EXECUTIVE SUMMARY: Mindfully engaging passionate citizensi

A leadership model of volunteer engagement

We know from research like the Canada Survey of Giving, Volunteering and Participatingii what motivates volunteers. But how are they motivated by the people and organizations that engage them? This study reveals interesting trends and recommendations that depart from traditional training and guides on good volunteer engagement. Unlike previous research that emphasizes self-reported motivations of volunteers such as using skills and experience, to meet people, or to contribute to a cause, this research focuses completely on those that engage volunteers. Eight individuals who effectively engage volunteersiii iv were asked general questions about their roles and previous experience, their positive and challenging experience with volunteers, volunteer turnover at their organization, organizational support for volunteer engagement, and their future goals. Their responses were analyzed for themes, which were used to describe a leadership model of volunteer engagement.

This research describes themes that connect effective engagers of volunteers, and proposes recommendations to help organizations and individuals improve their volunteer recruitment, engagement and retention.

What themes connect effective engagers of volunteers?

These results suggest that some common structures and processes for volunteer engagement a single volunteer coordinator, long-term and structured roles, being open to accept all volunteers, designing roles to be subordinate to nonprofit staff are not necessarily conducive to good volunteer engagement.
A SYSTEMS APPROACH FOCUSSING TIME AND ENERGY

Possessing skills in strategy, planning, and big picture thinking Having a multi-faceted role (not just focussed on volunteer engagement) Even if they play funnel/connector roles, believing volunteer engagement is a responsibility of everyone in the organization Believing volunteers are core to the function and success of the organization Emphasizing the importance of organization culture, values, and philosophy Communicating vision, mission and impact to volunteers

Describing the ease of volunteer recruitment, and the hard work of ongoing engagement Acknowledging the energy and enthusiasm of their volunteers Managing time and energy of limited staff/resources by limiting number of volunteers Describing commitment to, obsession with, and hard work required to engage volunteers Looking at volunteer engagement through a returnon-investment lens (what the organization will gain vs. the investment [eg training, ongoing engagement] required of volunteers) Understanding that technology can help with the requirements of volunteer engagement, but requires strategy and planning

ABOUT THE RESEARCHER by Trina Isakson, completed as requirement of a Master of Business Administration (Community Economic Development), Cape Breton University Principal, 27 Shift Consulting | next generation engagement Downloads of this and other articles available at www.27shift.com/papers. For more information, or for a presentation of this research at your organization, contact trina@27shift.com

MEANINGFUL MATCHING

ADAPTING ROLES THAT ACCEPT AND ADDRESS CURRENT REALITIES

Identifying volunteer engagement as a mutually beneficial relationship Possessing unique skills and intuition in paying personal attention to volunteers and making meaningful matches Putting the skills and interest of volunteers first Balancing proactive volunteer engagement (identifying organizational needs and recruiting volunteers for those roles) and reactive volunteer engagement (responding to individuals who approach the organization with an interest in volunteering in roles that may not currently exist) Not accepting all volunteers, recognizing the unique requirements for each role and the importance of fit with the organizations culture Treating and getting to know volunteers as individuals

Accepting the reality of the diverse and demanding lives of volunteers, though this sometimes results in challenges or frustration Building flexibility into each role based on the individual volunteer, but still clearly communicating that role Engaging volunteers in episodic roles (with short term or intermittent expectations), knowing these volunteers will often come back in the future
A CULTURE OF LEARNING

Being interested in learning and improving their practice Giving and receiving feedback Enjoying seeing volunteers grow through new learning, confidence, and leadership
SEEING VOLUNTEERS AS PEERS, NOT SUBORDINATES

Describing volunteers as being smarter or having expertise they dont have Providing autonomy to volunteers Developing genuine friendships with volunteers

What does this tell us about volunteer engagement as a type of leadership?

The transformational and transactional styles of leadershipv are highly connected with satisfaction, productivity and engagement of those that work with a leader. These leadership styles are most often applied to the leadership and management of paid employees. But what do effective leaders of volunteers do? S/he hands off responsibility to volunteers, even though it sometimes results in frustration. S/he recognizes the value in a volunteer relationship for both the organization and the volunteer. S/he acknowledges that volunteers have unique interests, skills, and lives; s/he adapts volunteers roles to accept these realities. S/he provides learning opportunities to volunteers. Likewise, s/he often learns from volunteers. S/he demonstrates hard work, commitment, and diverse abilities and expects the same of others. S/he clearly communicates and lives by the guiding principles of the organization and expects the same of others. S/he clearly communicates the impact of the volunteer activities and the organization.

EXECUTIVE SUMMARY: Mindfully engaging passionate citizens Downloads of this and other articles available at www.27shift.com/papers. For more information, or for a presentation of this research at your organization, contact trina@27shift.com

What can nonprofit organizations do?

Use this document as a point of discussion and reflection for your organization and its leadership. Pick three areas to improve upon and brainstorm possibile actions to take to enhance volunteer engagement at your organization. Outline the core values and principles of the organization and volunteer program. Identify ways for staff to demonstrate those principles, and brainstorm ways to attract and retain volunteers who share those same philosophies. Become a learning organization. Continuously review what is working, what is not, and how things can change for the better. Dont be afraid to try new things, and dont consider an activity a failure if it doesnt work the first time around. Create episodic roles for area experts. Consider areas of your work that you wish you knew more about or could do better. Create a shortterm task force or design an advisor role to take your work to the next level. Encourage volunteer engagement at all levels and in all departments. While volunteers may be needed to deliver programs or services, volunteers can also be engaged to support the mission through advisory roles, committees, or other leadership roles. Be prepared to take a big picture approach to volunteer engagement. If recruitment or retention problems exist, look beyond a volunteer program to the culture of the entire organization. Prepare for the busy lives of volunteers. Plan volunteer activities so that progress can be made even if some volunteers cancel or dont show. Develop channels for volunteers to provide feedback to the organization; likewise, prepare feedback for volunteers. Acknowledge the time and effort required to engage volunteers by supporting the people who engage them: set limits on a reasonable number of volunteers to involve so that meaningful relationships can develop; help share responsibility among other staff; offer them opportunities to improve their leadership and volunteer engagement through professional and personal development.

Engaging volunteers is core to the nonprofit sector, and has become an even more important tool for many organizations struggling with the economic downturn. Imagine Canada lists a lack of growth in the number of volunteers to govern, support and promote civic and community organizations as a key driver currently facing the non-profit sectorvi. For these reasons and others, all opportunities to improve the ways in which we motivate and engage our volunteers are valuable. The research presented here is unique in that it focuses on the effectiveness of individuals who engage volunteers. Applying the lessons learned can help organizations and communities build more meaningful volunteer engagement.
Other recommended reading:

Bridging the Gap: Enriching the volunteer experience to build a better future for our communities Highlights of a pan-Canadian research study http://volunteer.ca/study Annual Report of Volunteer Canada 2010-2011: Our Conversations http://volunteercanadaannualreport.ca/en/blog/
i

This phase is taken from the mission statement of Vantage Point: We envision a future where every community organization mindfully engages passionate citizens. (http://www.thevantagepoint.ca/content/our-vision). This research was not carried out by Vantage Point, though staff at Vantage Point were helpful in identifying potential interview candidates. Download the report at http://www.givingandvolunteering.ca Eight may seem like a very small number. A small number of research interviews is appropriate when the same themes continue to appear in subsequent interviews. The results of this research are not meant to describe the only way that organizations can effectively engage volunteers. Instead, these results offer additional information to be reflected on by the senior management of nonprofit organizations, nonprofit/volunteer management training programs, and individuals who engage volunteers. The effectiveness of the interviewees was reinforced by their ease with volunteer recruitment and retention. 360-degree feedback tools like MLQ often use transformational and transactional leadership to assess strengths and opportunities for development for those who supervise paid staff. For more information on these styles and assessment tools like the MLQ, visit http://www.mindgarden.com/translead.htm. See http://www.imaginecanada.ca/files/www/en/board/framework_for_action_april_2010.pdf

ii iii

iv v

vi

EXECUTIVE SUMMARY: Mindfully engaging passionate citizens Downloads of this and other articles available at www.27shift.com/papers. For more information, or for a presentation of this research at your organization, contact trina@27shift.com