Tobi's Nonprofit Management Blog

Hot Volunteer Retention Tips From the New Team at Tobi Johnson & Associates!!

 We are thrilled to announce that   we’ve expanded here at TJA.  We now have two new team members!  Please join me in welcoming them aboard!

I took a minute to ask for their advice on volunteer retention. Check out our interviews below.

For more info on their passions and talents, check out our team page here.  

 Kierra Warren, Training Development Intern

Kierra’s a super smart and talented senior at the University of Tennessee, and will soon graduate with a Bachelor’s Degree in Business, with a focus in international human resources.  Kierra hopes to be a consultant herself on day, and she’s doing all the right things to make her dreams a reality.  I was curious what lessons we could learn about human resources in the business world.  Here are her thoughts.

Tobi:  In your exprience, what are the similarities between managing paid staff and managing volunteers, and what do you think volunteer managers can learn from well-run, cutting edge HR shops?

Kierra:  As a business student with experience in both nonprofit and for-profit companies, I would definitely say that similarities lie on the fact that both employees and volunteers are human capital to the company, no matter what industry it may be. Volunteers can be as important, if not more important, than employees.  That being said, volunteer managers could learn that being available for volunteers, as much as HR managers are there for employees, is critical.  For instance, many employers offer career coaches that help guide employees into the ideal position.  If volunteer managers guide volunteers toward their goal -- whether it be hours toward a certain credit or experience in a potential field -- retaining volunteers would not be as much of an issue as it appears to be in some organizations.  This is because by helping the volunteer achieve, a two-way relationship is created.

Liz Tredennick, Training Subject Matter Expert 

Liz joins us from her virtual office, in Denver, Colorado.  She has had extensive experience working with skilled-volunteers to provide Medicare counseling to seniors and people with disabilities.  Liz has had the opportunity to train a number of new volunteers over the years, and gets high marks from them for her ability to make a connection.  I wondered what words of wisdom she could share about keeping highly-skilled volunteers motivated.  

Tobi: You’ve trained hundreds of volunteers and work along side them often.  What types of experiences do you think today's highly-skilled volunteers are looking for, and how can we keep them happy?

Liz: Volunteers want meaningful work – making a difference in people’s lives.  State Health Insurance Program (SHIP) volunteers do that [Note: SHIP volunteers help Medicare patients and their families understand complex insurance choices].  They get their satisfaction from helping people understand Medicare, make good choices, avoid problems, and resolve issues.  It’s the “thank you” and the “I couldn’t have figured it out without your help” and all the other phrases of gratitude that keep the SHIP volunteers motivated.  The variety of questions and situations give them new challenges each day.  There is so much to learn that there never is a dull moment, and the phone never stops ringing.  Volunteers are busy, productive, and essential to these programs, and that’s what keeps them coming back.

What great advice from two savvy women!  

Photos: Kierra Warren (top), Liz Tredennick (bottom)

Are You Delegating or Dumping?

Skilled delegation is an art that most managers I’ve known, including myself, haven’t mastered yet.  In the harried rush to meet deadlines, respond to email, return phone calls, and handle crises, we try to communicate the best we can, cross our fingers, and then rush off to the next thing.  But is this most effective tactic in the long run?  Probably not -- not with our paid staff and certainly not with our volunteers.

I’ve just brought aboard two fabulous new people to my team (more on that in an upcoming post) and have been considering how to work together in the most efficient way possible.  So, I’ve been watching how I communicate the tasks they will be responsible for.  We’ve been quite rushed because we are under pressing deadlines, so I’m certain I haven’t done my best in sharing what needs doing at our shop.  

As I’ve distributed work to my team (all working in their home offices remotely), they’ve received minor instructions, some sample documents to emulate, and some links to sources.  I’ve also sent emails from time to time with more ideas and things to consider.  This is all well and good, but what results is additional time spent understanding the task in subsequent conversations, versus working on the task itself.  

My team is talented, so it certainly isn’t their fault.  We can also all expect to need additional info from time to time.  It’s just how it is when you are collaborating.  Still, I’m left wondering how I can do better at delegating, so we can all save time and increase our productivity.

When working with volunteers, saving time isn’t the only issue at stake when poor delegation occurs.  Paid staff may be more resilient and able to accommodate a dysfunctional delegation style.  They are getting paid and have come to expect it in many workplaces.  

Volunteers?  Not so much.  It doesn’t take to long for volunteers to become frustrated with the lack of information.  They may feel “dumped on” if they are assigned tasks they didn’t really agree to, or take more time than they have on hand to give.   They may become discouraged when they are asked to re-do a task multiple times because they weren’t given clear guidelines in the first place or the process for approval keeps changing on them.

Poor delegation hurts not only your productivity.  It also erodes your team morale and, ultimately your volunteer retention.  So, it bears taking a good, hard look at.  Certainly, some volunteers are able to “go with flow” more than others.  But, by improving your delegations skills you can meet everyone’s need to have clear information and a chance to make a big difference at your organization.

Steps to More Effective Delegation

In the spirit of sharing, here’s how I’m gong to try to improve my own delegation.  Maybe these ideas will help you, too.

 1) Ask my staff directly how I can do better --  Different people need different information, in different ways.  So, the first step is knowing their preferences, so that I am sure to deliver info in a way that suits their needs.  

 2) Gather all the necessary info needed for the project BEFORE I assign it --  For example, if it’s a document, what are the graphic standards (i.e. font, layout, 508 compliance, etc.)?  What are my expectations around layout (page numbers, graphic design, etc.)  When is the interim draft due?  When is the final due?  

3) Have a list handy of good examples to live up to, from the start -- If there are other products or projects that have been successful, I need share them (or links to them) up front, before they get started; it will help folks visualize what the end result might look like.

4) Explain the concept and context around the project more fully -- People need to know how the task fits into the larger picture.  Why is it important?  How does the product or project interface with others?  I want my team to know how each task makes a difference and adds to the whole.

5) Be clear about the review process from the beginning -- Who will review the drafts, and how will it be decided when the final result has been achieved?  This isn’t always easy to do because some projects take more tinkering with than others.  But, if I can at least lay out a general process, it will help my team feel more in control, confident they are on track, and aware if they are not.  

6) Explain how to get help, specifically -- I encourage my team to contact me at any time if they have a question, but I think people really need something more concrete.  I’m a busy person, like many of you.  When can they count on my undivided attention, if they have a question?  Is it first thing in the day via email?  Is it during a 15 minute meeting they’ve requested through my calendar software?  Is it a verbal check in at the end of the day?  I’m gong to consider what works best for both myself and the other person, and then stick to it.

In the end, I’m hoping that by improving my delegation, we will all save time in the long run.  It feels like a lot to do up front, but I’m willing to give it a try.  I'm hoping that by adjusting my style, everyone will reap rewards down the line, as we become the well-oiled machine we aspire to be.

Do you have any other delegation tips for me?  I’d love to hear them!

 

Free Resource: VolunteerMatch.org’s New "Juicy Novel"

Today, our friends at VolunteerMatch released an helpful new guide for those seeking to connect with new supporters -- 101 Volunteer Recruitment Secrets.  The free guide offers sage, real life advice right from people working in the field of volunteerism. 

The content is organized into eight helpful categories -- from designing the perfect opportunity to showing appreciation -- and it’s sure to spark some new ideas (see tips #16 & #88 for my two cents).  The folks at Volunteer Match suggest you read their "juicy new novel" cover to cover!  

Five of My Faves from the Guide

“Volunteers are not ‘free;’ we pay them with conversation and listening.” ~Diane Cameron

“Be excited about the opportunity, provide details, and be visible at the event. Let your enthusiasm for your organization shine through and have leaders from your nonprofit working alongside the volunteers. It helps that they see everyone working for the cause together.” ~Christine Lott

“I follow up with anyone who has expressed interest. When we post about an upcoming event on Facebook and people “like” it, I immediately send them a message asking if they are interested in volunteering.” ~Stephanie Rokich 

“We hold once-a-month info sessions and have an organized, interesting national training curriculum. We hold great volunteer appreciation parties to show our love. We’re fun, friendly and always available.” ~Casa Baltimore

“Tell your story about how people can make an impact. Even volunteers who stuff envelopes make an impact, you just need to find a way to show them. Tell them how much money the mailing brought in, how many clients where served, etc. All those statistics you collect help tell your story.” ~Mary Friend, Ronald McDonald House of Indiana

Please Share

 To download your copy, click here.  There’s no need to register.  And, do share.  Who doesn’t like a free resource that’s chock full of good advice from people who’ve been there?!

Why Don’t You Weigh In, Too?

What’s your secret to recruitment success?  Post in my comments section.

 

Volunteer Screening Interviews: Not Just Risk Management

Some people think of volunteer screening interviews as a way to keep people out of your organization, to weed out the folks that might be a hassle, not get the work done, or perhaps be some kind of threat to the organization.  Many think of them primarily as an exercise in risk management. 

That’s only partially true.  Interviews can also be an opportunity to more deeply understand the motivations of your applicant, which can help you with volunteer retention down the road.

Volunteers Interviews Are a Conversation

Interviews with prospective volunteers are the first step in developing a potentially rich partnership.  They’re not unlike a first date -- you’re there to see who that person is about, to share what you’re about, and to see if there’s anything in common.  If you don’t think so (or you see those dreaded red flags your mother warned you about), you call it a day, no harm no foul.  If they do work out, hopefully, that first date will lead to true love!

As such these interviews are a conversation, that means they are two-way.  They shouldn’t be all about you and your needs.  Spend 50% of the time listening.  

Three Helpful Things to Learn from Volunteer Applicants

1) What are the causes they support?

This will help you better understand their passions.  If they don’t mention anything that closely resembles your mission, you may want to consider helping them find a better match elsewhere -- sort of like your friend who dated the nice guy, not right for her, but would you like him? 

Volunteers who feel close emotional connections to the organization’s mission, are more likely to become deeply engaged and stay.  These are the folks you want to attract.  And, there’s nothing wrong with playing matchmaker for another organization -- it means you’re a good community partner, and maybe they’ll do the same for you some day.

 2) What are their “Must Have’s” and “No-No’s”?

There’s nothing more frustrating than, as a volunteer, being asked to do something you’ve specifically stated makes you uncomfortable.  Volunteers are not being paid, therefore, they get to have a say in what they're assigned.  It is their right, and they get grumpy when pushed.  Believe me.  I’ve experienced it myself. 

Make sure you know your volunteers’ taboos up front.  It doesn’t mean they won’t evolve over time, but don’t count on it.  If most of what you need done involves what the prospective volunteer doesn't want to do, you need to be up front about it.  It may not be the best fit for them. 

By the same token, you also want to know what brings them the most joy.  Ask them directly -- “If this volunteer experience was a perfect "10", what would it look like in your eyes?  What would you be doing?  What would be happening?”  Pay attention to the tasks they describe themselves doing -- these are likely the ones they enjoy and should be assigned.  Also, this conversation will likely shed some light on what motivated them in the first place and give you some ideas about how to thank them for their service.  Keep those notes -- you’ll need them later when you’re planning your volunteer recognition activities. 

One word about flexibility -- It’s up to you to be more flexible than the volunteers.  So, be creative about ways you can accommodate their talents.  Everyone will not be an absolute perfect fit, in terms of their "will" and skills.  You need to plan for this.  One way, is to design your volunteer work around teams that share the workload.  Then, volunteers can work together to divvy up the tasks that make sense to each team member.

3) Have they met your minimum qualifications?

Some volunteer gigs require certain skills, like using the computer.  Establish your core requirements, and don’t be shy about communicating them.  If a volunteer doesn’t meet the minimum qualifications, and can’t learn them easily, they may get frustrated and lose interest in the end.  This wastes their time and yours. 

If they will be participating in training, be honest about what it will take to learn the skills they will be using.  Also, always be willing to help them find something that is a better fit, even at another organization.

Another word about flexibility -- Try to design your volunteer program around a broad range of activities, from “menial” to highly-skilled.  By doing so, you will increase the opportunities for volunteers, of all skill levels, to support your organization.  Also, just because someone has a skill, doesn’t mean they want to put it to use as a volunteer.  For example, a executive who manages stressful corporate mergers all week long, may not be interested in developing partnerships for your organization.  They may be more interested in something simple and relaxing, like doing data entry. Honor that.  And, the only way you’ll know is by asking (see #2 above).

Make no mistake, volunteer interviews are also an important part of your risk management strategy.  Volunteer applications, background checks, and reference checks are also a big help in determining if the applicant could prove risky to an organization.  

But don’t forget, too, that your initial interview is a way to connect, heart to heart.  They are a fantastic way to learn more about what will keep your volunteers happy and are a critical step in retaining the right volunteers for the right jobs.  

What do you think must be asked in any interview?  Contribute your favorite volunteer interview question, by clicking in the comments link below.  

 

Share Your Dream: Don’t Sell Your Cause Short

On this day of remembrance, I’m reflecting on how well (or poorly) we dare to dream and have the courage to share our deepest aspirations.  Are our volunteer recruitment efforts failing to inspire?

The Genius of Dr. King
When describing the vision for his movement, Dr. King was one of the most eloquent spokespeople in history: 

“I refuse to accept the view that mankind is so tragically bound to the starless midnight of racism and war that the bright daybreak of peace and brotherhood can never become a reality…I believe that unarmed truth and unconditional love will have the final word."

 This captivating vision resonated with thousands of community volunteers, from all walks of life, who were ready to join a cause that was dangerous, unpopular with the majority public, and held very real risk for those involved.  And yet, they joined.

Imagine if Dr. King’s vision would have gone something like this instead -- “I have a dream that, working in partnership with the Southern Christian Leadership Conference, community volunteers will have the opportunity to join local organizing groups to mount local canvassing campaigns and participate in local marches to raise community awareness about racial inequality.  Snacks and bus transportation provided!”  ...Hmmmmm....not so much.

Volunteering is an Aspirational Exercise
Through the act of service, human beings strive to become better people.  It’s an almost unconscious drive.  Ask any group of volunteers and they’ll tell you the main reasons they volunteer -- to make a difference, to give back, to help people, etc.  They do it out of a sense of obligation, duty, purpose, and self fulfillment.  

So, why do we reduce the communications about our work to a lackluster laundry list description about what’s being done?  It’s time to infuse more soul back into our calls to action.  We need to touch people heart to heart.  And, you don’t need a highly-skilled orator to make a powerful connection.

Inspiring Vision in Motion
Here’s a great example of how one organization, Mozilla, communicates its vision and values to the public in it's video manifesto.  Admittedly, they their goals may not be as ambitious or highly visible as eliminating oppression.  But, imagine if Mozilla were recruiting volunteers.  Wouldn’t you want to join? 

 

What I LIke About How They Share Their Dream

• They use video and posted it on You Tube; it’s easy to view and share from anywhere.
• It’s short; a lot of info is shared only two minutes.
• There are lots of photos of smiling people, showing you just who’s behind the logo.
• There are more photos than text, and the text is limited.
• They’re not afraid to be a little quirky and real.
• They’re not shy about sharing a big vision.
• They don’t waste a lit of time describing the behind the scenes of how they realize their dream; people can learn more later if they want.
• They connect their vision with making the world a better place.

What Would Make It Even Better

• Add more about how people benefit from their service directly.
• Focus on a compelling story of one person.Include the voices of their end users and customers.
• Place the video front and center on their home page.

Be Bold!
Think about what you could do to share your organization’s dream with the world.  Don’t dampen your message with boring details.  Stick to the higher message, the values you hold dear, and the change you want to see in the world.  If you keep it human and truly inspirational, your supporters will follow.

Wondering how you can create an inspiring slide show on a shoestring budget?  I’ve used Animoto to much success.  It’s easy and cheap.  With a file of about 30 of your photos and an idea of what you want to say, you can develop a slide show to music in a couple of hours for only $3.  And, it would be a great job for a team of volunteers!

Do you have a inspiring video you’d like to share with our readers?  Post a link in the comments, so everyone can learn from your example.

Photo credit: "Out of a Mountain of Despair a Stone of Hope", krossbow, Flickr

5 Ways to Help Your Board & Volunteers Get the Tax Deductions They Deserve

It’s that time of year, where we (in the US) wait eagerly for our wage, income, and tax statements to arrive and we scramble to find all those receipts we need to complete our federal tax returns.   Why not help your volunteers get all the deductions they have coming? 

5 Ways You Can Help Volunteers with Taxes

1) Educate them about what they can and cannot deduct. -- For example, if they have to buy specific uniforms or equipment (i.e., tools, office supplies, etc.) that you do not reimburse them for, they can deduct the costs.  They can even deduct the cost of dry cleaning their uniform, if it is not used for activities other than volunteering.  They cannot, however, deduct the value of their own professional services they contribute. For the official word, check out the IRS’s Charitable Contributions publication.

 2) Give them a print out of the days and locations they volunteered last year. -- That way they can figure their mileage to and from the volunteer site (if they left their home).  These miles are deductible if you did not reimburse them for their travel.

3) Make sure they have a record of their total cash donations to your organization last year. -- Many volunteers donate more than once throughout the year.  For each donation, you probably sent them a receipt.  Why not give them a cumulative count of everything they contributed, so they are sure to count everything?

4) Make sure they have a written acknowledgement of any in-kind or non-cash contributions they’ve made. -- This is required by the IRS.  Be sure to help them document the fair market value of their donation.  The IRS’s Determining the Value of Donated Property publication may be helpful.  The Salvation Army also published a Donation Value Guide online.  Or, if it’s food or supplies that you didn’t reimburse them for, they can use the receipt, but it needs to be documented with an acknowledgement from your organization.

5) Encourage them to claim their deductions. -- Volunteers may be reluctant to claim their work on their federal tax return.  It may feel self serving to them.  Let them know, there’s no shame in it.  It’s the law, and it’s meant to encourage charitable works for good causes.  If they still feel guilty, tell them they can contribute any tax savings they realize from these deductions back to your organization.  Then, it’s a win-win for everyone!

 What suggestions do you have to help volunteers get the most from their tax return?

 

Return on Investment (ROI) for Volunteer Programs

We assume that volunteer programs enhance the capacity of nonprofit organizations by supplementing and extending the work of paid staff.  But by how much?  Certainly volunteers bring intangible benefits to good causes, but how to quantify these can be a challenge to say the least.

And yet, we’re often asked to defend our programs and justify our (often meager) basic budget and support needs.  To make the case for greater investment in volunteer leadership, The National Council on Aging released a report in 2010 -- The Boomer Solution: Skilled Talent to Meet Nonprofit Needs -- that concluded that for every $1 invested, the organizations they studied realized an average of $8 in return, as a result of the work of older volunteers in leadership roles.  Powerful stuff.

So, maybe it’s time for the rest of us to really get down to the business of calculating our volunteer program ROI.  After all, shouldn’t our organizations know what our programs bring to the the table in dollars and cents?  

And, since most of you don’t have the funding to launch and expensive longitudinal study, I thought I’d recommend some easy ways you can do it in house.  (PS If you don’t have time, delegate this task to a team of volunteers who are good at analytics and math; I’m pretty sure they’ll get a kick out of what they find.)

How to Figure Your Volunteer Program ROI
Here are a few suggestions on how you can figure, from simple to complex.  I’ve also included references to others who are doing thoughtful work in this area.  The basic formula is ROI = (volunteer value - program cost) / program cost.

 First, start with your overall annual program cost...  

This includes staff salaries (if they work part-time managing volunteers pro-rate their time), volunteer stipends, travel reimbursements, the costs of marketing materials, recognition activities, facilities expenses and anything else you can think of.

 Annual program cost example (yours may be different):
Staff (25% of their time on volunteers, $35,000/year x .25) $8,750
Benefits (25% of salary) $2,188
Advertising (newspaper ads, online posting, radio spots) $1,500 
Recognition (awards, annual luncheon, etc.) $1,000
Training (in-service for staff and volunteers, conferences) $3,000
Travel (mileage, flights, meals, accommodations, etc.) $5,000 
Office supplies (paper, copying, postage, pens, files, etc.) $500
Technology (software licenses, upgrades, maintenance) $500
Sub Total $22,438
Overhead (10% of overall budget to cover facilities costs) $2,243.80
Annual Program Cost $24,641.80

Then calculate the volunteer wage value…

The total number of hours your volunteers contributed last year multiplied by the estimated value per hour of volunteer time (nationally it is $21.36 per hour).  For example, $21.36 x (20 volunteers x 120 hours per year each) =  $51,264.  To find the value for your state check out The Independent Sector’s website.  They update their values every year.

So, what’s the ROI?  ($51,264 - $24,641) / $24,641 = $1.08  For every $1 invested in the volunteer program, $1.08 is returned to the community.

To get more precise...

Instead of calculating the estimated value of a volunteer’s time, calculate the retail value of services your volunteers provide (i.e., value of counseling hour by volunteer Medicare insurance counselors x total hours or value of data entry x total hours, etc.) from the annual program cost.  For example, the average cost for a certified financial planner is $100/hour x (20 volunteers x 120 hours per year each) = $240,000.

So, what’s the ROI?  ($240,000 - $24,641) / $24,641 = $8.74  For every $1 invested in the volunteer program, $8.74 is returned to the community.

To get even more precise...

Add any volunteer cash and in-kind donations made to your organization over the last year to their wage value.  On average, volunteers donate 10 times that of non-volunteers.  Fidelity Charitable Gift Fund published a recent study about this.  For example, $240,000 (the volunteer wage value above) + $2,500 in annual donations = $242,500.

So, what’s the ROI?  ($242,500 - $24,641) / $24,641 = $8.84  For every $1 invested in the volunteer program, $8.84 is returned to the community.

Finally, to get even more precise...

Calculate the volunteer value by adding their wage value, their charitable donations, and the community benefit (i.e., money saved clients, taxpayers, etc.).  Tracking and calculating community benefit isn’t easy.  It requires you to track money saved clients, which takes discipline on the part of your team.  If you can do it, try.  If not, let it go. Figuring dollars saved taxpayers is even harder.  If someone has an easy way to do it, let me know. 

For a simple example, $240,000 (the volunteer wage value above) + $2,500 in annual donations + $20,000 (the total annual amount clients receiving volunteer Medicare insurance counseling services saved in insurance premiums and other costs because they were eligible for public programs that covered their costs) = $262,500. If you want more detailed info, Tony Goodrow, of the volunteer management software group Volunteer Squared, has some excellent work estimating ROI.  Check out his ROI calculator.

So, what’s the ROI?  ($262,500 - $24,641) / $24,641 = $9.65  For every $1 invested in the volunteer program, $9.65 is returned to the community.  Right on!!

So, you can see how calculating a return on investment might be helpful in garnering more support for what you do.  Why not invest in something that generates more value than it costs to operate?  

Also, moving beyond just the simple calculation of the average estimated value of a volunteer’s time can give you a more accurate picture of the tangible benefits your team brings to the table.

Do you already estimate your ROI?  How do you do it?  What are the benefits and pitfalls?  We'd love to hear your thoughts, so add them to the comments.

 

How to Simplify Your Volunteer Program Priorities for 2012

If you’re like me, you took a little time off over the holidays to refresh and renew.  And, now you’ve returned to the office with a bang -- a tsunami of email, multiple meeting requests, a looming deadline or two, and more.  So much for the vacation!!  

We are out to change the world, and with that kind of agenda we are apt to pile on the tasks.  There’s a lot of work to be done.  But are nonprofit leaders as effective as we could be, if we’re rushing from one thing to another?  Probably not.  

Choose Your Focus

I suggest simplifying your year’s activities down to just three key priorities.  Choose one you have to do, one you should do, and one you’d like to do (more on that below).  

“But, I can’t choose just three!  There's too much work to do!” you exclaim, “Plus, I don’t set my work priorities, other people do -- my funders, my boss, my staff, my volunteers, etc. -- and they’ve got a lot on their mind!”  I’m suggesting you have more control over what you take on than you think.  Really...you do. 

Even if someone else is directing most of your work, you can choose your focus while, at the same time, taking into consideration what others want.  No one is watching what you do every minute of every day (if they are, it's time to find a new job).  So why not get in the driver’s seat?  Only you can define your critical path to success.

Keep It Simple

If you have a scattered approach, you’re not being effective.  If you choose to simplify -- and it is a conscious choice -- you’ll be able to edit out the extraneous more easily, whether it’s a task, an email, a meeting, or a new project.  

Simplifying can be very empowering.  Picking only three priorities may not be easy -- you may have to agonize over your choices a bit -- but it will add clarity to your work.  Your priorities will guide you in decision-making.  They will become the litmus test for the new tasks and big ideas that come your way this year.  Having priorities, in writing, will help you decide how you spend your precious hours, what your worry about, and what you let go.  And, letting go is the key to simplicity.

Pick the Three Priorities That Will Guide You

You can do this process with a team or by yourself.  If you do it with a team, brainstorm, vote, and get on with it.  The point is not to hold a long-winded strategic planning session.  The point is to simplify life for everyone, thus making your program stronger.

1. Choose One You Have To Do --
   Your funder(s), boss, board of directors, or some other decision-maker has likely given you marching orders recently.  Brainstorm a list of all of the things you’ve been asked to focus on.  Consider which would result in the biggest “bang for the buck” for your program.  Which will help your program or organization best deliver on it’s core mission?  Which would result in further resources or support down the road?  Choose from your list of “mandated priorities” the one you feel would make the most difference.
2. Choose One You Should Do --
   Next, brainstorm all the things you need to do to improve your program.  If you’re like me, you can think of many ways you could be better.  Unfortunately, you can’t do them all at once.  Think about which will result in the biggest improvement for the least amount of effort.  Resist choosing something super complicated or that will take a Herculean effort to accomplish.  Instead, start small.  As you and your team experience small wins, you will be strengthened to take on something more ambitious next time.  Keep it achievable, and then celebrate like crazy when you get it done.
3. Choose One You’d Like To Do
   In order to keep up stamina throughout the year, you’ll also need to continuously feed your spirit.  That’s why it’s a good idea to also pick a priority that brings you joy.  Think about your pet projects.  Which give you the most energy and spring to your step?  Which inspire you above others?  Which are you thrilled to get started?

Keep on Track

When you’ve decided on your final three priorities, write them up and share with people you trust to support you.  Ask them to help you stay on track, in whatever way works best for you.  

Remember, that your priorities are just that, priorities.  It doesn’t mean that you won’t address other necessary tasks.  It does mean, however, that you’ll spend the majority of your time and energy on achieving what you’ve set your mind to do this year.   

 If you finish something early, great.  Feel free to replace that priority with something new.  If a critical priority lands on your doorstep, that’s fine, too.  Change happens, and you need to be flexible.  Just be sure to consciously replace one of your existing with the more urgent need.  Don’t fall into the trap of continually adding to your list.  Stick to three.  

Finally, don’t forget to share your successes as they relate to your priorities.  Consistently demonstrate to others how your focus has lead to greater organizational rewards.  Draw the line between cause (your priority) and effect (program outcome).  Then, maybe just maybe, they’ll begin to see things your way and simplify things, too.  

What are your priorities for 2012?  Please share so others can learn from you!

 

Organizational Support for Your Volunteer Program: What’s in the Way?

If you’ve been involved in volunteer management for any length of time, you’ve inevitably come across people who just don’t get it.  They either view volunteers as widgets who can be automatically plugged in to shore up the organizational need du jour, or they think volunteers are too much hassle to be worth it.  If the decision makers in your organization feel this way, you’re not likely to get the support you need to run the terrific program you’ve dreamed of.  

The One Big Barrier to Healthy Volunteerism

So what’s getting in the way?  Why can’t your peers or leadership see the fantastic power and potential of community volunteers?  I've been pondering this for a while, and I think the foundation of most resistance is fear.  And, it's a big, but not impossible, barrier to overcome.  Fear of failure, fear of the unknown, fear of success -- we hear about how these get in the way of our personal development, why not our volunteer programs?  Below are a few fear-based responses I’ve seen, and what you can do about them.

Four Fear-based Barriers to Embracing Volunteerism

1) Volunteers will sap the agency’s budget. -- Volunteer programs are certainly not free, so there’s no point in saying they are.  On the flip side, the return on investment they generate can be significant.  Help address this fear by being clear about the budget it takes (in both staff time and other costs).  At the same time, share the research that says volunteers donate ten times more often than non-volunteers to an organization.  Work with your development staff to be sure that volunteers are tracked and accounted for as donors.  Also, be sure to track the in-kind resources they generate and share it.

2) Volunteers will sap the staff’s time. -- Again, volunteer programs are not free and need the attention of paid staff.  However, the value they generate in supplementing the work of staff can be phenomenal.  Help calm fears by being clear just how much staff time will be needed.  Also, demonstrate their worth by estimating both the dollar value of the services volunteers add to the mix and the concrete outcomes they have helped bring about through their participation.

3) Volunteers will replace paid staff. -- Although volunteers have amazing skills, talents, and experience, they can almost never replace paid staff for a couple of reasons -- 1) most don’t have the time available to commit to the consistency a paid position requires, and 2) paid staff have to deal with organizational stress (i.e. bureaucracy) that volunteers simply won’t put up with; if they were willing, they would find a paying job in the nonprofit sector.  There are differences between what motivates volunteers and what motivates staff.  Volunteers want to make a difference in the world through partnership with an organization.  Staff want to make a difference in the world as part of an organization.  It’s a subtle line in the sand that most volunteers don’t want to cross. 

To help allay any fears in this regard, make sure your volunteer program policies and procedures clearly delineate between the role of volunteers and the role of paid staff.  Work with paid staff to identify projects and activities that have been on the back burner for too long and help them understand how volunteers can help bring the lagging  project to fruition.  As you see success, share it with others who are still resistant to working with volunteers.

4) We will lose control, and our organization will lose effectiveness. -- I have to say, I’m hard pressed to think of an organization that has suffered because they have utilized volunteers, even if ineffectively.  Can you?  To help assuage fears, talk with staff to better understand the specific areas they are most worried about.  Handle those first.  Then, make sure you have volunteer position descriptions that describe clear lines of supervision and directly relate to your organization’s mission and program’s outcome goals.  Don’t allow volunteer performance issues to languish.  Address them immediately.  Be sure your volunteer policies and procedures clearly outline volunteer ethics rules (confidentiality, conflict of interest, communications, etc.) and how any transgressions will be addressed.  Finally, consistently and concretely communicate what volunteers have accomplished. 

Build Buy-In by Building Trust

Open, transparent communication and program management will help build trust and buy in.   No one should have to guess how things are done in your shop.  Make sure you have well-documented polices and procedures that are followed, communicate your successes often, and calmly and professionally address any issues right away.  If you don’t have all your operational protocols in writing just yet, invite some of your biggest detractors to join you in developing, or at least reviewing and editing, them.

What barriers have you experienced?  Could they be fear based?

 

Is Your Team Stressed? Try Gratitude

Gratitude is underrated.  Even the holiday devoted to acknowledging     what keeps us going -- namely friends and family -- is getting the short shrift this year.  With the Christmas decorations already overflowing in most retail locations in our town, it feels like Thanksgiving got run over by a reindeer.  Am I right?  Perhaps appreciation is a lost art.

But, gratitude shouldn’t be overlooked.  It may be one of the most powerful tactics in the your arsenal to combat stress.  For overwhelmed nonprofit staff and volunteers, it can be an amazing coping strategy.  Consider my recent experience with a sports injury.

Getting Injured Sucks

Five weeks ago (and counting), I sprained my ankle playing soccer.  After a few days on crutches, my dreams of a quick recovery slowly faded into a tearful sunset.  It was pretty severe.  For two weeks, I hobbled throughout the house, waking to extreme pain as the blood rushed to my ankle each morning as I climbed out of bed.  My arms were weak, and because I’ve gained weight in recent years, I could barely hold myself above my crutches.  Navigating the stairs in our house was a nightmare with my walking sticks, with the risk of a gnarly tumble if I slipped.  

After two weeks on the couch, the swelling in my ankle persisted.  An orthopedist put me in a walking boot and prescribed physical therapy.  It would be at least another month before things would be close to normal, and another year before I would play soccer without a brace.  So much for returning to my team this season.  

Gratitude Helped

In my frustration, I remembered how I had weathered tough times in the past.  I knew that my reality was really determined by my own outlook.  And, I had some choices to make.  So, I chose gratitude and began to list the things I was thankful for.

1. I had health insurance
2. I had a caring husband to help out
3. My injury was temporary
4. I only had one set of stairs to climb up and down
5. I empathized even more with the struggles my friends with disabilities had to endure
6. I worked from home, so I could keep earning while I was incapacitated
7. I had a laptop computer, so I could work while my foot was up
8. My friendly kitty cat kept me company
9. My injury taught me patience and gave me more respect for the limits of a middle aged body
10. I was now more inspired than ever to get back to the gym and get fit 

And, an amazing thing happened.  My frustration evaporated.  I quit fighting my current reality and became focused on my recovery.  Things began to flow.  Every time I found myself slipping into old thoughts, I started my list again.  And, my injury had valuable lessons for me, yet another thing to be grateful for.  

Now, I’m happy to say, the swelling is down, the boot is off most of the time, and I’m looking forward to starting an accommodated exercise program next week.  Life is good, and I’m less stressed out.

And you can be, too.  

Make it Work for You

Nonprofit staff live with incredible demands.  Our work, though often maligned as less than the outputs of private industry, is not for the faint of heart.  We must juggle the priorities of multiple constituencies.  We must squeeze results out of every drop of meager resources we are afforded.  We must cope with the crises, both small and large, of the people we serve.  We must keep our chins up and lead even when things are at their worst.  And, we must continue to hope for the changes we wish to see in the world.  

It’s a tall order and it’s so easy to get burnt out and frustrated.  But, there’s an upside -- you have the power to change your point of view.

Next time you or your team is feeling down, try gratitude.  Make a list of what you are thankful for.  Then, make that list your personal mantra.  Bring it up any time you find yourself slipping into old thought patterns.  

By turning things on their head, you’ll be amazed at what happens.  Resistance will be transformed into resilience, and you’ll begin to see new opportunities for yourself and your team.  You'll see your morale go from low to light overnight.  It may sound corny, but give it a try.  It really does work.

And, this week, as I manage the stresses of coast-to-coast holiday travel, I’ve already started my list -- 1) I get to see my family and adorable nephews, 2) My hubby and I get a break together, and 3) I’m not on crutches anymore!  Woo-hoo!!

I'm grateful for you, too.  Thank you for staying connected, and have a safe and relaxing Thanksgiving.