Tobi's Volunteer Management Blog

Refresh your New Year with Reverse Resolutions

As I wind my way back to work from the holidays, my thoughts turn to the new year and what I hope to accomplish -- a revamped web site, a new training series to create and market, conferences to attend, networks to connect with, etc., etc.  Next thing you know I’m feeling anxious.  How can I possibly get all of it done?  Just the thought of it tires me, and I haven't even begun!

 I talk to a lot of people in the nonprofit world who are in the same boat; they feel overstretched and overwhelmed.  It’s pretty much our constant state of being, right?  So what can we do about it?  My answer?  Do nothing.  Well, not exactly, but give this a try -- this New Years, instead of making your traditional list of resolutions, make Reverse Resolutions.  Instead of adding to your “to do” list, find things you can take away.  What will you do less of this year?  What can you take off your plate?  What will you ignore?  What will you decide not to achieve?  What will you walk away from?

It sounds radical, but it makes sense.  If you’re like many of the mission-based organizations across our nation, you’ve been asked to do more with less.  In response, you may have diligently found more volunteers, tried more efficient ways of doing things, even cut a few programs.  All well and good.  But, there is a tipping point.  A point where where you, your staff, and your volunteers are burned out and ineffective.  Are you there yet?  Are you getting close?  If so, give yourself a break.  Set some Reverse Resolutions for you and your team, better yet, with your team.  It’s liberating, invigorating, and may even be they key to your sanity and survival. 

Some Tips for Setting Reverse Resolutions

 1) Focus on what’s mission critical (either personal or organizational) & cut out the rest.  Revisit your mission statement to remind you what you should be driving toward.

2) Have the courage to take a closer look at your pet project(s).  Are they really contributing to your bottom line, or are they a diversion?  This is a hard one. The reason you may have taken them on in the first place is for the mental or emotional relief they offer.  If you can successfully simplify, you may be able to reduce the pressure that makes these projects necessary.

3) Reduce duplication of effort. If someone else in the community (or agency or team) is offering the same product or services (or doing the same tasks) equally as well as you or better, consider dropping it/them.  There's no need to be territorial.  You have bigger fish to fry.

4) Prioritize for people who can’t or won’t.  While your team may really welcome the simplification, your funders or upper management may not get it.  They may be accustomed to sending you directives without any formal prioritization.  Make some executive decisions about what you’ll tackle based on 1) your mission, 2) community need, & 3) resources at hand.  Be ready to explain your choices and then get on with it.  Focus on exceeding outcomes in your priority area(s) and let the rest take care of itself.  

5) Remember, you control your day.   Even though it feels like others control how we spend our time, is that really true?  You can make conscious decisions about how you respond to interruptions, when you check email, even which meetings you attend (at times, anyway).  You can even choose a Reverse Resolution each day and make it work for you. 

Give yourself permission to take some bold steps.  Focus on what has real meaning.  Reduce the clutter for your own well-being.  You deserve it, and we need you for the long run.

I wish you all a simple, peaceful, and prosperous New Year.  Thanks for reading and sharing.  

Photo credit: TJohnson, Wave Rock, Western Australia, 2010

 

Seth Godin on Why It's Bad to Run Your Nonprofit Like a Business

Here's a thought provoking video post by a fellow nonprofit blogger.  The short video really makes you think...

Seth Godin on Why It's Bad to Run Your Nonprofit Like a Business.

Innovation Means Challenging Sacred Assumptions: 10 Lessons from the Oregon Ducks

Imagine football without a huddle.  Sound impossible?  It’ll never happen?  Think again.  The Oregon Ducks have done away with the huddle to much success.  Their coach has revolutionized the game with “speed freak football” and has led his team through an unbeaten season.  They’re now headed to the national playoffs.  I’m not a football fan, but the Ducks are radical revolution in motion, and they may have something to teach us about organizational innovation.

This year, Oregon stood the football world on its ear by challenging some of its most sacred assumptions.  They’ve eliminated the huddle in favor for quick plays, snapping the ball in under seven seconds and averaging nearly five touchdowns a game.  Their quick tempo leaves their rivals gasping for breath and grasping at straws as they scramble to set up a defensive line in time.  Due to the fast pace, player substitutions are a big challenge for their opponents; and, the Ducks win by simply running the other team into the ground. 

While few, if any, nonprofit endeavors are based on high-octane battles of strength, we are nonetheless called on to innovate and evolve.  As the world changes, so do the expectations of the publics we are here to serve.  Our ability to find new service strategies has real consequences -- for our clients, our supporters, and our communities.   If we’re still using the business models we used 10 or 20 years ago, they probably don’t work as well as they used to.  We have a lot at stake, making it even harder to take the necessary leap of faith.  So, what could we possibly learn from football?  

Lessons from the Ducks

1) Build on what works -- Oregon’s coach didn’t invent a spread offense, but he did change the speed at which plays are called and from where (the sideline versus the huddle).  What already works at your organization or others?  Is there any way to expand it?

2) Keep the message clear and simple -- Coach Kelly’s philosophy is that everyone should understand their mission within five minutes of watching a game or practice --  In his words, “They stand for playing hard and playing fast.”  Period.  Does everyone get what you stand for that quickly?  It might be time to focus or reframe your core mission.
 

3) New skills will be needed -- In Oregon’s case, aerobic conditioning trumps brawn.  What new skills will be needed by your team?  If you don’t have them now, can they be trained or do you need to bring them aboard?

4) Practice the real thing -- The Ducks’ training closely approximates what they’ll do on game day.  Staff training and professional development should do the same.

5) Keep it crisp -- Oregon practices are relatively short and players receive minimal individual coaching.  Rather, the coach analyzes film footage and gives direction during short team meetings.  Do you waste your time on meetings or other activities that aren’t in line with your core mission?  Cut out anything that doesn’t contribute in a real way.  Simplification can bring some clarity and relief to an overworked you!

6) Keep it fun -- Coach Kelly blares music during the entire practice, music his players enjoy and will even dance to.  Even if innovating is hard at first, try to keep it light.  It will get easier as you grow.

7) There will be unintended consequences -- In the Ducks’ case, football has become less dangerous because there are fewer hits, at least for now.  You can expect the good, and maybe a little bad, too.  It’s hard to say how change will play out completely.  How can you prepare your team to better deal with the unknown?

8) If it works, it’ll spread...and fast -- Oregon’s brand of football has already spread to high schools, and coaches have travelled to Eugene to learn more about this new best practice.  If you succeed, be ready to share.

9) Expect to disrupt the ecosystem a bit -- Rival teams have faked injuries, calling into question college football ethics and sportsmanship.  But, the Ducks persevere.  You can, too.

10) If you succeed, your fans will get behind you -- In support of their team, Oregon fans will boo loudly if they think other teams are faking injuries to slow the game or the officials aren’t moving the chains fast enough.  If you pioneer a new way of doing thing that works well for your clients, you can bet they’ll be your biggest fans, defending you and even pitching in to help.

Finally, if you innovate you’ll also inspire new fans.  I never watch football, but on January 10th I’ll be rooting for the Ducks as they go for the national championship.  Taking risks and winning -- It’s a fascinating and delightful thing to watch.

 

“Hanging on to Old Volunteer Practices is Dangerous”: An Interview with Nancy Macduff

After many years, I had the pleasure of reconnecting with Nancy Macduff, a respected colleague and internationally-recognized expert on volunteerism. I asked her to share her thoughts on how volunteerism is evolving and how we can all keep up.

Nancy is President of Macduff/Bunt Associates and an adjunct professor of volunteer administration at Portland State University.  She trains and consults for organizations on issues related to volunteer administration and adult learning, has authored numerous books and articles, and publishes the free online newsletter Volunteer Today.

Where is volunteering headed in the future? 

• People are increasingly asking organizations to have voluntary tasks that are short in duration, even to the point of dropping in to volunteer or volunteering on cell phone.
• Social media sites will gain in usage by those managing volunteers—Blogs, Twitter, social networking (FaceBook, MySpace), Wiki, and more sophisticated use of email.
• Volunteers are seeking “meaningful” jobs.  People are less likely to be attracted to menial tasks, like stuffing envelopes.  Many volunteers reaching retirement age are “baby boomers” who want the work they do to make a difference in the world.
• Continued growth in online volunteering tasks.  There are now “hot lines” where volunteers “talk” with people via email, rather than phones—as in domestic violence situations or support for those with chronic mental illness.
• Continued growth in international volunteer opportunities.
• Engagement of youth in high school and college, especially, will continue to grow.
• The need for volunteers will grow.

Given today’s economic realities, how should those who manage volunteers adapt?

• Consider when the jobs offered for volunteers were created.  If volunteers have been doing the same job since it was created in 1970 you might consider applying it to 21st century realities.  Imagine if AT&T had the same jobs it had in 1970.  They would be out of business!
• Economic realities are impacting the ability to volunteer. Some people are unemployed and would appreciate the opportunity to volunteer while seeking work.  Rarely are these people recruited overtly.   
• Many traditional socio-economic groups who were the mainstay of volunteering  are suffering financially and people are working two or more jobs.  This impacts how people can volunteer.  
• Volunteer managers need to collect factual data on these social changes and share them with administrators to educate them about the challenges of recruiting and retaining volunteers over decades.
• Volunteer programs need to increase the capacity to use all forms of social media for everything from volunteer engagement to fund raising.
• In economic uncertainty there is a desire by people to help.  Making it as easy as possible for someone to serve will make recruiting easier.
• Flexibility.  Hanging on to decades of old practices and jobs, no matter how well they worked in the past, is dangerous.  Many fraternal organizations, Moose, Elks, etc., are finding it increasingly difficult to sustain their organizations as they hang onto 20th century traditions.  As with everything in life, people want things tailored specifically to them, their needs, values, and availability.
• The economy has reduced staff in all types of organizations—nonprofit, government, and for profit.  This has cost some managers of volunteers their job or reduced their time spent on it, as the person takes on additional duties.  This shrinking of the time devoted to the engagement and management of volunteers is occurring simultaneously as administrators increase the demand for more volunteers.  If an organization wants more volunteers, then volunteers need to be recruited as “middle managers.”  This needs to be done in an intentional, planned manner, with position descriptions, training, volunteers attending staff meetings.  This turns the manager of volunteers into a delegator, not a “doer.” 

Where can volunteer managers find solid information about evidence-based practices that work (versus merely anecdotal stories about good ideas)?  

• I would recommend that the professional manager of volunteers belongs to a professional association—a local volunteer managers association (sometimes called a DOVIA-Directors of Volunteers in Agencies) or an AVA (association of volunteer administrators) as in NYAVA.  The only national one that exists now is AL!VE.  They have a website, webinars, and dues.  
• They also need to subscribe to IJOVA-International Journal of Volunteer Administration.
• There is also an online journal called eVolunteerism that Susan Ellis produces.  It is not juried, but she has knowledgeable practitioners and consultants write for it.  
• Education and Certification.  For the volunteer manager who has 3 or more years of experience there is a certification process - CCVA.  Person takes a test to be certified.  Enrollment is now through March and only open during that time of year.  The other option is university based programs.  In the US I teach one at Portland State University and it is 100% online.  It is the only program where all six classes are devoted to the administration of volunteers.  Upon completion there is a professional certificate from the university.  There are other classes in volunteer administration, but they are usually part of a major in nonprofit administration.  
• More senior managers of volunteers should belong to ARNOVA - Association for Research on Nonprofits and Voluntary Action.  Dues provides subscription to Nonprofit and Volunteer Sector Quarterly.  The most senior of the journals on volunteer administration and the most academic.  
• The other journal I read is Nonprofit Management and Leadership.
• Volunteer Today, Energize, and your blog are the equivalent of “magazines” and resources on volunteer administration.  These are places where you can learn about research by people who tracking it for you. Many national organizations have such sites for their affiliates. 

Thank you, Nancy!  Good ideas and great resources!

Do you have any thoughts or comments you’d like to share with Nancy?  Click on the comment link below, and let her know what you think.

 

Putting Best Practices to Work

I’m a sucker for innovation.  Anything new and exciting invariably catches my attention, as I’m sure it does you.  We are captivated by creative and artful ideas.  But, I’d venture to say that many nonprofits still haven’t taken the full opportunity to learn from others.

That’s not to say that best practices aren’t on our radar.  We discuss them at conferences, write about them in our grant proposals and reports, and read about them in our newsletters and studies.  But, how many are actually transferred and imbedded into our organizational fabric?  

Doesn’t it make sense to use the successful solutions from others to solve our nagging organizational problems?  Seems like a no brainer, but there are barriers to be sure.  Below are a few and their possible solutions --

Barrier #1 -- No Clear Definition

I think our biggest barrier is the collective definition of “best practice.”  It seems like any good idea can be called a best practice, but when you really investigate there isn’t any proof that it works.  That’s a problem.  If we are going to spend the time, energy, and “risk capital” it takes to try a new tactic, we need to have some assurance that it has worked somewhere (and not just as a one-time success) and that people can articulate the how and why.  Solution -- Define your best practices using clear criteria -- such as innovative, proven, and sustainable -- and be consistent in how you apply them.

Barrier #2 -- No System

Most nonprofits do not have a consistent system for sharing best practices.  We talk about them, we may share some tools we use with our teammates, but most organizations do not have a system that identifies, captures, suggests, and tracks tactics that work.  Have you ever had a key staff person or volunteer leave your agency and take all their expertise with them?  Then, you know what I’m talking about.  Because no system existed, that individual was unable to transfer their knowledge to others.  That’s a big loss.  Solution -- Create an online library of best practices that have been vetted, along with supportive documents, cases studies, and tools.  Use a wiki so everyone can post and share (try this one -- www.wikispaces.org).

Barrier #3 -- No Rewards

Risk taking is rarely incentivized.  Funders and management often focus on short-term performance outcomes.  It's hard to innovate when it may take months or years to see a return on our investment.  And, many decision-makers don’t have the time or patience to wait that long, even if the long-term gains may outweigh the short-term ones.  Solution -- Create an awards program that recognizes people who try new things, even if they fail.  Publicize these heroic stories.

Two More Barriers 

In a recent Harvard Business Review post, Why Best Practices are Hard to Practice, Ron Ashkenas noted two barriers to applying best practices successfully: 

1. Lack of adaption -- Taking on the new tool or process without adapting it to your environment.  Tweaks need to be made, even when transferring them from one team to another in the same organization.  Solution -- Make sure freedom and flexibility are present and encouraged.
2.  Lack of adoption -- Taking on the new tool or process without full leadership support and commitment.  If you’ve ever climbed out on a limb for your group, and had it sawed off after you attempted to change something, you’ve experienced the full force of what lack of support can do.  It’s demoralizing and puts a real damper on future forays into uncharted territory.  Solution -- Make sure executive management is onboard and vocal about any new trials.

Yes, nonprofits could do more to seek and use best practices.  But, we’re not alone.  Just a quick internet search will show you that our for-profit cousins struggle with it as well.  

 

Inspiring Team Outcomes Using the Secrets of Motivation: Part Two

In my last post, I wondered if it was possible develop an effective performance management system that is inspirational.   I also noted four things that motivate people -- their peers, the possible, people (individuals), and participation -- and I promised to share ideas on how to tap into these key drivers.  

Now let’s draw some connections between theory and practice.  Here are some practical approaches that support program performance, based on what the research tells us about human behavior.   

1) Motivate via Peers --  Encourage a bit of healthy competition.  Create graphics that compare key performance metrics between teams or individuals.  To be sensitive, leave out all team or individual identifying info & highlight the outcome for each team (& how they compare to others across the spectrum) separately.  Or, use a progress thermometer to track the global progress for one key outcome.

2) Inspire the Possible --  Focus on incremental change that promotes success early and often.  Break annual targets into doable chunks & focus efforts on a few outcomes versus all of them.  Celebrate improvement, even if there’s still a long way to go.  Early success will help create a snowball effect.

3) Use People’s Stories to Win Hearts & Minds -- Recognize and reward individual contributions to progress.  Share their stories via videos and agency newsletters and incorporate storytelling into recognition events.  Be sure stories have a clearly-described plot line and details on the challenge & what was done to bring about change.

4) Spark Participation -- Get people at all levels of the organization involved early in the development of a performance system.  Create open forums where people can discuss their experiences and give each other tips.  Also, reward success with increased participation -- for example, recognize individuals for their hard work by inviting them to act in an advisory role in program development.

Best Practices: A Powerful Tool

Finally, and most important, create a formal system to collect & share proven best practices.  This an often overlooked, but very powerful, way to boost performance.  It takes into account each of the four motivators listed above.  Peers share with each other their bright spots, the possible is highlighted through tactics that have been proven the work, every best practice involves people and their stories of triumph, and everyone can participate by sharing a their particular expertise.  

What do you thin?  Have you tried any of these tactics?  Did they work?  Do you have others to suggest?

Inspiring Team Outcomes Using the Secrets of Motivation: Part One

I’ve been working with a client to develop a performance management system that BOTH promotes outcomes AND inspires people.   Do these sound mutually exclusive?  I may have thought so in the past, but not anymore.

If you’ve ever experienced the “joy” of introducing new performance metrics to your team or network, you know how tough it can be.  Then, to ask people to be accountable for the outcomes?  Not so easy.  Push back is pretty normal.  So how can you move past the negativity and toward team success and maybe even excellence?

Here’s the deal.  Research shows that people are not really motivated by punitive measures.  So, first off, retire the old “carrot and stick” analogy.  It just won’t work.

Second, consider tapping into what really inspires.  People are motivated by:

1) Their Peers -- We humans have a strong herding instinct.  If everyone else is doing it, we feel we should, too.  It’s kinda scary, but true nonetheless.  

2) The Possible -- Studies have shown that people will throw their support behind a cause they feel is win-able in the short-term, versus a cause that may have much more impact in the long run.

3) People -- Individuals, that is.  We care more about the plight of one than the plight of many, and we’ll make our decisions based on an emotional connection to that one person (even if we don’t know them personally).

4) Participation -- If social media has taught us anything, it’s taught us that we will actively engage when given the opportunity for authentic shared participation.

So, what does this have to do with performance management?  Stay tuned for Part Two of this post.  Tapping into these realities, I’ll share some ideas and tactics you can use to galvanize both staff and volunteers alike.

PS... If you want to read more about the latest research on communication and behavior, check out the free eBook Homer Simpson for Nonprofits at Network for Good.  Also, check out the Health bothers’ book Switch: How to Change Things When Change is Hard and Dan Ariely’s The Upside of Irrationality for a good start.