All-Volunteer Group Leadership

Larger all-volunteer organizations frequently have one or more paid staff to support the work of the association's officers, at least at the regional or national level. The relationship between the association's president or chairperson and the top employee is critical to furthering the work to be done. But just as these leaders have grown accustomed to each other's styles, talents, and quirks, everything changes and a newly-elected board takes office.

How do organizations handle the transition period when the baton is being passed from one president to the next? From practical tips to poetic musing, this article tries to help.

Tired of trying to get your group members motivated to help build membership? The General Federation of Women's Clubs knows that you have to make membership campaigns easy, rewarding and fun. We'll profile several of their membership-building strategies such as "Membership Round-Up" and you'll see how your group can try some of these great ideas to re-energize your members to recruit!

The refrain is heard time and time again in the groups and organizations of modern society. Schools have been crying out for ages about the shortage of math and science teachers. Corporations have been wailing about the lack of skilled workers. Community issues go un-addressed for lack of passionate people. There is a leadership crisis; a volunteer crisis, a "can't find the person I need when I need them" crisis. Why such a shortage of people?

Yet people increasingly ask us, "Why aren't there more leaders?" Why are people reluctant to answer the cry for leadership? ... We believe this cautiousness results not from a lack of courage or competence but from outdated notions about leadership. (Kouzes, Posner. The Leadership Challenge)

Research for the report, Flying Under the Radar: The Significant Work of All-Volunteer Organizations, was conducted in 1999 in the San Francisco service area of CompassPoint by Cristina Chan, M.P.P., and Sonali Rammohan, C.P.A. Leadership for the study was provided by Jan Masaoka, Executive Director of CompassPoint. I first became aware of the study when I attended a workshop presented by Cristina and Sonali at the 1999 National Community Service Conference. It was very telling that, in a conference of nearly 2,800 participants, there were only about a dozen attendees at this particular workshop. Obviously, not many all-volunteer group representatives were at the conference! When I was discussing the study with CompassPoint Executive Director Jan Masaoka, she used a term that to me describes why the health and well being of all-volunteer groups are so vitally important for our consideration. She called the sub-sector a "fragile ecology" that is little understood and very much under-supported by any of the primary sectors of modern life. This is despite the fact that these groups really create the rich fabric of what we call "community" and bring people together in so many ways. 

Recent events have made the public more aware of the role of volunteers in protecting lives and property during fires and emergencies. Throughout the U.S. and many other countries around the world, communities (particularly small, rural ones) depend on citizens to assume those duties. These volunteer roles demand extensive training, time and commitment. In these days of busy lives and young people leaving their small communities in large numbers, how are these all-volunteer or combination staff-volunteer fire stations faring? This article will examine the issues, and how these programs are adapting to changing times while remaining true to their volunteer roots!

One of the top ongoing issues of most of the all-volunteer groups in the CompassPoint Nonprofit Services’ study featured in the Winter issue of e-Volunteerism was “reaching new members and keeping them involved.” In the world of volunteer management, that translates to “volunteer recruitment, integration and retention.” The goal is the same -- to identify potential individuals who can contribute to the work of the organization, invite them to participate by clearly identifying the benefits of joining, make them feel welcome and give them a way to contribute that is appropriate for them, and then offer ongoing opportunities for growth to keep them motivated and interested. Many volunteer organizations have experienced a decline in membership. In an effort to reverse this trend, several large national and international organizations have put a high priority on membership development. In this issue, we profile some of the membership development strategies of Kiwanis International, the General Federation of Women’s Clubs and Rotary International.