Leadership

Think of how meaningful and useful it would be to peer inside the heart of every one of your volunteers – to understand what is important to them, what inspires them, what gets them excited, what taps into their passion, and what keeps them dedicated to your mission. Or you could gain insight into the factors that may diminish their enthusiasm or make them feel a little less jazzed about serving the cause. 

Sound like some crystal ball fantasy? It doesn’t have to be. Leaders in high-performing organizations are already doing this through what is called coaching, a form of leadership that sounds deceptively simple yet takes skill to do effectively and some practice to master.

In this feature article, author Barry Altland shows how dedicating time to engage in scheduled, ongoing, and meaningful conversations with longer-term volunteers reveals what is in their hearts that drives their choice to continue to serve. The key? Ask the right questions. Listen intently. Probe a little deeper than the occasional, casual hallway conversation allows. As Altland explains, this strategic, purposeful, and proactive time investment can and will make the difference in sustaining the engagement of more volunteers.       

In this Research to Practice, Laurie Mook reviews a study examining factors that influence volunteer satisfaction and volunteer contributions, defined as a combination of the number of programs involved in and the number of hours served. Specifically, the study looked at leadership style and volunteer motivations. Mook explains that motives that predicted volunteer satisfaction were different from those that predicted contributions, and that transformational leadership impacted satisfaction but not contributions. In other words, the most satisfied volunteers are not necessarily the ones making the most contributions to an organization’s mission.

Mook also reviews the implications of these findings for organizational administrators who are looking to increase the contributions of their volunteers.  

 

One of the most powerful things a volunteer can do is see a need and start trying to meet it. With enough passion and hard work, that initial maverick will attract other volunteers to the cause and a worthy organization will emerge and grow. That evolution might expand over time to raising money, hiring staff, and moving volunteers to governing boards and service-assisting positions. That’s the history of most of the institutions and organizations we take for granted today.

In this article, we introduce Stephanie Myers, a recent MPA (Masters in Public Administration) graduate at Villanova University in Villanova, PA. As readers soon learn, Myers is a decidedly determined young woman who is taking steps to try and change the world through her role as a volunteer and her dedication to a cause: the unrecognized – and therefore untreated – mental health issues among student athletes. To address these issues, Myers founded Mind4Athletes, Inc. (M4A), an organization so new that it doesn’t even have a Web site yet. In this article, we get to know Myers and her work, and discuss why and how she decided to form M4A.

In future stories published over the next months and years, we’ll revisit Myers and M4A to see how things are going. We hope this shared journey will give our volunteer management readers insight into how to support mavericks, Millennials, and dreamers like Myers.   

In this issue, guest author Emma Corrigan shares resources that enable volunteers to summarize meaningful information about their volunteering experience – and turn it into great material for their CVs or résumés. Corrigan, a Volunteer Coordinator for the housing and homelessness charity called Shelter in England and Scotland, presents this step-by-step activity as a way to support, thank and provide development for volunteers.

Granted, many volunteer resources managers do not necessarily see the daily, frontline work of volunteers – a reality that makes Corrigan’s training design all the more useful. Corrigan’s simple yet innovative design highlights how easily others in the organization can share responsibility for recognizing volunteers' contributions. And by helping volunteers turn their experiences into résumé-building narratives, Corrigan shows how an organization can provide a very individual "thank you" to each volunteer. 

Volunteer-involving organizations – whether nonprofits, government agencies or all-volunteer associations – regularly search for new philosophies and technologies to maximize volunteerism and advance the organization’s purpose. However, implementing the use of personality profiles rarely makes the list of strategic initiatives. But in today’s social world, understanding an individual’s personality is critical to serving up relevant communications and interacting in meaningful ways. In order to succeed, organizations must emotionally engage their volunteers.

In this feature article, authors John Marshall and Hugh Massie take readers step by step to illustrate and explain how to use personality profiles in volunteer-involving organizations. And, the authors argue, "the investment of time and resources to incorporate personality profiles into the process of recruiting, organizing and engaging volunteers is one that pays off tenfold."

Leaders of volunteers often feel pressured to know the right responses or to solve all the problems presented to them. In this Training Designs article, Sue Jones challenges this perception. Jones asks volunteer leaders to consider the value of supporting individuals and helping them self-identify their own solutions, and then reflect on what they learn from their volunteering experiences.

According to Jones, the volunteer field can benefit from techniques used in the coaching field, which emphasize the use of insightful questions and focus on listening rather than telling or explaining. Jones shares examples of how leaders of volunteers might adapt these techniques in working with volunteers. She describes some of the key skills required in this reflective practice approach, and provides practical tips to help volunteer leaders start and practice this questioning approach.

It was one of those moments in time that starts a movement – a movement to increase the recognition and support given to Managers of Volunteers. In this feature article, author Claire Teal of Volunteering New Zealand explains how the movement got started at a 2009 National Volunteering conference, what has happened over the past two and a half years, and why she is excited about what she calls a “work in progress.” Teal explains that “VNZ is on target to launch both the competencies and best practice guidelines before the close of 2012,” two exciting accomplishments that will certainly be important to Managers of Volunteers world-wide. 

On behalf of Osteoporosis Canada, volunteerism consultant Suzanne Lawson recently convened a telephone conference call that included Linda Graff, Marilyn MacKenzie, Susan J. Ellis and representatives of Osteoporosis Canada. These accomplished volunteer management experts proceeded to discuss how multi-level organizations are adapting to current trends in volunteer engagement and how the local level of "action" can best be structured. The call was recorded. This Keyboard Roundtable offers a lively exchange of that conversation, which covered such questions as:

• How are local chapters (or whatever people call them these days) succeeding or failing to bring new volunteers to a national cause?
• Do chapters tend to support established volunteers in their work - but not newcomers?
• Are there any new models for connecting volunteers at the local level to the activities of the organization - doing the work with engaged volunteers "around" a chapter structure or "instead" of it?
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Despite the prevalence of small nonprofits and all-volunteer organizations, training for leaders of volunteers is often geared towards the full-time volunteer manager working in a large organization.  While most training is valuable to volunteer managers in all sizes of organizations, this common focus does not give the leaders of volunteers in small organizations a chance to explore the challenges when volunteers are responsible for most of the work and staff resources are slim to nonexistent.  How to insure follow-up? How to avoid burn out? How to bring in new members? 

This Training Design is offered with small nonprofits and organizations in mind.  It is designed specifically to be delivered by volunteer centers, nonprofit management centers, academic programs and trainers/consultants who wish to meet the needs of volunteer leaders in small nonprofits, community-based groups and other informal all-volunteer organizations. It will provide participants with an opportunity to address common challenges, share ideas and learn practical tips to maximize their success through volunteers.