Irked by a co-worker? Personality may not be the problem
Zoe is the volunteer manager for a literacy program. Sometimes she gets calls from volunteers who have been inactive for months – sometimes years, and want to pick up where they left off.
Zoe gets concerned about the casual way these volunteers treat their commitment and their lack of current training – she would rather see reliable volunteers in their place. But several of her co-workers are pressuring Zoe to start scheduling some of their favorites. Zoe feels coerced and thinks that her co-workers are interfering way too much.
Zoe is not real, but perhaps this scenario rings true for you. And if not this exact scenario, then perhaps some variation of it.
These situations bring a lot of angst and discord because they feel so personal – as if your colleagues are creating problems just for you. Or, it may seem even more global – like you’re just plain unlucky and ended up with co-workers who are biased, oppositional, and downright hard to deal with.
If only the Zoes of the world worked in a more mature environment. They could get a lot more…
The title’s a tongue twister, but this volunteer administrator is clear on what keeps a team working together.
If someone took all of my blog posts and analyzed them for content, no doubt a good 80% have to do with two out of the three directions required for leadership – influencing upwards and achieving buy-in laterally from co-workers.
Those skills are essential for our profession because we spend so much time educating others about the what, why, and how of engaging volunteers in a meaningful way.
But what about that third direction? – what about the downward management that’s essential to keeping an entire department running smoothly?
When you direct a large volunteer program and supervise others, your ability to lead your direct reports matters just as much as your ability to lead volunteers. (and maybe more.)
Teri McCormick Hinton knows this, and she’s proud of the close, collaborative culture that she’s created among her volunteer specialists.
Teri is the Regional Volunteer Services Officer for the National Capital Region of the American Red Cross. Her 20+ years in the Red Cross and her commitment to the organization helped her get up to speed quickly when she shifted…
Something’s afoot – and it’s a great thing that’s been a long time coming.
I’m talking about the groundswell of awareness that we volunteer engagement pros need to raise our standards. We need to advocate collectively for the value that leaderships brings to our nonprofits and our communities.
Taking our leadership seriously is something I blog about all the time, and I’m far from the only one. The 2017 National Summit on Volunteer Engagement Leadership seeks to advance the national visibility and impact of those within our profession. As the organizers state, “emergent leaders in the field have no clear path to become thought leaders to take this profession to new levels of performance and impact in the future.”
All the wheels are turning in this volunteer program – thanks to a leader with a passion for his work
Compare intelligence work to volunteer management (not counting all those spy movie clichés). Intelligence sounds so left-brained, so centered on data and analysis while volunteer management is people-oriented and relationship-driven. And while our work may require confidentiality, it’s rarely top secret.
For one CVA, though, military intelligence turned out to be the best preparation possible for a second career in volunteer engagement.
Jerome Tennille, is the Manager of Volunteer Services for Tragedy Assistance Program for Survivors (TAPS), an organization that provides comfort and care to military families who have lost a loved one serving in the Armed Forces. He came to TAPS straight from an eight-year career as an intelligence analyst for the U.S. Navy.
“If you had mentioned volunteer management as a possible vocation six years ago, I would have said it was not within my scope,” Jerome reflected. “I always had a limited understanding and false sense…
If you question your career choice, try this formula
Back when I managed volunteers, there were days – and I know you’ve had them, too – when juggling staff, volunteers, and an ever-growing pile of to dos absolutely fried my energy and brought me to the edge of burnout. And all for a salary way lower than other jobs.
Those kinds of days make you question why you ever decided to do this job in the first place.
On days like that – instead of scanning the job listings or contemplating grad school, I wish I had created my own personal mission statement to put the day-to-day in context and see the bigger picture. I wish I had tried something like Adam Leipzig’s Life Purpose Formula.
Adam Leipzig is a thought leader who attended his 25th college reunion and noticed that just about everyone was successful – but not everyone was happy. The happy alums were the ones who chose a profession that truly aligned with their values and their sense of purpose in life. The experience prompted him to create a three-sentence formula that summed up what he did best and how it made…
Not sure how to change up your volunteer program? Talk to your volunteers.
When Amy Whary got promoted at the Tel Hai retirement community in Honey Brook, PA, she decided to shake things up a bit.
Amy is the Director of Volunteer Services for Tel Hai. When she was promoted from the assistant position last year, she inherited a program that had operated in status quo mode for over 15 years. “We repeated the same practices over and over without questioning whether they were relevant anymore. I heard a lot of ‘that’s the way we do things’ to explain how we operate,” Amy observed.
“I found the program boring – and I suspected that the volunteers might feel that way, too. But they had never been asked.”
So, before making any changes, Amy initiated something that had never been done at Tel Hai:
She organized focus groups of volunteers and asked them what they wanted.
That was significant for Tel Hai, because the residents make up the majority of the volunteer force. The members of her focus group were volunteers and clients. Gathering volunteer feedback gave Amy the intel she needed to build a strong…
Remember back in August when Liza Dyer and I launched The Quest for the Universal Hashtag? We wanted to identify one singular hashtag that would stand out from the crowd of sometimes-random tags currently used to communicate about volunteer management.
We asked a group of influencers in our field to nominate tags (a total of 19 in all – we are a creative bunch) and set up a survey so that our community could vote for that one special tag.
The response was terrific: one month later, 337 volunteer managers had heeded the call and placed votes for their first, second, and third choice tags – the ones they felt best represented our profession.
Well, it turned out that our hypothesis was a bit off. We figured that one hashtag would leap to the head of the pack, leaving other in the dust.
But that’s not what happened.
Instead, we ended up with three different hashtags that were so close in their scores that we could not designate just one winner.
And that’s fine, because each of these winning hashtags serves a slightly different purpose and can be used to convey a different meaning.
How it feels to work in a nonprofit where volunteers are considered as valuable as money
“It was pure luck.”
That’s how CVA Karen Horowitz describes her good fortune to work as Director for Volunteer & Internship Engagement at an organization that recognizes volunteers at the very highest level ̶ in the strategic plan.
In fact, I tried to gauge the prevalence of this practice by floating the question in a LinkedIn strategic planning forum. Only five of the 74 respondents said they included volunteers in their strategic plan. Most people cited their board as evidence of high-level volunteer inclusion.
This lack of insight from Executive Directors, CEOs, and consultants makes me want to smack my head on the keyboard in frustration.
When your volunteer program has a big win – or when you achieve something impressive, which of the following do you do?
Share the good news with a co-worker
Go home and tell your significant other
Tell your boss about it
Smile quietly to yourself and go back to your work
Personally, I’m a fan of “all of the above” and most significantly, #3.
Why Promote Ourselves?
We need to promote ourselves when we do something brag-worthy. And not just because it feels good to share something we’re proud of – but because self-promotion is better for your volunteer program.
That’s the point I made last week in a practice session for a conference presentation on advancing your volunteer program. Twelve volunteer mangers gathered at Volunteer Alexandria to learn more about how to strategically advance their volunteer programs and share feedback about how to make the presentation as relevant as possible for the conference participants. (OK, this post is a Spoiler Alert for anyone attending the conference. Read on anyway – your advance reflection will make the discussion more meaningful.)
Another take on certain a certain kind of job frustration
Does your boss frustrate you more than she used to? Seriously – perhaps when you started this job, you recognized that your boss had a different work style from you but you respected that, but now you find that your boss’s point of view or the decisions she makes seem increasingly incompetent to you. Perhaps you see a better way to resolve the issue and feel you are not being heard?
You might even be wondering if it’s time to leave your job because her decisions seem so wrongheaded.
That’s one interpretation. Here’s another: your leader is not the problem. You are frustrated because you are ready to step up and lead, too.
There is a difference between managers and leaders. Leaders are the vision people, while managers are the implementers who make the vision a reality.
But the difference has nothing to do with your job title or you position within your organization. Mid-level managers like volunteer or development directors need to manage AND lead, influencing their boss and co-workers while still doing the daily in-the-trenches administrative…