Boards of Directors
Learning to Dance: Keeping the Partnership of President and Staff in Rhythm
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.
How Many Hats Do Your Board Members Wear?
Somewhere, in an organization quite like yours, a staff member is in the countdown for the annual fundraiser... With the countdown underway, the lead staff member is juggling a thousand balls: confirming logistics for the entertainment; finalizing attendance figures with the caterer; being available to answer all kinds of last-minute questions…
There is one additional relationship that this staff member is juggling, along with the other 999 balls: the relationship with the event co-leader. This co-leader, a volunteer for the organization, is a person of tremendous dedication and passion for the organization and its mission. What complicates the relationship and adds to the juggling challenge is that this co-leader is also a board member.
The staff event leader is juggling this relationship because this year’s co-leader at times expects her suggestions and opinions on the event to be the final word... It’s hard to predict which it will be on a given day. Will the “co-leader” show up? Or will the “board member” show up? It has certainly made the event planning a lot more complicated than the staff member had expected.
Does any of this strike a familiar chord with events in your organization? If so, you’re hardly alone. Confusion and conflict over authority and roles are common occurrences in organizations that involve volunteers.
Where Have All the Leaders Gone?
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)
"How a Board of Directors Can Demonstrate Support for Volunteer Development"
On December 1-3, 2000, the Planned arenthood Federation of America (http://www.ppfa.org) convened its first conference for those staff members responsible for volunteer program management at the affiliate level. They formed a new group called "PPNOVA": Planned Parenthood Network of Volunteer Advocates. While PPFA started from a volunteer base (remember Margaret Sanger and the pioneering birth-control efforts of her supporters), over time their focus has shifted to services provided by paid staff. At this point in their development, PPFA wants to revitalize volunteer contributions at every level of the organization, finding new ways to recruit and involve volunteers who believe in PPFA's mission.
The opening speaker for the PPNOVA conference was Mary Shallenberger, chair of the PPFA National Board. Several guest speakers in the audience were stunned at the clarity of thought and the level of determination evident in Mary's presentation. Never had we heard someone in her key position speak so eloquently about the importance of volunteer involvement. Even more amazing was that, on behalf of the National Board, she shared several concrete benefits local affiliates would get if they joined the effort to expand volunteerism at PPFA. This was indeed "putting your money where your mouth is."
Mary generously agreed to be interviewed briefly for this issue of e-Volunteerism. We specifically asked her to repeat how her board was tangibly encouraging local affiliates to hire volunteer program coordinators and to make volunteers visible and valued.
Please note we intend for our audiotape quality to improve over time. This was our first attempt using new equipment and a novice technician, Susan Ellis! There is a bit more background noise than we would have liked, but at least you know we were really there at the conference.