planned on only volunteering yourself?

    S: Initially, yes, along with one of my friends.

    VPT: Did you find the organization you chose on your own or did they reach out to you?

    S: I found it on my own. It is a local toy drive put on by a local city organization and my mom had done something similar in Florida and I thought it would be a festive, holiday experience and I know that there is actual work that needs doing during the holidays to pull off these events.

    VPT: How did you end up doing a corporate volunteer event?

    S: Well, I approached my HR department to see if this organization would count towards my 4 hours and they told me that a number of employees hadn’t yet taken advantage of the volunteering hours for the year. They asked me if I would take charge of making it a corporate volunteering event and I agreed.

    VPT: How did you feel about taking charge?

    S: I really didn’t mind, because at our firm, we run projects, and so we are often in charge of other team members. But I will say, that there is more pressure when you are trying to create a worthwhile experience for a group. You don’t want to waste your fellow volunteers’ time.

    VPT: So, how did you set up this volunteering event with the organization?

    S: Well, I went to their website and saw that groups could volunteer. There were several categories, including sorting toys and food, setting up and also volunteering to help the people shop on the giveaway days of the event. I wanted our group to volunteer on the day they actually gave away toys and food to needy people, because I thought that it would be very meaningful for us.

    VPT: And how did you sign up?

    S: There was a place on the website to sign up for a particular date, so I did that with the names of the members of my group. I signed up two groups on two successive days. I also called the number listed on the website and left a message, because I wanted to make sure that my sign-up was recorded and I did have a few questions.

    VPT: And what did you ask when they returned your call?

    S: I never did get a return call.

    VPT: What? No one called you back?

    S: No, no one did.

    VPT: Did you try again? Did you get a confirming email?

    S: I called again and left a message. I did not get an email either.

    VPT: Were you worried at that point?

    S: Yes, very. I was now responsible for my co-workers’ volunteer hours, and time was running out on the year.

    VPT: What did you do?

    S: Well, I was very busy, what with all the family things to do and at work we had some projects with deadlines, so I waited for some sort of acknowledgement.

    VPT: Did it come?

    S: Luckily, yes. When I was about to look for another volunteer opportunity, I received an email asking me to sign up again through a website called signup genius. I clicked on the link and re-signed the  two groups for two separate days.

    VPT: Did you get a response then?

    S: Yes, an automated one from signup genius saying thank you and confirming.

    VPT: But no personal response?

    S: No, none. I did get a reminder from signup genius, so that was helpful.

    VPT: Was that enough?

    S: It would have been reassuring and helpful to get a personal phone call or email, but I just trusted that we were good to go.

    VPT: And did you inform your group that you were good to go?

    S: Yes, I forwarded the confirmation email to them with their names listed.

    VPT: Did you meet with your group before the event?

    S: No, we did not meet. It seemed pretty straightforward.

    VPT: Did you have an idea of who and where to report to on your volunteer day and what role you would have?

    S: I was in the day one group, so I could inform the group on day 2 of anything they needed to know. But, no, I had no idea who we were supposed to report to or where. I did have the address, though.

    VPT: And so, in good faith you just…

    S: (laughs) We just showed up.

    VPT: And how did it go?

    S: Well, parking was a real issue and we couldn’t figure out how to get into the building..

    Sorry to cut it off here, but the interview is longer than one post. Next time-what happened on the day of volunteering: The conclusion of Sadie’s interview.

    Thanks and have a great week!

    -Meridian

  • But What Are The Values?

    light switch
    When Amar answered the ad for a volunteer coordinator, he was certain that he could fulfill the stated requirements. “It was pretty straightforward,” he said, “and although I had not managed volunteers previously, I did have experience in non-profit work. So, I applied and was hired. I worked there for four years, and now, when looking back at that recruitment ad, I wonder why they included along with all the skills required, the phrase, ‘and uphold the values of the organization’. In retrospect, I left that job because I came to really wonder what their values were.”

    Amar continued, “our mission was very clear. Our service delivery was excellent. Recruiting and training volunteers was going well and I felt that their contributions were generally regarded as meaningful. But internally, our organization was a mess. People routinely stabbed one another in the back. The CEO practiced rampant favoritism, set exclusionary rules and so morale was pitifully low, even though everyone worked hard at their jobs. It was as if our organization had a community face for our recipients, donors and general public and then behind closed doors, this dark side emerged. I began to wonder which face was actually the real face of the organization and what really were the values. Fairness? Not that I saw. Inspiration? No, staff was pretty much left to find inspiration where they could. It became a place where you took pride in your work, although you hated coming to work.”

    Can those of us who work in the non-profit world turn our kindness off and on? Can our volunteers also turn it off and on? If we treat clients with tenderness while treating other staff or volunteers with disdain, is it truly genuine? I often wondered that when working with a few volunteers who had a nasty side. I wondered, “how can honest kindness be selective?”

    Amar left his job and found another one. “I walked into a new place that did not speak openly about their values, but instead, showed them daily. Staff was genuinely kind and supportive of each other. Volunteers responded in that atmosphere and accomplished so many amazing things. I took a pay cut, but could not be happier. A value based organization that lives their values is far more rewarding than a larger paycheck accompanied by the stress of working with mean-spirited people.”

    Mahatma Gandhi once said,  “The greatness of a nation can be judged by the way its animals are treated.” That makes me wonder if  the greatness of an organization can be judged by the way everyone within and without is treated, including its staff, volunteers, the delivery people, visitors, the repairmen or even someone who wanders in off the street.

    Is a culture of kindness so thin that it is able to be turned on and off? If so, then it’s a veil and not really a culture, isn’t it?

    -Meridian

  • Click, Click, Clique!

    Don’t you just hate it when everything becomes such a fine line? I’ve never encountered more fine lines than in volunteer management, except maybe when trying to decide a reasonable curfew for a teenager.

    Cheryl is new to volunteering. She took a job that afforded her some free time so she wanted to give back. Scouring online ads for the perfect volunteer place, she decided to take training at a local chapter of a large organization. “I was excited, really excited, because I could picture myself actually helping people in my community. I never volunteered before, never had time before and I was nervous because I didn’t know what to expect. So I went to training which was pretty good and then I went to my first volunteer meeting. It was in the evening, and as I looked around at the volunteers coming in, I saw people who looked like they worked too, so that made me feel a bond with them. I took a seat in the back. It was fairly crowded and I spoke briefly to the man next to me. He said he was relatively new too, hadn’t gotten an assignment yet, but was looking forward to starting. The meeting began with the chapter’s director showing a power point highlighting the stats from a previous quarter. Then there were general announcements. I noticed that the same small group of volunteers spoke up with stories or questions and they seemed to continually refer to each other. I figured they were the long-term volunteers. Then they asked one of those volunteers to come up and talk about the upcoming needs. She listed several events and assignments and asked for folks to volunteer. I started to raise my hand, but she pointed at her group and before I knew it, they had all laughingly worked out the assignments. I looked at the man next to me and he rolled his eyes. I guess I should have been more forceful, I don’t know. I thought they wanted new volunteers, but now I’m not sure.”

    Ahhh, the volunteer clique. It happens because of that fine line. When we need groups of volunteers to take on assignments, especially on-going assignments, we work extra hard to find personalities that will mesh. We introduce hand picked volunteers to each other and hope that the team will “click.” I know I get all tingly when I drop in on a group and they are chatting away, enjoying themselves and each other. It’s a real perk to volunteering. You can almost hear the team bonding as each person joins. Click, click, click. It’s wonderful. But then, because of that fine line, some teams, not most thankfully, will click so well that they become exclusive. They shut new volunteers out. They become suspicious of and sometimes actually sabotage the newbies.

    New volunteers are as varied as long-term volunteers. Some are forceful, some are timid. But even under the best of circumstances, being new is challenging. So, what to do when introducing a new volunteer to an established group of seasoned volunteers in order to prevent cliquish behavior?
    Here are a few things I learned by making mistakes with group culture. I hope these observations help you too.

    1. Do not just drop the new volunteer into the group, even if it is only temporary. Talk about getting stiff behavior-I brought a new volunteer into a group one day and I thought I had walked into a meat locker, the response was so cold. Alert the group beforehand, talk to them in person, or call to keep from putting them on the spot.
    2. Talk about the awesomeness of the group to the newbie and vice versa. Let the group know that this new person considers it an honor to join such a fantastic well-functioning group.
    3. Appeal to the group’s sensibilities. I’ve said to groups, “I wanted Doug to join you because he’s anxious to do well and I couldn’t think of a volunteer group better able to show him the ropes.”
    4. Make it temporary at first. I’d say, “Doug will be learning from you and then I hope that he can join a group of his own once he’s ready.” Sometimes the group will just love the newbie and take them in because the decision was their’s to make. If a newbie is not forced upon them, the group is often more receptive.
    5. Check in often. Observing the dynamics of the group will tell you everything about how well the integration is working. Check in to let the group and the newbie know that you care about their success and how they feel about each other.
    6. Reiterate that the organization wants to be inclusive of new folks. I’ve used phrases like, “we don’t want to be the best kept secret,” and “we want everyone to be able to have a meaningful experience. With your help, we can do that with our new volunteers.”

    But what happens if all else fails? I’ve had groups that, when a member or two is out for extended periods of time get angry because the temporary newbie doesn’t operate just like good old Janet or Bob or whomever is missing. Then, when several newer volunteers tell me that they won’t work with that group because of the way they are treated, I know I have a problem, and it’s time for a heart to heart. And here’s where one of the biggest lessons I’ve learned comes into play: Don’t ignore a problem. Ignoring a problem only makes it fester.
    The group and I will have a chat about change. (On their time and turf is best I’ve found so I “drop in”). Change and volunteers is like buying a smaller size skirt and hoping it will be good enough to wear at a presentation. Something usually pops.
    So, we chat. The group may be worried that their missing member is sick and will never return. They may think that new volunteers will come in and critique them. They may feel like they’re not doing a good enough job, because if someone new needs to come in, what does that say about them?

    But back to Cheryl and her experience. As volunteer managers, it’s our responsibility to monitor who gets called to service. We need to especially look out for new people and integrate them into the team. It’s better to look at everyone in the room when speaking and not appear to have favorites by chuckling over inside jokes or discussing past events in front of new people without explaining the context to them. Everything can be an inclusive and teachable moment.
    It’s a shame that Cheryl’s volunteer coordinator did not approach the long-term volunteers prior to the meeting and ask if they would “show the ropes” to the newer volunteers. He/she could have asked, “is there anyone here tonight that is new and would like to join our wonderful seasoned volunteers who are happy to help you acclimate here?”

    Then, Cheryl and maybe the man next to her would have had an assignment. And that organization would be one step closer to having another enthused ready to go volunteer.
    -Meridian

  • I Turned Her Loose

    3d_buildings_and_floor_plans_8_165343I was turning the pages of an actual newspaper when I came across a picture of a former volunteer, Simone. I touched the grainy picture with my forefinger as though able to connect through ink and wood pulp. Simone had that look on her face, one of fierce determination and intent concentration. “I will make a difference, I will.”
    She was actually referred to me by another organization who honestly did not know what to do with her. “Can you take her?” they asked. “We can’t provide her what she needs for the things she wants to do.” I love a challenge so I welcomed Simone. At first, her gravely voice kept me from focusing on her arresting blue eyes and I struggled to hear the things she said. Slender, in her mid eighties, Simone was as easily dismissible as a leaf that alights on a hurried walk down a garden path. But then those eyes, those two blue sponges that soaked up everything in view, made me stop and listen.
    Simone was an architect, a poet, an artist, a tech guru and had created a website featuring photos of urban architecture. With no shouting, she commanded attention if you stopped thinking of her as a brittle autumn leaf.
    She was full of some of the most creative ideas I’ve ever heard from one person. Ideas that spanned reaching the “left brained” or analytical side of patients, working with caregivers, grieving people and traumatic situations. In truth I could have carved out a 40 hour work week just by implementing Simone’s ideas.

    Instead, I tried to focus on one thing at a time and together we started to build a framework by prioritizing our projects. I love projects. They start with a mind sketch and then there are real building plans and then you see the inner skeleton go up and pretty soon you have a frame that becomes a building.
    Right now, every day, I drive past a gas station being built. While a gas station is not glamorous or pretty, I marvel at the thickness of the foundation followed by the steel beams that will hold up the structure and then there’s the walls that give it form. Finally, one afternoon the lights go on and it is open. We stop for gas, never thinking of the hours of labor, the grind of the heavy machinery, and the attention to support.

    That was Simone and I. We donned our hard hats and got our nails dirty as we labored to make something out of her talents as an architect and artist. The foundation took awhile and so did the steel skeleton, but the walls felt good as we put them up. She was creating an art building with elderly patients. It was not a gas station, but a building full of love and patience. I helped her on many occasion and sometimes would stand back and marvel at her ability to soothe and touch as she guided hands to create. It was always those blue eyes, seeing nothing but the person in front of her, and his dabs of color on a paper or a wobbly block structure that would eventually mean something to both of them.

    I found out that Simone had a close friend who was terminally ill and that partially explained her passion. But I think it was more the way she saw life, as a poet who could grasp the tenuous strands of existence and build some meaning with them.

    One afternoon, Simone and I were together and she told me that she was going to write a book of poetry about the people she worked with. A facility that welcomed her was contacting family members to get permission for her to do so. Somehow, like the crumbling of ancient castles and the first flight of birds from a nest, I knew this day would come. I told Simone that there might be some difficulty surrounding her writing a book for publication. I told her that she would experience some push-back from our legal department since she was in fact, representing us at the facility. The question became, were her ideas her own and even if they were, did she not accept all the restraints that volunteering for an organization placed on her?

    We sat and chatted. I wasn’t sure if I appeared to be protecting her or chastising her. Anyway I framed it, she felt the nay-saying voice of impediment. I represented barriers and roadblocks, not encouragement. Being a free spirit, she needed carte blanche to do what pioneers do: Develop new territory. I knew there would be a legal hassle as sure as I knew she would write the poetry anyway. So I did the only thing that I felt was right. I turned Simone loose. I asked her if the facility would support her and if she had legal representation. She assured me she did. I advised her to volunteer for them (leaving out any residents that were patients of our organization) and continue to build her program. See, I couldn’t bear the thought of tying her up with endless red tape and seeing those blue eyes plead with me to help her break free.

    We hugged. I took Simone’s badge and gave her the freedom to create. I’ve always wondered if I could have done something to make it all ok, to run interference but an organization with layers and layers of legality and confidentiality cannot allow personal and financial gain from interactions with clients. I understand this. Clients are protected as they should be.

    So, when I saw a picture of Simone in the paper accompanying an article about architecture and working with the elderly, I smiled. As expected, her eyes were focused on a frail woman hunched over a rudimentary building. Somehow, looking at Simone, if I softened my eyes, I could see her wings.
    -Meridian

  • If a Butterfly Flaps Its Wings in Brazil, Will Jeremy Volunteer?

    hands volunteering2So, I’m going to pretend for a moment that I deeply understand chaos theory, deterministic systems, and linear functions. I’m going to try to sound really, really smart here, so please don’t laugh too hard when I use fancy phrases like “and so in conclusion,” “what I’m trying to point out.” and “holy crap this is hard!”
    But volunteering I think needs to have its own theory. A few years ago, I developed the firecracker theory that says you will get in big, big trouble if you set off a string of lady fingers outside the door of your boss’ office. It’s related somehow to string theory, but that’s for another day.
    I’ve observed (which you might notice is a great physics term) that a lot of really smart people look at volunteering and the recruitment of volunteers in a very linear way. Their theory goes something like this:
    Volunteer Manager (VM) sitting at desk. A long line of prospective volunteers stand outside the door patiently waiting for their turn to do good.
    VM: Who’s next? May I help you?
    New Volunteer Jeremy (J): Hi, I’m answering your ad for volunteer help. Can you tell me more about it? I really want to do good.
    VM: Why yes, we need someone every Tuesday to help put up supplies.
    J: Oh my gosh, this is unbelievable, I have a Master’s Degree in putting up supplies! I’ve put up supplies for most of my life. I love nothing more than to put up supplies! When can I start to do some good?
    VM: Well, you first have to go through some orientation and training. There’s four sessions starting tomorrow. That might be a bit last-minute.
    J: Tomorrow, huh? Well I had some important surgery scheduled for tomorrow, but I think I’ll reschedule that. To do good by putting up supplies is far more important.
    VM: Wonderful. After that we need to do a background check.
    J: No problem! After we speak, I will go to the police station and have that done. I’ll pay for that myself. While I’m there, do you want me to pay for some other volunteers?
    VM: No, that’s not necessary, but thank you. Are you then available to work on Tuesdays?
    J: Wow, Tuesdays, huh? That’s the only day I have to take my elderly Mother out of the nursing home. She really loves our outings, but hey, what the heck, putting up supplies for you guys is so much more important. I’ll be here every Tuesday doing good! By the way, what kind of supplies are we talking about?
    VM: Well, our organization gets shipments of office supplies on Tuesdays. No one here is willing to do that work.
    J: Office supplies, is it, go figure, my thesis was on the body mechanics of putting up office supplies! This is amazing! I can’t wait!
    VM: You do know, Jeremy that you will have to work alone in a hallway closet. There’s not much light or air, but that’s where the supplies are kept. Is that all right?
    J: I can’t believe this! My minor in college was working alone in a closet, how perfect is this opportunity for me?
    VM: Great, we will see you tomorrow. Thanks so much for volunteering. Next!

    So, in this linear theory, volunteers pretty much show up, get oriented, complete all steps and faithfully volunteer. It’s a lovely parallel universe, one with giant blue people and shimmering unicorns who love to do good.

    Recently, I attended a volunteer orientation for another organization. Of the seven people who took the evening class, I was the only one to show up at the meeting the next week. What happened to the rest? What mean and evil butterfly in Brazil kept them from doing good?

    Well, to that question I say, Holy crap, this is hard! See, I told you there would be some fancy phrases here. I can’t even begin to list all the variables that prevent volunteers from becoming linear, but here are a few. I’m sure you could add countless more.
    I want to volunteer but:
    I just lost my job or I just got a job.
    I got sick. I’ll try to come back, but it depends.
    I have to move or I just moved.
    I have no transportation, my car broke down.
    I have to watch my grand kids now that my daughter went back to work.
    I just had a significant death in my family.
    I just got divorced.
    I don’t think this is for me, sorry, but I thought it would be different.
    I completed my task and I’m moving on.
    I bit off more than I can chew-yes, sorry, my intentions are good, but I just can’t seem to find the time.
    I’m not getting what I need. Sorry, I thought it was just about doing good, but maybe I need more.
    I have to tie up some loose ends at home, then I’ll be back.
    I’m really looking for a job and it looks like there are none here.
    I burned out on all this saying yes.
    I’m going to disappear now and you’ll never know why.

    What determines the likelihood that Jeremy will volunteer? Luck, hard work on our parts, a perfect universe? Is it random no matter what we do? And, should we blame ourselves when not every prospective volunteer turns out to be volunteer of the year? Does a physicist blame himself because there are so many variables or does he accept the fact while learning from it?

    So, if we start to accept the intricate theory of volunteering, then does that not elevate the role of the volunteer manager who must be an analytical leader?

    Volunteering truly is like the famous Edward Lorenz quote, “Does the flap of a butterfly’s wings in Brazil set off a tornado in Texas?”
    Whether or not someone volunteers may not be dependent upon a butterfly flapping its wings in Brazil, but sometimes a random call from a relative thousands of miles away can alter our volunteers’ lives in an instant and therefore impact their ability to volunteer.

    Hmmmm. And so, in conclusion, because volunteer managers work with these variables every day and still inspire vibrant forces of people doing good, I think some real credit is in order. Go ahead, flap your wings, butterfly. We’ve got this.
    -Meridian

  • Do Volunteers Have Privacy? Naaah!

    gossipingDo volunteers have a right to privacy? While we’re on the subject, how much privacy do we, employees have? What can employers divulge about us and what should we divulge about our volunteers?

    I guess we can all run to our legal departments and get an official statement but what is our real policy? For an example, a couple of months ago, I was approached by a senior manager and the following conversation took place.

    SM: Hi, I just needed to ask you a question. Do you have a volunteer by the name of Abigail Drake?
    Me: Yes, Abigail is one of our volunteers.
    SM: Oh, ok, I need to talk to you about her.
    Me: Please, sit down and let’s talk.
    SM: Well, yesterday, they sent me a call from a woman who said she was Abigail’s neighbor.
    Me: Oh? Is Abigail all right?
    SM: That’s not it. The neighbor said, I don’t know how to put this, but the neighbor wanted us to know something about Abigail.
    Me: (eyebrows raised) And what might that be?
    SM: She said that Abigail has been on medication for severe depression for years and the neighbor feels like Abigail might come off the medication in the near future, which would make her a risky volunteer.

    (Are you sensing something very wrong right now?)

    Me: I see.
    SM: You’re not going to let her volunteer are you?
    Me: Well actually, yes, I am.
    SM: But the neighbor assured me that Abigail is a risk. We probably need to talk to her.
    Me: Abigail has been through every one of our requirements to become a volunteer. She has passed all of her background screenings.
    SM: But what about her severe depression?

    (Ok, I have to admit, at this point I was flabbergasted that a Senior Manager would be so naive)

    Me: All I can do is treat Abigail just like I treat every other volunteer. If for some reason she shows signs of risky behavior, we will address it promptly, I can assure you. But I have to say, I never discuss our volunteers with anyone.
    SM: Hmmm. I did tell the neighbor that we would take her comments under advisement and that I would speak to you. She said she knows you.

    Me: (eyebrows raised even further because here’s the part that gets bizarre and I swear it’s true) Oh, really?
    SM: Yes, she said her name was Laura Cramer or Kranmore…
    Me: Laura Cramer?
    SM: Yes, you know her?
    Me: She was a volunteer with us a long time ago and we had to dismiss her.
    SM: Oh?
    Me: Yes, it did not go well and I believe she has harbored a grudge ever since.

    Just the name Laura Cramer stops me like a hockey forecheck. Her dismissal was ugly and it is never pleasant to remember.

    The senior manager left and I’m guessing forgot about the whole thing fairly quickly. It bothered me though, that an intelligent representative of the organization would chat about the private life of one of our volunteers with an unknown voice on the phone. I started wondering: If a neighbor of mine decided to call in and say I beat my dog or had a drinking problem, would someone discuss that with a total stranger?
    I’ve been called by folks looking for a volunteer’s phone number or address, mainly because they want to thank them. But I protect the volunteers like a mother black bear hearing the snap of a twig. “If you give me permission,” I say to them, “I will pass your number along to the volunteer in question. Or you can send a card here and I will personally deliver it to our volunteer.” And fortunately, people are always understanding and grateful that our volunteers’ private lives are protected.

    Frankly, I don’t care about the legality of volunteers’ privacy. When I volunteer somewhere, I want to know that my personal information is kept locked up tight and that I matter. And when it comes to volunteers, we, volunteer managers, should lead the way in all HR management by doing better than what is required by law and regulations.
    We might even want to teach all staff in our organizations to protect our volunteers as well.
    -Meridian

  • Volunteers Leading the Way

    treasure hunt“No,” I almost shouted, “you cannot volunteer in that area without proper orientation and training!” I stood, hands on hips picturing this person in front of me as no more than a child. “Why, you ask? Because it’s a requirement, that’s why.” I said in my best Mom authority voice. My hands trembled slightly. I did not care that this person said they had spent 30 years in management. I did not care that they had jumped through all of our other hoops, because what good is a volunteer who won’t listen? I plugged my ears to their simple questions. “I’m sorry, but you either come to the next training, or we can’t use you anymore.” The echo of my footsteps down the tiled floor bounced off the serene artwork on the walls. “I don’t have time for this,” I muttered. “Volunteers need to just get with the program.”

    No, this scene did not happen. Oh boy, I hope you didn’t think it did. But could it? Do we not box up our volunteers like overly taped goods on the way to China? We’ve added background checks, fingerprinting, drug testing and personality quizzes to ensure that crazies don’t wiggle in. We require training and signatures and photo IDs to prevent any “Lone rangers.” We vet and inspect and watch like hawks each one of our new volunteers. And the seasoned ones? Oh, I might have heard one mention something about religion or politics. RED FLAG! RED FLAG! Book the counseling room!

    Since we’ve got it all in control, we can’t let in anyone who might pose a risk, not only legally but also to the assembly line of our volunteer base. Keep ’em in check or all sorts of mayhem might ensue. Yes, we require and require some more and require even more. But what we often do not require is innovative thinking, problem solving, fresh ideas, and good old gut instinct. No, those things are best left to the all-knowing people in power and they will cling to that power even as the ship goes down or is rendered out of commission. While start-ups thrive on new ideas, established non-profits may hold on tight to the ways things have always been done. And that usually involves a line between volunteers and innovation. When is the last time you saw a volunteer sit in on an executive planning meeting?

    The other day I was talking to a group of our volunteers who work in one of the thrift stores. They had forged this great camaraderie with each other over the course of two years and they support one another through life’s challenges. One of them asked me to find the phone number of a new volunteer who just happened to train with them one afternoon. Although, this new volunteer, Hannah trained with them, she will be volunteering on another day with a newly put together team. “We want to call Hannah and invite her to one of our get-togethers,” they said. “We’d like to follow-up with her.”
    “That’s so nice of you,” I said, “I’m sure she’d appreciate that.”
    “Well,” they countered, “have you heard the story of how Hannah came to us?”
    “No,” I admitted, “I didn’t.”
    So they told me. It seems that Hannah was volunteering at another thrift shop for another organization. “Hannah was the right-hand girl for the shop manager. She volunteered three days a week,” they said. “But then, Hannah’s husband got sick and she had to stop for a time so that she could care for him. She said that during that time she never once heard anything from the shop or the organization. Nothing. No card, no call.” The team looked at each other and shook their heads. “When Hannah walked back into the store after her husband recovered, the shop manager said oh, you’re back, good. That’s when Hannah left.”
    I have to admit, I was taken aback. I did not know that about Hannah. But the team went one step further. “We feel like she was treated poorly and we want to make sure that she feels welcomed and needed here. So, we’re going to make sure that happens.” One of the team looked me right in the eye and said, “it’s the right thing to do for volunteers, you know that.”

    Not too long ago I was sitting and talking with a volunteer, Jim who I hadn’t seen for a while. He told me a story about visiting a nursing home patient. He said, “The director of the nursing home pleaded with me to come in on Saturday so that the patient would not be alone with a Saturday worker who made the patient uncomfortable. This worker reminded the patient of a man who had beaten and robbed him several years before. He would get really agitated when he saw this worker.” Jim shifted slightly. “For just a moment, I realized I should call in to see if that was ok, but then I knew: It was the right thing to do. I hope you don’t mind that I took that on myself.”

    Mind? While organizations may see their journey as a straight line, volunteers tend to be able to swarm over wide swaths of terrain, finding and seeking the right thing to do. If we can just relax our holds on them, just a little, imagine all the territory we can cover.
    -Meridian

  • Clash of the Titans

    Clash-of-the-Titans-2010-001
    For a very long time, volunteer manager Dina enjoyed this incredible on top of the world feeling. She ran a thriving charity shop which not only brought in money for her organization, but also became a symbol of successful volunteer involvement in her town. Other volunteer managers would visit Dina to watch in awe as the shop volunteers worked together to transform donated goods into revenue.
    Each shift had a hand-picked volunteer team lead who oversaw the volunteers’ duties. This gave Dina the precious time to train new volunteers, advertize the shop and interact with customers and donors. On Tuesdays, the team lead, Herbert, a retired shoe store manager inspired his team to create beautiful displays and quickly get valuable items to the floor. On Thursdays, Helga, a social worker by trade encouraged her team to interact with the customers and make them feel welcome. Each day, a different team would bring a different flavor to their volunteering so savvy customers could choose favorite days and favorite volunteers.

    One day, Herbert approached Dina and said that he could no longer work on Tuesdays. Because he loved volunteering in the shop, he asked to be moved to Thursdays as that was the only day he could come. Although Dina was disappointed, she figured it would be ok because one of the Tuesday volunteers, Cathy agreed to step up and take over the lead role.

    The following week Herbert came in on Thursday. He had already assured Dina that he would fit in with his new team and respect Helga and her leadership. At first things went well. Helga continued to instruct her team to interact with customers and Herbert kept somewhat to himself while churning out the items to sell. Dina was pleased. Then, things began to change. Dina isn’t quite sure how or why it started, but she found herself in the middle of a clash.
    “I honestly don’t know when things got to this point and frankly what does it matter who or what started it? All I know is the bickering and nitpicking between Herbert and Helga began after a few times together and got worse and worse each week. Each one of them would seek me out and corner me to complain about the other. Herbert would tell me that Helga’s team did not move enough merchandize and were always standing around talking and having fun instead of working. Helga would complain that Herbert would ignore customers and was rude to the members of her team.”
    Dina said she patiently listened to each one and tried to convince them to work it out, but the complaining increased. “It became about the most mundane things, like Herbert parked too close to the shop and Helga would not acknowledge Herbert when he came to volunteer. It was so childish, so unnecessary and I was aghast that such talented and professional people could be so petty.”

    Dina decided to have a sit down meeting with her two volunteers. “I thought we could clear the air. I knew that they both respected me and I planned to let each one speak and then I’d point out how we all wanted the same thing which is for the shop to succeed and then we’d shake and be done with it. But holy smokes, was I wrong! Once they started talking, they pointed out everything they felt was wrong with the other one. Helga complained that Herbert would frown when he saw her and complained that one day Herbert told a customer to put down a breakable vase. Herbert said that Helga spent too much time in the lunch room and brought in fattening cookies that he couldn’t eat. Helga said that there was no way she could work with Herbert any longer and she told me she would quit if he continued to come on Thursday. Herbert said that Helga was manipulating me and wanted to run the shop herself and demanded I fire her. Frankly, I looked at them both in a new light. What I thought were two wonderful, productive volunteers were now my biggest headache.”

    Dina found herself in between two riled up combatants and she tried to deflect the hurled broad swords and war hammers. These two Titan volunteers, when faced with sharing the attention, control and inner circle chose to make each other an enemy instead of working together. Unfortunately, Dina’s hopeful spirit was injured by the flurry of thrown weapons. “I can’t respect either of them anymore.”
    Dina said that Herbert quit in a huff and Helga smugly celebrated. “I’m not sure I want her here either after what I witnessed, but honestly, I’ve had enough change to last me for a long time.”

    Dina left Helga to her Thursdays, but the warm feeling cooled a bit. “I made a mistake thinking that I could just expect good volunteers to be able to work well with one another. Obviously I should have thought this through more carefully. In looking back, I believe that having successful teams caused me to let my guard down. I won’t ever do that again.”

    As volunteer managers we know that creating successful teams of volunteers is hard, hard work. But we also know that nurturing and maintaining those teams is even harder.
    -Meridian