Building an Intentional Volunteer Culture - Notes

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1 Building an Intentional Volunteer Culture - Notes Arts Midwest 2017 Heidi Ehle, Session Leader Be intentional about the kind of volunteer program you want. At the beginning you can set the tone by the choices you make. Cultures shape themselves, to a large degree, by the people they attract, but what you emphasize, your words and behaviors, can also move the culture in a definite direction. Once well established, a culture will tend to stay true to the qualities you desire - with some tending - because it will continue attracting the sort of people that fit. An organization that has a fertile soil for creating, building, and sustaining relationships is probably a healthy one. It s worth the thought, time and effort necessary to create that soil. Think about what qualities you want to nurture to encourage that kind of environment. A thriving volunteer program has many obvious benefits for your organization. Not only does work get done without adding paid staff, but volunteers also bring a richness and diversity of backgrounds and skills that your organization might not have otherwise. One often overlooked benefit is that volunteers provide a circulatory system that reaches deep into the community. Involved and contented volunteers bring news of your organization, events and efforts to their circle of friends and acquaintances. The harvest for you is more good volunteers; possible patrons and donors; increased attendance; free public relations efforts and publicity; and a valuable contribution to the larger community. Samples of different kinds of cultures: The army, a dance class, theatre company, business executives, farmers market, drill team, factory workers. Building a Culture 1. What criteria do you consider in determining what kind of volunteer culture you need for your organization? nature of your organization size of volunteer group you need frequency of volunteer use regular or sporadic need for volunteers level of skill needed small core or large pool of volunteers need to partner with businesses specialized skills needed (lawyers, accountants, etc) need for stability physical hardiness required staff capacity available to nurture program perks you can offer amount of structure you are able or willing to provide how important this is as a connection to the community

2 2. Based on your answers to question #1, what attitudes and behaviors will work best with your volunteers? business like, folksy (formal or casual) rigorous selection process or flexible and customized how much supervision and what kind how much personal attention, and what kind what will your draw be, and what is your gratitude slogan Get close to the Action be part of it! and We couldn t do it without you o be on our team o free festival tickets o make a difference in the world o meet new people and make new friends o acquire new skills o free concert tickets o learn your way around town o rub shoulders with the stars o earn your award Recognize the difference between paid staff and volunteers Staff = find job, then find the right person to fill it Vols = find volunteer, then find suitable job Staff = assumption is motivation includes necessity to make a living Vol = you need to find out why they want to volunteer Staff = thoroughly vetted before hiring Vols = usually take whoever comes along that is willing Staff = knows in advance what the job entails and has decided they are capable of it. Vols = jumps in unprepared and hopes to be able to manage what needs to be done. Staff = Has clear knowledge of chain of command Vols = often unsure of who they are reporting to, different staff present at different times Staff = has to put up with difficult personalities, poor management, or work place Vols = can just go elsewhere to volunteer if dissatisfied unpleasant Think through how your behavior towards the volunteers has to adjust because of these differences.

3 3. What are your expectations of your volunteers, what do you require of them? punctuality and dependability tolerance of diverse beliefs honesty certain specific skills social grace ability to greet the public comfort and accuracy handling money ability to sign up online have and use it interest in history, gardening, music, etc. availability at certain times belief in your cause religious affiliation good in an emergency not afraid of crowds meticulous with detail physically strong ability to be a cop and a host simultaneously high productivity easy to get along with 4. What do you think they expect of you? How do you find out what they expect of you? perks social contact new experiences comfort and companionship status just an opportunity to help good communication and organization frequent opportunities varied opportunities a non-threatening environment stimulation and excitement appreciation and recognition How do you find out? observe ask, talk to them have them fill out an application learn about their past, be interested 5. How will what you choose to emphasize shape your culture? The intangibles: fun, social contact, learning new skills, giving back, belonging, being appreciated and needed, mentoring, etc..or the perks : tickets, giveaways, awards, discounts, backstage passes, status Note: If there is no gratifying culture developed you will have to resort to relying more on perks. This is neither good nor bad, but think about whether that is what you want.

4 Leadership and Structure Form follows function. Too much structure is just as detrimental as too little. Don t scare people away initially with a lot of applications, rules and regulations and requirements. Think of drawing volunteers into your organization as courting them. They do not want to be asked if they want to get married and start a family the first time you meet for coffee. On the other hand if they are not sure where and when they are needed and what they will be expected to do they will also tend not to stick around. 1. What activities or processes does the structure you create for your program have to facilitate? Recruit, invite media vols telling vols service hours for students target a certain group retirees, students, business people, etc. seek specific skills web page newsletter volunteer recruiting event Sign people up application entry screening orientation group training Communicate (needs, schedule, reminders, general knowledge of organization, Thank you s, reflecting back, community building) individually: , phone as a group: , newsletter, web page personalized or general On site sign in/out greet, train, oversee uniforms name badges Record Keeping roster with contact info and? what else do you want to know volunteer hours and statistics liability forms, etc.

5 2. How will the structure you provide support the kind of leadership you want to establish? (Do you know what kind of leadership you want to establish?) top down self sustaining delegated responsibility/ hierarchy closely controlled loose and casual saving staff time 3. What aspects of your volunteer program will you choose to evaluate and/or measure? How will your appreciation of the volunteers reinforce the kind of culture you want? What you choose to measure says something about what you value. Do we measure only what is easily measurable? That is the temptation. Do we create a competitive culture by naming certain volunteers and giving awards? Is that ok? What questions do we ask ourselves? Do we value willingness over competence? Are we balancing the needs of the organization with the needs of the individuals? Are we doing a good job of orienting volunteers and training? Are we matching them up to work with others they enjoy? Do we have enough, or too many, and the right kind? Are we sensitive to their needs and individual limitations/strengths? Pitfalls and Problems What doesn t work: Too much structure Not enough structure too much to do, chaos, not enough training not enough to do, busy work mismatched personalities and environments scolding, impatient or belittling tone, sarcasm no check in and check out process unclear expectations and scheduling disorganization that wastes their time too much or too little context provided sharing the dirty laundry of the organization Common problems: overzealous under zealous doesn t take direction takes inappropriate authority physically or mentally incapable What can you do? let slide; tweak; reassign; bluntly redirect; pair up with good influences; dismiss

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