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Volunteer Management and Environs

Volunteer Management and Environs
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    One of the things I spend a lot of time doing at my job in association management is getting volunteers to do things for free. Some people call it “volunteer management,” while other people call it herding cats. Still, the practice warrants some attention.

    Before we get started, let me explain why volunteer management is increasingly applicable. More and more, we’re seeing organizations shy away from traditional hierarchies. While this leads to more flexibility, it also puts the onus on individuals to contribute freely of their time while at work. Additionally, networking activities often revolve around volunteer activities. In my book, a volunteer is anyone who is willing to help you who isn’t obligated to do so. So knowing the basics of managing them is a good thing to know—and it will probably get lots more important in the coming years.

    In a nutshell, here’s what you need to know to manage volunteers:

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    Planning
    This is essential when working with volunteers. Lately, team-based styles and “agile development” have made the term a little icky. But you need to have at least an outline of what’s going to happen if you want people to contribute. Think about it: you have a couple hours a week to help a group with a project on a voluntary basis. The dude or dudette in charge says, “Will you do x for us?” Chances are, if you have time and know how you’ll do it.

    However, what if they say, “I was wondering if you would kind of figure out what needs to be done. You could talk to whats-his-name and then we’ll meet about it in six months,” you might find yourself making some lovely hair-washing excuses to get out of the job. Krug’s book “Don’t Make Me Think,” though applied to website usability, applies in spades to the practice of volunteer management. People will help you, just don’t make them carry the world on their shoulders if they’re not interested.

    Recruitment
    Recruitment is the simplest part. If you’re involved in something worthwhile and you make people feel useful, they will volunteer. If you’ve got a problem getting people to volunteer, here are some things that you can work on:

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    Did you actually ask? Surprisingly, people from all kinds of organizations could have volunteers out their ears if they would walk up to someone and say, “we need x, will you do it?” Try not to be shy about it. If the person isn’t interested they will tell you. But more often people will step up to the plate.

    Are you being a martyr? I’ve found that sometimes leaders, having been in place for a long time, identify unhealthily with the position. They then say the right things about wanting to step back but they do subconscious (benefit of the doubt) manipulation and never actually empower anyone to take over. The people who are being sort-of asked to volunteer realize they are sort-of being asked and decline, quite reasonably. So, if you are a martyr, take a deep breath and let go. If your organization is being run by a martyr, realize that fact and work with it. If people realize what’s going on, then this situation can be worked through.

    Not enough stakeholders, period? You have to have a certain core group in order to have enough volunteers to do anything. Voluntarism is an interesting statistical function, driven by self-selection—a small group of people do the work for the larger group (as indicated by the STP phenomenon: Same Ten People). If you don’t have enough people to generate the pool of volunteers, adjust your standards and do less. You’ll thank me for it.

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    Orientation and Training
    Volunteers have to know what they’re doing. They are not typically dumb or lazy, although we see that kind all over, don’t we? No, volunteers have very limited time. Remember, these people have 2.5 kids, a dog, and a business trip twice a month. So, they need to know, upfront, what you’re asking them to do.

    Some of the volunteer literature talks about having forms and policies, yada yada and blah blah blah. I take a minimalist approach on the forms and so forth. But you should make sure people know what their job is, and where it stops and ends boundary-wise, and what the timeframe is. If the job is simple and involves simple tasks, tell them. If it’s more complex and you need them to do some judgment calls, tell them that as well. As long as we all know, everything goes much more smoothly.

    Supervision and Evaluation
    I have to tell you about this one, although it could have some negative overtones. Basically, though, it’s very helpful. The leader—and remember this can be delegated—should sit down regularly (or telephone or IM) with the volunteer. Refer back to the agreements everyone’s made at the beginning, and just maintain singing from the same hymnsheet. That’s it. If you integrate regular debriefs, things will get lots better for everyone.

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    And finally…

    Recognition
    Remember, a volunteer doesn’t get paid with money. But they obviously need some kind of remuneration. Usually interaction with others, gaining important contacts, doing good in the world, these are things that make volunteers tick. But it’s important to give awards, praise people, give thank you notes, small things that help keep morale up when you’ve stayed up till 2 am preparing a committee report.

    These steps should help everyone with their volunteer activities, whether a leader or a volunteer, or both! Feel free to let me know in the comments what your experiences have been with volunteering–and what makes you volunteer or quit a group for whom you have volunteered.

    Nick Senzee works for a professional association in metro Washington, DC. You can find him online at Nick’s Book Blog.

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    Last Updated on November 28, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck? Is bad luck real?

    A couple of months ago, I met up with an old friend of mine who I hadn’t seen since last year. Over lunch, we talked about all kinds of things, including our careers, relationships and hobbies.

    My friend told me his job had become dull and uninteresting to him, and despite applying for promotion – he’d been turned down. His personal life wasn’t great either, as he told me that he’d recently separated from his long-term girlfriend.

    When I asked him why things had seemingly gone wrong at home and work, he paused for a moment, and then replied:

    “I’m having a run of bad luck.”

    I was surprised by his response as I’d never thought of him as someone who thought that luck controlled his life. He always appeared to be someone who knew what he wanted – and went after it with gusto.

    He told me he did believe in bad luck because of everything happened to me.

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    It was at this point, that I shared my opinion on luck and destiny:

    While chance events certainly occur, they are purely random in nature. In other words, good luck and bad luck don’t exist in the way that people believe. And more importantly, even if random negative events do come along, our perspective and reaction can turn them into positive things.

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky and change your luck.

    1. Stop believing that what happens in life is out of your control.

    Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside yourself.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

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    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can. They have this Motivation Engine, which most people lack, to keep them going.

    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

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    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will drown yourself in negative energy and almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Not long ago, a reader (I’ll call her Kelly) has shared with me about how frustrated she felt and how unlucky she was. Kelly’s an aspiring entrepreneur. She had been trying to find investors to invest in her project. It hadn’t been going well as she was always rejected by the potential investors. And at her most stressful time, her boyfriend broke up with her. And the day after her breakup, she missed an important opportunity to meet an interested investor. She was about to give up because she felt that she’d not be lucky enough to build her business successfully.

    It definitely wasn’t an easy time for her. She was stressful and tired. But it wasn’t bad luck that was playing the role.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    I explained to Kelly that to improve her fortune and have “good luck”, first decide that what happens is nearly always down to her; then try to focus on what works and what turns out well, not the bad stuff.

    Then Kelly tried to review her current situation objectively. She realized that she only needed a short break for herself — from work and her just broken-up relationship. She really needed some time to clear up her mind before moving on with her work and life. When she got her emotions settled down from her heartbreak, she started to work on improving her business’ selling points and looked for new investors that are more suitable.

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    A few months later, she told me that she finally found two investors who were really interested in her project and would like to work with her to grow the business. I was really glad that she could take back control of her destiny and achieved what she wanted.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    What’s Next?

    Now that you’ve learned the 2 simple things you can do to take control of your fate and create your own luck. But this isn’t it! These simple techniques you’ve learned here are just part of the essential 7 Cornerstone Skills — a skillset that will give you the power to create permanent solutions to big problems in life — any problem in any area of your life!

    If you think you’re “suffering from bad luck”, you can really change things up and start life over with these 7 Cornerstone Skills. It may even be a lot easier than you thought:

    How to Start Over and Reboot Your Life When It Seems Too Late

    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Your luck, in the end, is pretty much what you choose it to be.

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    Featured photo credit: LoboStudio Hamburg via unsplash.com

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