With Volunteers,

Exceptional Leadership

Can Bring Exceptional Success

But working with volunteers demands exceptional leadership. Why? Because anything less can spell exceptional failure and — at the very least– produce exceptional frustration. When a nonprofit, for example, needs to depend on volunteer groups to handle special or ongoing projects, the odds are that one or more of five problem areas will surface.

According to Ed Bancroft, world renown leader in organization and management development, community development, and race relations, the five “Common Problem” areas that emerge in working with volunteer groups consist of:

1) Having too many goals

2) Lack of an adequate contract

3) Lack of leadership and accountability

4) Lack of rewards or recognition

5) Lack of attention to group process

When a volunteer group of any composition attempts to get started, there is a tendency to attempt more than can realistically be accomplished. So the basic tenets of effective goal-setting need to be addressed right from the git-go. Those criteria, together with some other goal-setting thoughts, are here and here and here.

After starting with a Priority Task List, Bancroft suggests charting answers to: WHAT will be done? HOW will it be done? WHO will do it? WHEN will each task be completed? and BY WHAT DATE will the goal be accomplished?

The most successful volunteer groups start with a (very specific) agreement regarding each person’s role and expectations, and in matching each individual’s strengths to the tasks at hand. (Tight agenda) group meetings, (specific) written job descriptions, and a permanent “How Goes It?” focus on ongoing progress are all means to the ends.

A great many volunteer groups stumble along, reluctant to deal directly with leadership accountability. This single shortcoming can undo the best of intentions and efforts. Clear role definition, including having a fulltime volunteer coordinator (or staff member), who links the volunteers with paid staff, helps ensure that volunteer energies are maximized.

Volunteers work for the good of the cause but also for personal recognition, and some form of reward for specific achievements. And, always praise in public! Volunteers should get priority consideration for staff appointments, be offered as much appropriate training as possible.

Remember to appreciate volunteers for what they give up: Besides time and energy, for example, there are often expenses they absorb for baby-sitting, lunches, and transportation. Free or discounted lunches, work time beverages and snacks can go a long way. Some volunteer programs qualify for Federal funds, United Way, or foundation grants to reimburse volunteers.

Most volunteer groups are not tuned into “Process” — how they work together and how they need to work together. They tend to lack awareness of essential communication and decision-making methods. Workshops focused on these skill sets and an appointed (very objective) Process Observer can be designated to provide ongoing feedback on what she or he observes of group dynamics.

 The excitement and enthusiasm levels generated

 in volunteer groups is directly proportionate to

  the attention given to the issues outlined above.

# # #

Exceptionally Rewarding?

OR Extremely Frustrating?

     Common to most volunteer groups  I’ve experienced as a management consultant and trainer is that they bite off more than they can chew! Goals are generally vague and too all-encompassing, which creates feelings of frustration, prompts rapid turnover, and frequently results in failure.

     Remember that group goal structures  and criteria are no different than the ones I’ve discussed here for individuals. http://bit.ly/aaCJpz     http://bit.ly/ay6N2C   are two good examples worth checking] 

     For a goal to be a genuine goal  and not a “wishlist” item, you’ll find at the above links — among other points — that a goal must be specific, realistic, flexible, and have a due date, and it must adhere to all 4 criteria. You may want to re-read the last sentence. It contains the guts of establishing goals that work for individuals as well as groups, and it’s worth giving some thought to each of the 4 criteria.

     Why are meaningful goals  particularly important in working with volunteers. Because achievement leads to feelings of success, and feelings of success are the ONLY attributes that can sustain and justify volunteer effort. 

All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.

     According to  the training profession benchmark University Associates Editors Jones and Pfeiffer in one of their classic  Annual Handbooks for Group Facilitators, “All other problem solutions mean little unless (volunteer group) members feel that they are progressing toward an achievable goal.”

     One way to accomplish the task  of setting realistic objectives — based on consensus and group decision-making methods — “is for volunteers to set aside a block of time to devote totally to planning,” say Jones and Pfeiffer.

     Volunteer groups,  the much-acclaimed editing team experts go on to say, also need to establish meaningful and appropriate contracts between group members and the organization. And these contracts need to spell out what each individual can and will do.

     To function at a high performance level,  volunteers should also have regularly-scheduled group meetings, individual written job descriptions, and a permanent agenda item of “Are we meeting our job descriptions and how should they be upgraded as we go forward?”

     Leadership and accountability  require designation of project leaders and a volunteer coordinator, plus a “buddy system” orientation arrangement for introducing new group members. Rewards (e.g., expense grants, certificates, academic credits, extra training opportunities, news release coverage, commendation letters), and attention to the process that evolves are all critical ingredients in making volunteer group leadership work.    

# # #