March 25, 2017
A few days ago I got a call from Matthew, one of those volunteer types who like to put up their hand for the next best thing. He had landed the job of recruiting a team of volunteers for a city-wide fund-raising effort and scheduling them into a roster for the day. Not a problem he thought – just ring around the people on the list handed to him – slot them in at their preferred time, perhaps do a bit of juggling with where they wanted to go. Piece of cake. And a nice way to support an organisation he respected.
Except a lot of people did not answer his calls, even after several messages. ‘Should I keep on trying to contact them?’ he asked. Of course my question in reply was ‘What sort of briefing were you given when you took up this job?’ Not much. ‘What did you understand you were asked to do?’ Just ring around a few people. ‘No outline of how to run a conversation?’ Zilch. … And so on.
Matthew was not very happy.
Neither was Gina, who volunteered for a branch of a national organisation that had a high reputation in the community. She really wanted to get involved in this work, took up the intensive training, got fired up to give it a go. Loved the work and being involved with people in the community, but hugely disappointed and disillusioned with the organisation. Problem was the other volunteers had all been involved for some years, and they were a very cliquey group. Not at all inclusive when it came to newcomers. And the team leader, the local manager of this branch, was in cahoots with them. You’d go to a meeting and they would spend half the time gossiping about local issues, and even the cases they had been working on. No direction from the manager, no meaningful support, and little guidance when you needed it. Gina stuck it out for a year or so but was pleased to move on to new employment in a different town. She was going to be more cautious about volunteering in the future.
Jess’s problem was somewhat similar. Her volunteering involved supporting families in the community, taking up heaps of time and rather a lot of travel when there were meetings arranged with various agencies. That was OK, really, but Jess was missing the organisation support she had got from volunteering stints with other organisations. Yes, there was an occasional group email with a generic thank-you message, and a list of instructions on what still needed to be done. And yes, there was also a compulsory fortnightly team meeting to attend. But instead of a forum for discussion of ideas and sharing concerns, the manager would go through a list of what Jess and her colleagues were doing wrong. All rather dispiriting. Jess checked out what other people were thinking and feeling and they supported her idea to challenge the manager at their next meeting.
It wasn’t going to be a formal complaint, just setting out what volunteers would appreciate in support and recognition for the work they were doing. Jess was not unaccustomed to laying out facts and examples, but she did not expect the hostile response from the manager. There was no discussion, just a personal attack that made Jess out to be ungrateful, lacking understanding of the organisation and its mission, and totally off the wall in her comments. The other volunteers stayed silent.
Jess has not done any formal volunteering since.
Fortunately I don’t think the experiences of Matthew, Gina and Jess happen frequently, but they are reminders of the real importance of
- Clear instructions for volunteer tasks via a role description
- Ensuring an inclusive process for new volunteers
- Managers of volunteers understanding ethical boundaries and their leadership role
- Genuine recognition and appreciation of volunteer work
- Listening to volunteers and their ideas for improvements in the programme
When we listen carefully volunteers can always teach us a thing or two.
March 23, 2013
No, this post is not a lecture on Road Safety, nor is it about peripheral vision. I want to talk about how a manager of volunteers needs two lines of sight.
Because it’s all very well to design and develop and run a programme for volunteers in an organisation, and to take to heart the mission of ensuring the best experience for the volunteers – but if you have not looked the other way to see how the volunteer programme integrates with other organisation functions and policies then both volunteers and the organisation can end up being short-changed.
Over the years I’ve listened to the sorrowful song-book presented by managers of volunteers. Here’s a small sample:
- Volunteers are regarded as second-rate workers
- Managers of volunteers don’t rate it as ‘managers’, nor as ‘professionals’
- They are lowly-paid and inadequately resourced
- No support for professional development
- Lip-service recognition of the volunteer programme, and volunteer achievements
- ‘They’ just don’t get volunteering
It does not have to be like that! And it isn’t of course, as the champions and leaders of our profession can demonstrate. There are also Chief Executives who know and understand volunteering and its importance to the organisation, ensuring volunteers get a fair go and respect for their work.
So what can you be doing to get away from the moan-and-groan stuff?
Simple answer: you get strategic.
Help! I don’t know how.
Yes you do! You have thought through what was needed for the programme, developed policies and processes, set everything in place for the recruitment and training of volunteers, and how volunteering would work in the organisation. You connected with your communities, and with the local network of managers of volunteers. Now you can do it all again, in the other direction, developing the connections and the strategies that will show senior management how to embrace volunteering and your management and leadership within the organisational fold.
Where do I start?
Hang on a minute. Before you get to action you have to do the planning. And before the planning, you need to figure what it is you are trying to do. You want the organisation to get volunteering, and the importance of good management and leadership of volunteers, right? What do you mean by “get volunteering”? What is it that people need to know about volunteering? What do you want to tell them and what is the best way to do it?
Now you can start thinking about your strategic plan – the key areas to work on, and the goals you have identified. You will be taking into account what is working and what doesn’t and what is missing. For instance, does volunteering get more than a mention in the organisation’s strategic plan and its business plan? How would you write up volunteering in these plans?
There is more: being strategic includes identifying potential allies, formulating the key points you want to communicate, and considering the channels open to you. You might, in the first instance, start reporting on volunteers and their activities, telling their stories and successes – and circulating the report to key players in the organisation, and especially the chief executive. Be bold, and go further by offering to meet and discuss the report. Even suggest what more could be achieved by volunteers.
Is this enough to go on with, to give you a kick-start?
If you want more info and other perspectives, go see how volunteer programmes can get Messed Up and what to do about it; or the observations of a group UK Managers of Volunteers. For details on how-to-plan, and what should be included, see this chapter of the Community Resource Kit or get the basics from Sport NZ.
One of the slogans I hear frequently is “managers of volunteers are advocates for volunteers in the organisation”, though I hear little about results of advocacy. The plaint of getting volunteering gets much more air time. Quite honestly this is the biggest foot-fault of our profession: wishing others would see our point of view is wishful thinking and accomplishes nothing. It is time to change our ways, to work on making looking-both-ways a key dynamic in the life of a manager of volunteers.