Get Rid of the Volunteer Cliff

Associations need volunteers.  We rely on our volunteers for strategic insight, strategy and direction.  Our volunteers become our subject matter experts, serving as guides and gurus for one another under the association framework.  Through our volunteers we benefit from local or specialized groups and programming.  For every organization there is a path of growth and recognition, however formal, that a volunteer travels.  Their journey may start from handing out name badges, and in a number of years they may end up on the Board of Directors.   These paths are neither constant nor pre-established, but they exist and we rely on them to drive our organizations forward just as much as we look to the bottom line on the financial returns to be ever growing.

The primary focus for most associations is to feed the pool of volunteers.  As organizations expand there is an ever enlarging demand to fulfill the number of responsibilities to make everything run.  Recruiting new volunteers, avoiding volunteer burnout, creating a volunteer acceleration curve – these are all primary foci of associations.  Yet, instead of creating a volunteer path I believe too often we create a volunteer cliff.

A volunteer has given to you organization – they have climbed the proverbial volunteer ladder and reached the pinnacle – be it the association BOD or their own local chapter presidency – I ask, what next?  Too often we make the assumption that there are lifetime diehards who are so committed to the association that without a next step they will find their own next step of involvement.  I believe this is taking for granted one of our most valuable resources.

We all know volunteers basically work a part time job in the time they commit to our organizations – for no pay.  If we can not help them realize what options they have to continue that volunteer growth, then we risk losing their knowledge, passion and enthusiasm for the very things that make our associations great.  So they have been Chair of the BOD – even Past Chair – what next?  Do you have a suggested path they should follow?  Options for how they can continue to contribute that are portrayed in a manner that does not seem to be a step backwards?

I believe this is one of our neglected groups of volunteers – the PVIPS (Post VIP’s) – they have had the limelight, influenced the direction of the organization – locally or globally – and have been ‘put out to pasture.’  If you do not have specific ways they can stay involved, then the assumption that they will is false.   Here are just a few options:

1.       Mentorship: for next gen leaders, for those entering the profession, for forming ‘clubs’ of past presidents, vp’s, treasurers, etc – how can these leaders take their hands-on knowledge and serve as mentors to those that come next and beyond

2.      

      Advisorships: Rather than mentoring a person, what if these leaders still had the option to submit feedback on the strategic direction and initiatives of the organization?  The BOD would have a knowledgeable source to rely upon for perspective.

3.      

      Implementation:  Neither the BOD nor the staff can do everything – and we should not expect them to do so.  After identifying strategic initiatives and creating task forces, etc – what if these leaders stepped into roles of direction and implementation – something nature to their past leadership experience

Of course there are more options – but in whatever path(s) you establish, to forget about your FIBS (Former Important Big Shots as used in my org – yes, they have ribbons) is to let go of one of your most valuable resources.  Our long standing volunteers deserve thanks, recognition, and assistance in understanding how they can continue to contribute and lead.  That path divination is in many ways up to us.

Mission: Volunteer Leader Training Part 2: Growing the Leader

It is time we shift our focus from the position a volunteer is fulfilling to the person who is actually volunteering.

Often, our M.O. is to welcome a new volunteer by explaining the responsibilities of the position they have agreed to fulfill.  Time permitting, we will share some historical background of what the previous volunteers have accomplished in the role, and what roadblocks they encountered.  As the volunteer starts to explore their job staff may also answer any requests for tools or resources needed to succeed in their efforts.  In short, staff efforts are focused on the transition of the position from one volunteer to the next.

But what if we took a different approach.  When a new volunteer is selected, what if we took the time to explore more about the new person raising their hand instead of jumping into what they will be doing.  In short, what if we invested in the volunteer?

While leadership training programs and educational opportunities for volunteers remain outside of budgetary scope for many associations, there are a number of steps we could take that only require our own time, commitment, and caring.

When someone volunteers, we can take the time to elicit personal insights.  Why were the interested?  What do they hope to get out of the position?  What new skills would they like to learn or get that will help them in their career or future volunteer positions?  These questions should be less of an interview and more of a conversation.

Rarely are we asked, by someone who truly is listening, what we want and how we would like to see ourselves grow.  Answering these questions may be initially a little stop and go, but can become a smooth conversation as the volunteer realizes there is someone on the other side who not only wants to hear the answers, but wants to help them get there.  If they are not sure of what they want, staff can describe general attribute growth opportunities that arise from volunteering, as well as how the volunteer work that someone does almost always gives transferable skills to their professional life.

As they feel that the association is investing in them, this volunteer will become not just committed to their current position, but likely to have continued leadership involvement.  Key to this is for the volunteer to hear reflections from and milestones of their achievements.  This could be regular check ins with staff or even when there is an opportunity for an in person cup of coffee at a meeting.  Heck, use an online goal tracking system if you like (check this out for one) - but help reflect back to them in the ongoing months how they are indeed building the skills they intended.

This process of volunteer investment and development, though perhaps potentially low cost in dollars and cents, is one that is a heavy commitment for staff to make - it is not something that can be checked off the list, but an action that is ongoing as the volunteer continues to serve.  Yet, done properly it can build a ever growing group of committed volunteers that in themselves could strengthen the foundation of the association.  A number of them may even be willing to take on the responsibility of investing in fellow volunteers in the same manner.

Can we learn that when it comes to volunteers we have to both plan with our logic AND listen with our heart?  I think we can.

(I know, this is Listen to Your Heart, not Listen WITH your heart - but was too close to pass up)

Mission: Volunteer Leader Training Part 1

Where would associations be without volunteer leaders?  I have yet to find an association that is so well staffed that volunteers are not needed, and even if this association exists I would still question eliminating these positions as they help foster engagement, community and general leadership skills useful to a volunteer in all aspects of their professional life.  Volunteers are essential to a successful association.

In a post on the Affiniscape blog, Leslie White says: "Everybody says volunteers are important so isn’t it time for associations to commit more resources to managing this precious asset?"  


Leslie is 100% right - if volunteers are so important, we need to do more to help them succeed.  While it would be ideal if this could translate into whole budget lines for volunteer development, I know this is not possible for most associations. Therefore, in the coming weeks I am going to write a series of 5 posts on some basic volunteer leader development skills and sessions that any association can plan and run without having to spend big bucks.  I am going to explore:

1. Basic Social Media Training
2. Plotting out Personal Leadership Skills
3. Developing Community through Communication
4. Creating Pathways to Leadership: Micro-volunteering and Other Concepts
5. Thinking Ahead: Helping Leaders Look Past Their Term

My first post on Basic Social Media Training can be found on the AssociationTech blog and is called Social Media and the Chapter Leader.

While my work is largely with volunteer leaders of chapters, affiliates and committees, I believe the basic concepts I will cover can be applied to any leadership role. 

Our volunteers may be new to their profession, or senior leaders in their company - but all could benefit by learning skills tailored to leading in an association.  Let's get to it with some Social Media Basics today!

Next up: Plotting out Personal Leadership Skills

The Power of In Person

My disclaimer for this post is that I am a firm believer in establishing relationships and friendships virtually.  I have made close connections with colleagues through email, phone conferences, facebook, twitter, etc.  Truly, these technological tools allow us the ability to connect in ways we could not have dreamed just a few decades, if not just years, ago.  With that said…

There is nothing like meeting someone in person.

The handshake. Eye to eye contact.  Sharing a meal, cup of coffee or a drink.  Each one of these things binds us to people in our lives in intangible ways that only become evident as relationships develop – and in the case of a professional setting – as we collaborate on projects and efforts to achieve mutual goals. 

While it is possible to have success and achievements without the in person meeting, I truly believe that the two-way commitment that can elevate a success to higher levels is more likely when both parties have met. 

Recently, I have made visits to our chapters in San Francisco, Memphis, Indianapolis and (as I write this post on the plane back from this latest visit) Milwaukee.  The ease of conversation, the openness to share ideas and the willingness to try new things between those chapters we have visited and those we have not is the difference between night and day.

As associations trim travel budgets, and forge full steam ahead with virtual-only approaches, I believe there is a major opportunity lost.  An in person visit shows commitment – to the individual member/volunteer and the community they represent.  An in person visit allows us to not only discuss the professional accomplishments a volunteer would like to see his overlying area achieve, but also encourages dialogue to learn their personal growth goals and how our associations can invest in them. 

An in person visit means that when we ask a question, we will be more likely to get an answer.

Since many of these benefits are subjective, and difficult to support with data (at least on the short term) I imagine that fewer staff visits and trips will be an ongoing trend – but I hope those associations that are visionary realize that virtual, while amazing, is not the end-all be-all.  Putting a computer/phone/camera in place as a tool to connect two people still amounts to putting SOMETHING between them.

In the end, the relationships we forge are the forces that drive success.  Why would we put anything in the way of developing those relationships?