Alignment


November 3, 2008 / Issue V
Keeping Volunteers Motivated During Uncertain Times Throwing the baby out with the bathwater is not a good crisis management technique! Folks have asked me about how to keep volunteers upbeat, motivated, and engaged during these uncertain financial times. There is little argument that the nature of our current economic downturn is unlike what we've witnessed for more than fifty years, making this uncharted territory. Don't ignore the needs of those closest to your organization-your volunteers. They may be the secret key to our success during these challenging times! Here are my first thoughts on the matter: Start at the beginning. Take the first step by having a discussion with your volunteers about why they were initially motivated to join your organization; what drew them to give of themselves? Is that magic still there? This grounds the volunteer and reminds him/her about what is truly important about the mission of the organization. It's a good place to start. Be real in your conversations with your volunteers. Recognize the economic downturn in real terms. Don't bury your head in the sand. Admit that things are challenging for some. Realize that annual gifts may suffer in the short term, participation may lag, or capital campaign plans might require some adjustment. On the flip side, understand that not everyone is challenged by the economy, healthy giving still continues by many donors, and capital campaigns are still successfully raising capital funds! This is not the end of the world. Adapt your expectations. In partnership with your fund raising volunteer leaders, manage your expectations for this next year. Adjust. Don't necessarily jump to the conclusion that you must reduce your fund raising goals. Rather, you might consider agreeing on different types of goals, like really focusing on building relationships with new donors, spending time on enhancing internal systems like your donor database, or launching that new community event that you have been meaning to get to. Whatever you do, do it with your volunteers genuinely involved. Re-marry your volunteers! Now is a good time to double your engagement efforts with your volunteers. Don't focus on handing out lots of new assignments, but rather spend time on engaging in open dialogue (two-way communications), listening, and seeking counsel, guidance, and feedback. Your volunteers are just as nervous as you are! Take each volunteer on an organizational "date" so that you can confirm the connection to the mission. Work through things together. Shift from Top 5 to Top 3. An old fund raising adage suggests that if your organization is regarded among your donors' top five charitable preferences, you are in good shape. That may not be enough during these challenging times. Your organization should strive to be among the top two or three in the minds and hearts of your stakeholders. Consciousness penetration: strengthen your connection to the hearts and minds of your constituents by asking your volunteers to be ambassadors. This is an easy and enjoyable task for volunteers to do and it reduces the pressure of them asking for more donations. Go deep, not wide. Circle your organizational wagons! With volunteers highly engaged, ask them to help you focus on strengthening existing, long-term relationships with local businesses, foundations, and community partners. You and your volunteer might want to spend some time visiting the local editor of your newspaper, taping a segment for the local cable TV channel, and lunching with those collaborators in the community. With volunteer partners, spend the time to go deep. Don't forget the positive impact you make! Remind your volunteers that we do a lot of good work within our community. Not-for-profit organizations do two things: we change things and we make life better. This means you should spend more time talking about impact, measured outcomes, and results. Don't assume that your volunteers, board leaders, and committee members always have these concepts at the top of their minds. Remind them-and do it often. Now, more than ever, we must constantly communicate to our extended organizational family why our mission matters! Sing from the same hymnal. Whether your volunteer partner is your board president, your committee leader, or your capital campaign chairman...you both must speak from the same agreed-upon message points. Now is not the time for staff to have one public point of view and your volunteer leaders to have another. Hash out your disagreements behind closed doors. Come to an agreement to rally the troops and stay on message. Listen. There is nothing more important in our relationships with our volunteers than the artful practice of actively listening. This is a risk-free activity that most always pays dividends. Mario Capozzoli

Keeping Volunteers Motivated During Uncertain Times
Throwing the baby out with the bathwater is not a good crisis management technique!

Folks have asked me about how to keep volunteers upbeat, motivated, and engaged during these uncertain financial times.

There is little argument that the nature of our current economic downturn is unlike what we've witnessed for more than fifty years, making this uncharted territory.

Don't ignore the needs of those closest to your organization-your volunteers. They may be the secret key to our success during these challenging times!

Start at the beginning. Take the first step by having a discussion with your volunteers about why they were initially motivated to join your organization; what drew them to give of themselves? Is that magic still there? This grounds the volunteer and reminds him/her about what is truly important about the mission of the organization. It's a good place to start.
Be real in your conversations with your volunteers. Recognize the economic downturn in real terms. Don't bury your head in the sand. Admit that things are challenging for some. Realize that annual gifts may suffer in the short term, participation may lag, or capital campaign plans might require some adjustment. On the flip side, understand that not everyone is challenged by the economy, healthy giving still continues by many donors, and capital campaigns are still successfully raising capital funds! This is not the end of the world.
Adapt your expectations. In partnership with your fund raising volunteer leaders, manage your expectations for this next year. Adjust. Don't necessarily jump to the conclusion that you must reduce your fund raising goals. Rather, you might consider agreeing on different types of goals, like really focusing on building relationships with new donors, spending time on enhancing internal systems like your donor database, or launching that new community event that you have been meaning to get to. Whatever you do, do it with your volunteers genuinely involved.
Re-marry your volunteers! Now is a good time to double your engagement efforts with your volunteers. Don't focus on handing out lots of new assignments, but rather spend time on engaging in open dialogue (two-way communications), listening, and seeking counsel, guidance, and feedback. Your volunteers are just as nervous as you are! Take each volunteer on an organizational "date" so that you can confirm the connection to the mission. Work through things together.
Shift from Top 5 to Top 3. An old fund raising adage suggests that if your organization is regarded among your donors' top five charitable preferences, you are in good shape. That may not be enough during these challenging times. Your organization should strive to be among the top two or three in the minds and hearts of your stakeholders. Consciousness penetration: strengthen your connection to the hearts and minds of your constituents by asking your volunteers to be ambassadors. This is an easy and enjoyable task for volunteers to do and it reduces the pressure of them asking for more donations.
Go deep, not wide. Circle your organizational wagons! With volunteers highly engaged, ask them to help you focus on strengthening existing, long-term relationships with local businesses, foundations, and community partners. You and your volunteer might want to spend some time visiting the local editor of your newspaper, taping a segment for the local cable TV channel, and lunching with those collaborators in the community. With volunteer partners, spend the time to go deep.
Don't forget the positive impact you make! Remind your volunteers that we do a lot of good work within our community. Not-for-profit organizations do two things: we change things and we make life better. This means you should spend more time talking about impact, measured outcomes, and results. Don't assume that your volunteers, board leaders, and committee members always have these concepts at the top of their minds. Remind them-and do it often. Now, more than ever, we must constantly communicate to our extended organizational family why our mission matters!
Sing from the same hymnal. Whether your volunteer partner is your board president, your committee leader, or your capital campaign chairman...you both must speak from the same agreed-upon message points. Now is not the time for staff to have one public point of view and your volunteer leaders to have another. Hash out your disagreements behind closed doors. Come to an agreement to rally the troops and stay on message.
Listen. There is nothing more important in our relationships with our volunteers than the artful practice of actively listening. This is a risk-free activity that most always pays dividends.