Why is mindfulness great for Volunteer Managers?

FeaturedWhy is mindfulness great for Volunteer Managers?

I am pleased to welcome Karen Janes as a gust author for the blog today. I have had the privilege of working with Karen over the years and and pleased she has chosen to share her thinking on the importance of mindfulness for those of us who lead volunteer engagement.

So, without further ado, over to Karen.


I’ve been a volunteer for many years and for many different organisations. For the most part of my career I worked in volunteering – I’ve been a Volunteer Coordinator, a Volunteer Manager and a Head Of Volunteering. The common theme for me, is that whichever part you play in it, the role of the volunteering team is very complex and demanding. How are we supposed to cope?

Unlike other teams, the volunteering team has to balance and meet the needs not just of the volunteers, but also the needs of the organisation, its employees and often its beneficiaries too. They need a wide understanding of how diverse departments across the organisation work, in order to understand how volunteers can fit in and contribute. And they have to influence paid teams both upwards, downwards and across the organisation

It’s not uncommon for the volunteering team to have to provide the full range of HR type services to their volunteers – marketing, recruitment, coordination, training, management, advice, motivation, communication, problem solving – as well as being responsible for strategies, policies, risk management and reporting. In my experience, there’s often whole teams and departments of people focussing on each of these things for the paid employee teams.

Rarely is this the case for volunteering.

The volunteering team has to juggle all of these needs and activities, often with limited people and limited time; whilst often working with very large teams of volunteers. In one organisation I worked for, a part-time Volunteer Coordinator working twenty-one hours a week could expect to have to coordinate a team of maybe 180 volunteers – giving their time across the whole working week, as well as during evenings and weekends. I’m exhausted just thinking about it!

Whilst this is all going on, the role of the volunteering team is often misunderstood, undervalued or an unappreciated. They may not have the seniority, visibility, credibility, budget or support to do what they’d really like to do and achieve the transformative magic we all know is possible when you get a team of motivated and engaged volunteers, in the right roles, with the right training and support, behind a cause they are passionate about.

It’s unsurprising then that Volunteer Coordinators and Managers are always striving to meet everybody else’s needs without a moment to think about their own – overworked, working long and irregular hours, having to positively support everyone, resolving conflict and relationship difficulties between employees and volunteers, dealing with mountains of processes and admin. As well the simple task of engaging and inspiring people to give up their free time to join them!

At the end of my twenty years in the sector I was stressed, overwhelmed, burnt out, exhausted and, quite frankly, I‘d just ran out of steam with it all. Unfortunately, I know my story isn’t unique. Many experienced volunteer managers are moving on to different roles, different sectors or, like me, different ways of making a living entirely. And many others are exhausted, on the brink of burning out or feeling overwhelmed, disengaged and losing their passion for the role. It’s such an important distinctive, inspiring, fun, engaging and rewarding role that we can’t let this continue to happen.

This is just one of the many reasons I launched my business, The KJ Way. I teach brain-based mindfulness tools and practices that Volunteer Coordinators and Managers, and other charity managers, can use when they really need them to help manage stress, avoid burnout and overwhelm; and build their own resilience, effectiveness and wellbeing.

Mindfulness, like volunteering, is something I am very passionate about, and that’s because, like volunteering, I’ve seen and felt its impact. Mindfulness has transformed my life: it’s helped me to overcome stress, anxiety and depression. It’s helped me to be more resilient, effective, and focussed and to remain calm and composed during a crisis. It’s taught me to respond intentionally rather than reacting emotionally to situations (for the most part!) and it’s helped me to experience more balance, equanimity and joy in my life.

So, what is mindfulness?

I like this definition from Jon Kabat Zinn, the founder of the Mindfulness Based Stress Reduction programme. Mindfulness is “the awareness that arises from paying attention, on purpose, in the present moment and non-judgmentally”.

For me, mindfulness is about paying attention to the moment you’re living while you’re living it, bringing all of your mental energy and focus into the moment – not being distracted by ruminating on the past or worrying about the future. It’s also about being curious and open to what people and experiences and situations are really like, rather than judging them through the lens of your pre-conceived expectations. It’s the practice of paying attention to the moment you’re living, whilst you’re living it and a willingness to accept and be with what is. It’s a way of being, that allows you to experience much more of life’s wonders in every moment.

Why is it so good?

Mindfulness isn’t hard to do, and it doesn’t take long to do either. But it is a practice, it does require some commitment to using the techniques and bringing a more mindful approach into your day to day life. The benefits are impressive, I’ve felt them, I’ve seen them in others, and neuroscientists and researchers have proved them too (Mindful.org have a fab summary of some of this research). Over time, mindfulness has been proven to change the neural pathways and networks in our brains and improve our resilience, attention and focus, compassion and empathy and our awareness of our sense of self.

Mindfulness is becoming more and more popular and widespread with organisations around the world turning to it to support their people with a wide range of organisational, HR and Wellbeing challenges and priorities.

I’m committed to sharing these benefits of mindfulness in workplaces to help people to bring their true selves to work, with more energy and resilience, and to continue to feel passionate about what they’re doing with their working lives.

If any of this resonates with you, and you’d like to:

  • manage your stress and avoid burnout
  • learn how to respond rather than react to situations
  • maintain your focus in face of constant distractions
  • learn how to be aware of and manage your emotions and thoughts
  • improve your focus and effectiveness
  • have more energy at work
  • embrace change more easily and help others to adapt to change too
  • deal with difficult relationship issues

Mindfulness might be just what you need too!

How to do it

There are many ways to practise mindfulness and bring a more mindful approach to your life. There’s lots of formal foundational meditation practises like the awareness of breath, the body scan, and meditations for attention, and for cultivating compassion. These can take as little as five minutes to complete, but most people do something between 10-20 minutes several times a week.

With our busy workloads and stressful lives, it’s not always easy to fit in a full meditation, so for workplaces, I really love to share a range of micro practices. These literally just take a few moments to do and you can reach for them in any moments of need, pressure, stress and challenge throughout your day.

Why not give it a go!

“STOP” is one of my favourite micro practices that you can try on your own.

STOP is an acronym standing for Stop, Take, Observe and Proceed. You can use this simple and fast practice any time you need a moment of mindfulness. For example, when you are triggered by something stressful, you’re struggling with a change or difficult situation, or when someone has said something, and you think you’re about to respond in a way you might later regret!

STOP allows you to pause in the face of a stimulating event. It creates a space for observing your feelings and thoughts and allows you to access deeper resources within you before you respond from a place of wisdom, strength and presence. STOP helps you to learn how to respond rather than react to situations.

Each step just takes a few moments to complete, and the more you practise STOP when life is calm, the more accessible it is to you, and the more you can rely on it, when you really need it in those moments of challenge, change or stress. Once you know the practice, it can take just take a minute or so to go through it all.

So, let’s go through the steps:

Stop – literally stop or pause what you’re doing, give yourself a moment to come to rest and collect yourself.

Take – take a few slow, long, deep breaths. Try to notice the sensations of the breath in the body – you may feel a rise of your belly or chest with every inhale, and a fall back of your belly and chest on the exhale. Or maybe you feel the breath at the tip of your nostrils – cool air coming in, warm air going out.

Observe – observe your experience right now in this moment. Become aware of the position of your body, feeling the support of the floor under your feet, noticing any sensations that are here – is there tightness, stiffness, aches? Sensing any emotions that are here in this moment – is there anger, irritation, boredom or perhaps restlessness or joy? Noticing thoughts too – is your mind focused on this moment, or is it distracted by the past or the future? Is it calm or busy, cloudy or clear? Not judging what you find as good or bad, or right or wrong, just being aware of what’s here and letting it all be.

Proceed – as you start to calm down, break out of autopilot mode, and start to feel a sense of being grounded in the present moment – try to be open to the choices you have right in front of you. Ask yourself, what’s the best way to move forward from here? What’s most important to you right now? How would you like to show up in the next moment? Then proceed taking the next steps in your day from this place of greater wisdom, strength, presence and choice.

Come along to a free group session!

The STOP practice is just one of many practices that can help you to achieve more balance, calm and control in your day. If you’d like to try out some more, why not come along to one of my weekly group mindfulness sessions?

We meet over Zoom, on Friday lunchtimes at 12.30p.m. for half an hour. We explore one practice together and have chance to chat about it too. I’m opening these sessions up to guests, for free, every Friday in September 2022. Don’t worry if you can’t make every week – just come along when you can. Click here to register and receive the Zoom details.

If you’d like to find out more about how Mindfulness can help you and your colleagues, please do get in touch for an informal chat (email me or call me on 07919 561446) or check out my website. You can also register to receive regular tips, practices and invites straight into your inbox or find me on LinkedIn or Facebook.


Find out more about Rob and Rob Jackson Consulting Ltd on the website.

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Five tips for recruiting volunteers

Five tips for recruiting volunteers

Regular readers of this blog will know that I mainly write thought leadership articles on important and timely issues for volunteer engagement professionals. Every now and again, however, I like to throw in a more practical, how-to, post.

Buried away on my old blog site, I found an article from 2015 exploring five top tips for recruiting volunteers. When I re-read it, I felt it needed editing to improve it (everything can be improved!) and it deserved a new lease of life on the current blog. So, here it is, and I hope you find it helpful.

1. Target

A common mistake people make when recruiting volunteers is implying that anyone could do the role you require filled.

It’s a technique that can work, but is only really appropriate for roles where the only criteria for being a good volunteer is you have a pulse, here why it is often called warm body recruitment!

For any other roles, I always recommend you target, target, target.

Here are some questions to ask:

  • What do you want the volunteer to do? It’s a question that’s frequently ignored, or very little time gets spent on it. Make sure you give proper attention to the things you want volunteers to do so you can answer the next question.
  • Who would be the ideal volunteer for this role? If you need a driver, then you want people who can drive and who probably have a clean licence. Maybe they also require access to a car. If the driving is to collect furniture for a charity shop, then the person likely needs to be fit and healthy to cope with the lifting. Get as a specific as possible. Avoid saying anyone can do it. That may be the case for some roles, but if you segment that broad audience into categories, you will be better placed to answer the final question.
  • Where are you likely to find them? Avoid the clichés like advertising in doctors’ surgeries and libraries unless you think the ideal volunteer is likely to be found there. To continue our driver example, why would you want a driver who’s at the doctors? What leads you to think you’ll find drivers hanging out at the library? Where might you find fit and healthy drivers? If you need them during the day, where might they be?

2. Ask

Once you’ve got your target group identified, do not forget to actually ask them to volunteer. Sounds stupid, I know, but research consistently shows that people who don’t volunteer feel like they haven’t been asked to give time.

Ask, ask, ask.

Keeping asking.

And when you’re done, ask some more.

Don’t just recruit a couple of times a year. A potential volunteer may see that recruitment ask but not be available when it’s made. Three months later, that person can give you some time, but you’re not asking any more, and they’ve forgotten you ever did.

3. Sell

Please, no adverts for volunteers that say, “Help! We need volunteers”, or “Help! We urgently need volunteers”. That approach stands out (in the wrong way!) from all other forms of advertising by selling what you need, not by explain how a product (in this case, volunteering) will make the buyer fitter, happier, healthier, more attractive etc.

Sell your volunteer opportunities like a business would sell its products. Focus on the benefits of someone volunteering, not the features. When we buy something, we don’t just look at what it can do, but how it will help us. Same with volunteering — show people how volunteering will meet their needs, don’t simply tell them what they will do or how desperate you are for help.

Oh, and please don’t generically say ‘make a difference’ when recruiting. Everyone says that. Why would I make more of a difference with your organisation than another one? If you want to say your volunteers will make a difference, then say what difference they will make, and how it will be of benefit to them.

4. Respond

At this point, nobody has actually become a volunteer. All you’ve done is clarify what requires doing, who would be the ideal person to do that, and then communicated your offer to them. Hopefully, people will respond. Hopefully, the ‘right’ people will respond, saving you countless hours wading through unsuitable applications.

What happens when they do?

Do they get a speedy response (including outside usual working hours) thanking them for their interest in volunteering, explaining the next steps and being clear about timeframes? Or do they hear nothing as their enquiry vanishes into an over-full inbox until someone get rounds to responding, maybe a week or two down the line? Do they get a friendly voice on the phone or a disinterested, over-worked colleague who doesn’t even know about the organisation’s need for volunteers?

Far too many times potential volunteers get the disinterested colleague, or they wait for days for an email reply. Volunteer Managers then claim nobody wants to volunteer, or it’s getting harder to recruit.

Put simply, if you are going to ask for some of people’s precious spare time, make sure you have the capacity to provide great customer service to them when they do get in touch. Make use of simple tools like out-of-office email and voicemail messages, so people instantly know when you’ll reply, and when that might be. Check out volunteer management software that can automatically email people who apply with a welcome message.

5. Scale of engagement

The days of people signing up for regular, long-term volunteering on day one are pretty much gone. That was true before the pandemic and is even more true now. People don’t thrill to that kind of commitment any more. This is often misinterpreted as the days of long-term, committed volunteering being over.

I disagree.

We can get people to make the kind of regular commitments we want, but we have to be patient and plan for it. We need to offer a scale of engagement, with regular, committed, long-term volunteering at one end, and shorter term, flexible, bite-sized, easy to access opportunities at the other. Then we then start them at the easy end and, as we get to know them, we try to encourage them to move up the scale. It may take weeks, months, or even years, but some volunteers will climb the scale to give you the committed service you desire.

By the way, this approach can also be great if your volunteers have to be criminal record checked before they start volunteering. If you have some quick, easy, time-limited opportunities available then they can get stuck into those whilst the result of the check is pending.

So, there you have it, five quick tips on recruiting volunteers. 

If you’d like to get better at volunteer recruitment, then Rob Jackson Consulting Ltd can help. Get in touch today for more information.

Now it’s over to you. What are your top tips? Please share them below.


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Twenty one-sentence thoughts on dealing with volunteer problem behaviour

Twenty one-sentence thoughts on dealing with volunteer problem behaviour

I’m trying something a bit different with this blog. Inspired by Josh Spector, I am sharing twenty quick one-sentence thoughts on dealing with problem behaviour by volunteers.

Ready? Let’s dive in.


  1. Let’s address the elephant in the room first: if the worst comes to the worst, you can fire a volunteer.
  2. Just because you can fire a volunteer, however, doesn’t mean that you should.
  3. Unless you are dealing with gross misconduct, firing a volunteer is rarely the first option you should explore.
  4. Your organisation probably doesn’t exist to give people an opportunity to volunteer — standards and impact matter more than one person.
  5. If you allow poor behaviour to go unchallenged, you are effectively saying you don’t care how volunteers behave.
  6. If you allow volunteers who are making no impact on the mission to go unchallenged, you are effectively saying you aren’t concerned about the contribution volunteers make.
  7. Showing you aren’t concerned about how volunteers behave, or the impact they make, fundamentally undermines the work of all volunteers, and makes it harder for you to influence others about the value of volunteering.
  8. You are dealing with problem behaviour, not a problem person.
  9. As soon as you think there is an issue, make sure you document everything relevant, so you have a clear record of the facts.
  10. Are the role and associated boundaries clear to the volunteer?
  11. Walk a mile in their shoes — what sits behind their actions and behaviours?
  12. Check and challenge your assumptions with a colleague or peer to ensure you aren’t being biased or discriminatory.
  13. Can the difficulties be solved by letting the volunteer take a break, change role, or choose to leave of their accord?
  14. Make sure you have a consistently applied policy and procedure for dealing with problem behaviour.
  15. When trying to resolve issues, always send a record of decisions and agreed actions in writing, so everyone knows what they will do next.
  16. When you do a fire a volunteer, be clear on why and make sure they understand the decision and what it means.
  17. When you do fire a volunteer, make sure senior management understand why so the volunteer can’t do an end-run around you to get reinstated.
  18. When you do have to fire a volunteer, use the situation as an opportunity to learn lessons, so you can improve your volunteer engagement work for the future.
  19. Don’t let the small but vocal minority of people who cause you concerns dominate your work, most of your volunteers are happy and doing good work.
  20. Always be willing to ask for help.

There is, of course, much more to be said on this topic than just twenty short sentences.

A good place to start is The Complete Volunteer Management Handbook.

You can also read this article I wrote for Third Sector magazine and read this guest post Martin J Cowling wrote for my blog.

Oh, and this BBC radio show from 2019 might be of interest too.

What would your advice be? Please share your tips for dealing with volunteer problem behaviour in the comments below.


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Marketing to Generation Z

Marketing to Generation Z

Earlier this year, I happened across a report from the CM Group entitled, “Marketing to Gen Z: A Fresh Approach to Reach a New Generation of Consumers”. Whilst aimed at the commercial sector, it’s a free and easy read with insights that leaders of volunteer engagement will find useful.

With that in mind, if you want to engage more young people — Pew Research define Generation Z as those born between 1997 and 2012 — then here are my top four takeaways from the report.

Takeaway one – Act now

If we intend to engage Gen Z, then we must act now.

As the report states:

“Marketers who aren’t evolving their strategies to engage this younger generation are already falling behind.”

The body of research into Gen Z is growing fast. We need to learn from, understand and engage with these young people if we want to effectively engage them in our organisations.

Takeaway two – Understand them

We have to understand Gen Z as a distinct group, rather than assuming they are just younger Millennials. According to the CM Group report, Generation Z:

  • are more practical and ambitious than emotional and idealistic
  • are less optimistic than millennials when it comes to issues like climate change, and gender & racial equality
  • are more cautious than Millennials when it comes to embracing new technology
  • are focused on education and success, and they use technology to get what they want
  • are most receptive to value-oriented messages and engagement tactics (a boon for non-profits)
  • more than any other generation, they expect personalised communications and seamless experiences across all online and in-person channels

Is this news to you? Some of it was to me, and I have Gen Z children!

We have to find ways to genuinely understand how Gen Z are different from other generations — what drives them, scares them and inspires them — if we want to have any success at connecting with them.

Takeaway three – Know how to engage with them

The report points out that Gen Z are more likely to use YouTube, TikTok, Snapchat, Twitter, Instagram and Twitch than Millennials. Unsurprisingly, therefore, video is a key format to reach Gen Z.

Like Millennials, Gen Z prefer engaging via social media and are more likely to trust the information they receive there but, unlike older generations, they are more open to using chatbots.

Unlike Millennials, Gen Z are more likely to seek the recommendations of online influencers they trust. They are, however, turned off by a lack of transparency and authenticity.

Are we embracing the social media Gen Z are using? Are we being truly authentic in how we use social media? Have we started using chatbots as a way to engage with people? If not, we appear to have some work to do if we want to connect with Generation Z online.

Takeaway four – Volunteering gets phygital

Gen Z uses technology to suit their convenience, but they’re comfortable taking what they want and leaving what they don’t need. They like in-person social interaction, and they aren’t afraid to ditch technology for a better experience In Real Life (IRL).

This chimes with the findings of NCVO’s 2019 Time Well Spent reportwhich found that it was young people who most valued volunteering as a way of combating social isolation. In other words, Gen Z might not thrill to doing online volunteering quite as much as we think. They may actually want to volunteer IRL and with others more than on their own through computers and mobile devices.

One word used in the report is phygital, the merger of physical and digital worlds to provide Gen Z with a seamless experience. What would phygital volunteering looking like, allowing Gen Z to get involved online and IRL in a way that suits them (not just us)?


Those are my four top takeaways from the CM Group report. I encourage you to read it and perhaps share your reflections in the comments below.

Similarly, if you’ve done any other reading on Gen Z, or are already working to engage them in your organisation — especially if you have examples of phygital volunteering — then please share your suggested resources, thoughts, experiences, and lessons learnt by leaving a comment below.


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The freedom to never volunteer together

The freedom to never volunteer together

I recently read the brilliant book, “Four Thousand Weeks” by Oliver Burkeman. Combining insights from philosophy and psychology, the book is recommended for anyone interested in productivity and how we spend our time in the modern world. One chapter in particular really made me think about the future of volunteering and I wanted to share those thoughts with you.

If you’re not familiar with his book, Oliver argues against the typical approaches to time and productivity management, pointing out that we cannot possibly get everything done in the average human lifespan of four thousand weeks. He proposes that when we drop the pretence of getting everything done we open up new ways of thinking about how we spend our time, embracing rather than denying our limitations.

Towards the end of the book, there is a chapter called, ‘The Loneliness Of The Digital Nomad’, that challenged my thinking about the future of volunteering.

Oliver starts the chapter by pointing out that so much modern productivity thinking is geared towards helping each of us individually to take control of our time. Being in charge of our own schedule, doing things on our own terms, is often the goal. We can perhaps see that most clearly in the way work is being re-shaped by the Covid-19 pandemic, with many of us wanting more control over when and where we work.

As Oliver explains, this flexibility and emphasis on us (not our teams, colleagues etc.) can lead to increased misalignment of our schedules, not only with those we work with, but potentially with our friends and families as well.

For example, if we know we work best in the evenings then, with our newfound workplace flexibility geared to our needs, we can now more easily do that. But, in the before-times, when we perhaps worked to a organisationally driven schedule, evenings might have been the time we used to socialise or spend time with family. Thus, in our pursuit for more control over our schedule to work when we want to, we may be impeding valuable social connections that the old ways of working made possible.

This could have significant implications, because having free time (away from work) isn’t much good if you can’t experience it with others.

“Having free time but not being able to use it with others isn’t just useless, it’s unpleasant.”

Oliver illustrates this with the way the former Soviet Union allocated shift patterns for workers in factories. For maximum efficiency, people were placed in colour coded shifts of four days on, one day off, often regardless of their connection to each other. So, two friends might be on totally different shift patterns meaning their days off work never aligned. This even happened to husbands and wives, even though it wasn’t supposed to! Needless to say this did not make for happy lives or relationships, even if it made for productive factories. Whist we may not be being forced into shift patterns, we are increasingly choosing the hours and places we work on our individual terms, and not so much in regard to others.

Oliver also highlights Swedish research that showed that when people took time off work they were happier, but when they took time off work with others, happiness increased even more. And this wasn’t just when friends and family took time off together. The effect was also seen when more people in Sweden were off work, regardless of how well they knew each other, people were happier. Even retired people were happier when others took time off work!

Simply put, taking control of our own schedules may result in more freedom to choose when and where we work, but this potentially makes it harder to forge connections, not only at work, but in our wider lives too. And, as volunteering doesn’t exist in a bubble, I think there are some potential implications for volunteering.

As more of us switch to working from home more often, working away from others on schedules that work for us but may be misaligned with others in our lives (colleagues, friends, family, other volunteers), might this not also have negative implications for how and when we volunteer? Could all this freedom about when, where and how we work mean we never get to volunteer together again?

We know that for many, volunteering is a social activity. Studies frequently state that one of the top motivations for people to volunteer is to meet people and make friends. We know this is especially true of 18-34 year olds, the age group most likely to say volunteering was important to them as a means of combatting social isolation in NCVO’s 2019 study, Time Well Spent.

As workplaces move increasingly to allow all of us to organise our time on our own terms, do we make it harder for that social, human connection to be realised in volunteering?

Away from concerns about the spread of Covid-19, is pushing more and more volunteering online, into roles that are increasingly done alone, on individual schedules and remotely, a good thing for volunteering? What about for our communities and wider society overall?

What about those who need the social connection volunteering provides: the young, the lonely, the isolated and many others? If we make it harder and harder to give them the human connection they thrive on because it’s cheaper for our organisations to close offices, work remotely and do more online, is that something we are comfortable with?

If we gain more personal freedom, but at the cost of never coming together to see or make new friends, of never coming together to volunteer, is that a world we want?

Of course there are many perspectives and nuances to these reflections. Changes in how we work might also create opportunities for volunteering, as I outlined in a blog post about employee volunteering earlier this year. Growth in online volunteering might help tackle challenges around inclusion, diversity, equity and access.

What I am asking, based on thinking prompted by Oliver’s book, is whether we are looking at all the angles? Whether, in our rush to re-shape our lives and communities after the pandemic, we are thinking about what we might lose as well as what we might gain, and whether we are happy with that trade off.

That’s why I’m excited to be be hosting the next AVM Book Club meeting at 430pm on 28th June 2022 where we will be discussing the concepts and ideas presented in “Four Thousand Weeks”. There are more details available and you can book your free place (for AVM members only) here.

If you’re not an AVM member, or you can’t join us in June, or you just want to get your thoughts out now, then please leave a comment below.


Find out more about Rob and Rob Jackson Consulting Ltd on the website.

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Are Volunteers Our Most Valuable Stakeholders?

Are Volunteers Our Most Valuable Stakeholders?

Since 2019 I have had the honour of serving as Editor-In-Chief of Engage, an online journal written for volunteer engagement leaders around the world who want to be informed and challenged about volunteering trends and issues.

Whilst Engage is a subscription journal, we do publish some free content and, since 2013, I have co-written these Points of View articles, first with the late Susan J Ellis and then more recently with the marvellous Erin Spink.

What follows is the Points of View Erin and I published back in October 2021. It asks questions about the value your organisation places on volunteers compared to other supporters. It is just a relevant now as it was seven months ago.

Finally, please check out our other Points of View articles as well as consider becoming a member of Engage.


The global pandemic – along with raised consciousness on diversity, equity and inclusion – has forced many organisations to refocus, change directions and reflect on a range of issues. For example, some are re-evaluating how they serve their community, from both a procedural and ethical lens. Others are tweaking volunteer engagement to make it more accessible online. And still others are undergoing a wholesale review of the place and value of volunteers within their work.

Whatever such rethinking involves and must take into account (which includes fluctuating funding environments for many), new lines are being drawn in the sand around who and what is essential versus who and what is nice-to-have in mission-driven organisations.

When we talk about who and what is essential, we know that for any organization that engages volunteers such discussions can be challenging for leaders of volunteer engagement. When those conversations happen, the relative value of volunteers compared to other stakeholders is often a thorny topic.

Consider: your organization is going through an exercise in prioritising stakeholders (e.g. donors, clients, board members, paid staff, the public, funders, government, etc.) from most to least valuable. Are volunteers on the list? And, if so, where do they sit on this list and why do they sit there?

What seems to be a simple question actually reveals a host of unspoken, hidden assumptions and biases that aren’t discussed nearly enough or with the rigour and critical thinking needed. For many volunteers, their main ‘currency’ of time has been largely put on hold during the pandemic. Instead, we’ve heard a lot of anecdotal stories from peers that the major shift in volunteer engagement strategy was to say to volunteers, “Since you can’t give your time, please give us your money.”

There’s a lot to unpack within the ‘give money instead of time’ mantra. However, the core of it boils down to the perception of value contributed from a particular stakeholder group, in this case, volunteers. In many organisations, money is valued more than time and so financial donors sit above volunteers in the stakeholder pecking order. Clouding the conversation, however, is the historical practice of correlating volunteer time to an hourly currency amount, despite excellent work in evolving the understanding of how we assign value to volunteer time (see articles by Jayne Cravens, Sue Carter Kahl and Meridian Swift on this topic and how to articulate volunteer value).

The seemingly quick switch of many organisations to a ‘give money instead of time’ message to volunteers demonstrates how much farther we need to go in order to change perceptions by key decision makers and influencers on the value of volunteers and why we include them as part of our organisations. To be clear, we’re not saying it is/was wrong to ask volunteers for money during the pandemic or, indeed, at any time. Research has shown that volunteers are often more generous money donors than non-volunteers, if asked in the right way. No, the issue we have is the seemingly automatic distillation that volunteers’ value is the one-dimensional construct of time.

By equating volunteer value to time alone, we discount the many other important contributions that volunteers make and spotlight the fragility of any real change in the broader understanding of volunteer value.

We have been saying for some time now in these Points of View articles that the changes and challenges of the past year have presented great opportunities to move beyond the ‘tried and true’ and seek to effect innovative and lasting change in volunteer engagement. This ‘time vs. money’ issue is another example. Volunteer impact is not one-dimensional. Whether it’s the number of hours or a currency value assigned to that time, these overly simplistic valuations miss the mark. In discussions about stakeholders and the contributions they make, this is dangerous. Because when time is not an option – like during the pandemic – then volunteers fall to the bottom of the stakeholder value ladder.

How does volunteer value measure up in comparison to other stakeholders?

Volunteer contributions can (and should) be considered from multiple dimensions. For stakeholders and organizations, there is ideally an equitable benefit for both parties, as well as costs.

What is unique about volunteers as a stakeholder group is that they can, and often do, receive fewer of the benefits while at the same time more of the costs compared to other stakeholders. For example, have you ever heard of a program or structure being named after a volunteer? Probably not. But we bet you’ve come across something like that named after a cash donor in the past. Regardless of whether a volunteer was instrumental in developing or running a core aspect of your organization’s mission, they rarely get the credit in the way a cash donor might.

In business, some use the “triple bottomline” of people, profit and planet to measure positive and negative impacts. Perhaps the same should be true in our for-impact sector, too – and for all stakeholders.

Volunteer contributions and the involvement of volunteers form a virtuous cycle. Unlike a monetary donation which has a set value, the value of time and heart is unlimited. Due to the nature of their voluntary involvement with your organization, volunteers can advocate and influence a wide sphere with an authenticity unparalleled by other stakeholders, with the exception of participants. We have both seen examples over the years of how volunteers can bring something to an organisation that truly no other category of worker or supporter can bring.

Often volunteers are involved with projects and programs that are deeply embedded in the work of your organization. As a result, it can be argued that they more deeply impact (and are impacted by) the work of your organization. While some volunteer roles are of a more transactional and short-term nature, the ripple effect of the exposure to your mission is far more powerful than the transaction of writing a cheque or making an online donation. Most volunteers – no matter whether their involvement is in-person, episodic or virtual – go through some level of orientation to an organization. This awareness-raising and exposure heightens the emotional and educational aspects of becoming involved with an organization, and impacts a volunteer more than other stakeholders.

Stakeholder Value Education

The pandemic brought into stark relief a continued need for more education, advocacy and compelling evidence of the multiple bottom-lines that volunteers impact, as well as the more intangible qualitative contributions that volunteers uniquely add. This isn’t just about scoring points with colleagues by getting volunteers further up the stakeholder value list; it’s about ensuring that our organisations make the most of a multi-faceted, highly valuable resource without simply dismissing it as less valuable than a one-dimensional financial donation.

To get you started, consider the following:

  • What networks do volunteers give your organisation access to that you wouldn’t otherwise be able to reach?
  • What is the ‘opportunity cost’ to the volunteer of giving time to your organisation? What are they giving up to support you? How might this be used to show the value of what they bring to your cause?
  • How do volunteers contribute in unique ways from paid staff and other supporters? Do they, for example, bring a lived experience of your cause, or appear to clients as more reliable / committed etc. because they aren’t paid to be there? How does that help progress your mission through volunteer engagement?

We’d love to hear what you are already doing on this issue, how you get on if you’re just starting and what you think more broadly of the position we’ve taken in this Points of View.

Please leave us a comment and let’s get the conversation started.


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Five important questions to answer if you want to effectively engage volunteers after the pandemic

Five important questions to answer if you want to effectively engage volunteers after the pandemic

Volunteering is recovering as we continue to emerge from the global Covid-19 pandemic. Like so much else, volunteering will not be unchanged from the experiences of the last two years. So, in this article, I want to pose five questions every Volunteer Involving Organisation should answer if they intend to be successful at engaging volunteers in the future.

1/ Does everyone know why you involve volunteers?

Successful engagement of volunteers requires more than just a great leader of volunteer engagement. Everyone must be committed to giving volunteers a great experience that allows them to make a meaningful difference.

Just like the proverb that it takes a village to raise a child, it takes a whole organisation to effectively involve volunteers. It’s no good having a brilliant recruitment campaign if the person who handles calls from prospective volunteers hates dealing with them.

Does everyone at your organisation understand why volunteers are important to your work? Do they know what volunteers bring that is different from paid staff? Do you have a clear vision for volunteer involvement that is widely shared and understood among staff, volunteers, senior leadership, the board etc.?

If the answer to any of those questions is ‘no’ then you have work to do to gear everyone up to giving a great experience to volunteers so that they can positively impact your mission.

2/ Are you using, involving or engaging volunteers?

Language matters. The words we choose and how we use them conveys much more than the simple assemblage of letters. That’s why for many years I have had an issue with organisations who say they ‘use’ volunteers.

As I put it in a blog post in 2011:

”I feel very strongly that we should never talk about using volunteers but involving them. Volunteers are people, they take an active role in fulfilling our missions. They are…not used. I think the language we use around volunteers and volunteering speaks volumes about the way they are viewed, regarded and respected in our organisations. If we talk of using volunteers, putting them on a par with the office photocopier, then we should not be surprised if volunteers are seen as providing a far from meaningful contribution to our work. If, however, we talk about involving them then there is implied within that a much more constructive, positive and meaningful attitude to the contribution volunteers provide.”

Do you use volunteers, with all the negative connotations I outlined back in 2011?

Or, do you involve volunteers, giving them a stake in what you do, but perhaps not fully embracing their potential?

Or, do you engage volunteers as active and equal participants with a valuable contribution to make in realising the future your organisation exists to create?

How you think and talk about volunteers conveys a lot about how your culture really values them.

What words do you use? What words do others in your organisation use? How can you shift the language in a more positive direction?

3/ Do you really need all that bureaucracy?

During the pandemic, and especially in those early lockdowns, it became surprisingly easy to volunteer. All we had to do was say ‘yes’ on a WhatsApp group, or join a Facebook or Nextdoor page. Even for big programmes like the NHS Volunteer responders scheme, application, and approval processes were smooth and speedy. I call it frictionless volunteering.

Now aspects of pre-Covid normality are returning, so too is the so-called Velcro volunteering of the before-times. Long application forms, Extensive references. Criminal record checks on anything that moves and breathes. Supervision and appraisals. You know the kind of thing.

Sometimes this is absolutely right and correct. We have a legal, moral and ethical duty to protect our clients, colleagues, and volunteers. Good screening is a vital part of that. We want to actively deter the ‘wrong’ people from volunteering.

Often, however, our organisations erect these barriers to volunteering not because they fear for the safety of others, but because they seem to think that volunteers are, by nature of being unpaid, high risk. I frequently see this thinking: volunteers are unreliable, untrustworthy, unpredictable and so need to be managed and contained lest they rock the boat or cause any trouble. When we take this approach, we can deter the ‘right’ people as well as the ‘wrong’ ones, harming our work.

Or perhaps the inconvenient truth is that we have all that bureaucracy because it’s a nice comfort blanket for us in our work. We are familiar with those systems and processes, they give us a feeling of security when being innovative or changing our approach down feels scary and uncertain? I’ve been there myself in the past.

As whatever normality returns in whatever way it looks in your setting, ask if the bureaucracy of old is really needed. With it gone during the pandemic, were people put at greater risk? If not, why bring it back?

Like it or not, volunteers have enjoyed the frictionless volunteering experience and are going to want volunteering to be more like that in future. Your challenge is matching that expectation with what’s really needed, and that means asking some challenging questions about whether all those barriers are really necessary.

4/ What is the appropriate balance of online and in-person activity for volunteers?

We’ve all lived and worked online so much since March 2020 it’s almost impossible to remember what working life was like when e could all get in a room together. Despite many a pre-Covid protestation, volunteers have embraced technology and online volunteering has boomed.

What we keep online and what returns to In Real Life (IRL) will be a juggling act every Volunteer Involving Organisation and every Volunteer Engagement Professional needs to embrace. There are pros and cons to both approaches, and a blend of the two will inevitably be the way forward for many.

But what’s the correct balance for volunteers?

We might see online activity as being something young people will continue to embrace. But NCVO’s Time Well Spent research (published in 2019) found that 18-34 year olds were more likely than any other age group to say volunteering was important to them as a way of combatting social isolation. In light of that, is giving young people volunteer roles to be done online really the best thing to do?

If you don’t know what mix of IRL and online works for your volunteers, now and in the future, then you have some work to do to understand build the kinds of volunteer experiences people will be attracted to.

5/ Are volunteers making a contribution or a difference?

We’ve already seen the importance of language, and I want to end on another linguistic reflection.

For as long as I can recall, the phrase ‘make a difference’ has been synonymous with volunteering. We used to have Make A Difference Day. Many organisations will advertise for volunteers with a promise that the public will get to make a difference in their spare time. The phrase crops up a lot when you look for it.

Do we really let volunteers make a difference, though? Do we actually show them the impact of what they do? Are volunteers truly engaged in activity that tackles fundamental change and addresses inequality? Or are we really letting volunteers make a contribution? Are they only allowed to help with the nice but non-essential tasks?

Where does your organisation stand? Are your volunteers allowed on the pitch, scoring goals and moving you towards mission fulfilment success? Or are they on the sidelines, cheering on the real stars of the show?

What would be your answers to these questions? If you’re not certain, or need some help thinking them through, then maybe Rob Jackson Consulting Ltd can help? Drop me an email and let’s have a conversation.


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Bored? Join a Board!

Bored? Join a Board!

For this blog post I am pleased to welcome guest writer, Claire Haggarty. I’ve had the pleasure of knowing Claire for a few years and serve with her on the Executive Board of the Heritage Volunteering Group. Claire share her personal reflections as a volunteer engagement professional taking on a new role as a trustee. Enjoy.


After working in a range of volunteer management roles across many heritage sites, I wondered if my experience of working across teams with different specialisms and (sometimes) competing interests put me in a unique position to support an organisation as a trustee. I’m pleased to report it did, and here’s why.

How I came to Trusteeship

In 2020, my job was made redundant. My employer, a museum, and national visitor attraction, suffered huge financial losses from being closed during the COVID-19 pandemic, a period that would have been their peak visitor season. Unfortunately, they had to make the hard decision to re-structure to ensure long-term survival.

My personal circumstances, and impending motherhood, didn’t make it possible for me to return to the workplace immediately, but I wanted to do something valuable with my time (beyond being a mother) as many friends had advised me to retain something adult or professional for myself during that period at home. I already volunteered for our local Good Neighbour scheme, so wanted to find something that allowed a deeper level of engagement than ad hoc volunteering allowed. So, the idea of trusteeship, began to evolve.

I did some research by looking at role descriptions and responsibilities of a trustee, particularly thinking about the daily activities of a trustee. I wanted to know what it would look like if I chose to do it, the sorts of activities I might be involved in, and what to expect in terms of commitment. Likewise, I researched some activities and legal responsibilities involved with trusteeship (see links and resources at the end) and read up on experiences of those who had been trustees. Fortunately, I had some in my circle who were trustees, so I was able to reach out to them for a conversation. Soon enough, I saw an advertisement for a trustee at a small museum about forty minutes away from my home. It seemed like an ideal opportunity to lend my skills and knowledge to a growing organisation, so I applied, was interviewed, and accepted. I am now a proud trustee of Lowewood Museum in Broxbourne, Hertfordshire.

Surprises and Expectations

To my surprise, my experience of trusteeship hasn’t been that different to my experiences in the workplace. I work with Trustees who have different specialist skills sets and champion their professional skill area in the same way that I worked across varying teams in the organisation. I still use the same negotiating and influencing skills that I developed in my paid role to champion best practice volunteer management at a board level.

A museum of local history, Lowewood Museum recently had its application to National Lottery Heritage Fund for “Your Museum, Your Heritage” approved. The project will involve updating our museum interpretation with volunteers from under-represented communities in the parts of the borough experiencing inequality. Volunteering will be a large part of this project, and my involvement will likely increase as the projects unfolds. I am part of a working group planning our first Annual General Meeting, and I’m gaining experience with budgets and financial planning that I could have never hoped to gain in a junior or middle management role.

I was concerned by the financial responsibility of being a trustee before I started, but this has turned out to be less of a concern, partly because we have another highly skilled and excellent trustee on the board who knows his stuff, but not everyone can be so lucky. It is imperative that you read up on these responsibilities and understand the different business structures that exist and how they affect your individual financial commitment should something go wrong.

What Makes Volunteer Managers Ideal Trustees

In my experience of volunteer management, I have found the job “Volunteer Manager” is conceptualised differently across organisations. For a start, the job title differs. We are everything from volunteer co-ordinators to community engagement or duty managers, but there has been one commonality across all these professional experiences; my work has involved me working across departments supporting various teams with different specialisms. In my view, this is what makes us ideal candidates for trusteeship: there are very few people that have worked across an organisation the way we do. Critically, we already have a developed understanding of the way different parts of the business work and how these departments interact. Many of us have been involved in strategic or business planning and have some understanding of financial planning (which is a joint responsibility of all trustees, so not something you would have to do alone). We have written policy documents, volunteer handbooks and likely at some pint been involved in a problem resolution process. We are policymakers, peacemakers, strategists, negotiators, and accountants!

In short, as Volunteer Managers we are multi-skilled professionals with a high-level overview of the complex organisations we work for, and this makes us ideal candidates for a leadership role like trusteeship.

Why You Should Do It

So often volunteer management is not respected as a professional skill set in and of itself, but a part of a job, or an admin/recruitment role that sits within another department. Many of our colleagues fail to realise the broad range of skills a good volunteer manager can develop and the varied strands of work we are able to deliver. If, as volunteer managers, we want to be heard, and we want to not have to fight every time we need to achieve something strategic or something meaningful, then we need to have a seat at the table. This means more of us applying for trustee positions and gaining a voice at the board level. Without this, we will continue to struggle to influence change.


Resources

Directory for Social Change and OSCR (the Scottish Charity Regulator) have excellent video content on YouTube and are good places to start your research as they will give you references to other resources to look up or ways to structure your research. NB. If using OSCR, please be aware that of different laws and regulations in Scotland that mean not all the information will be relevant to charities elsewhere in the UK.

Charity trustee: what’s involved (CC3a) — Perhaps the most useful resource is the gov.uk website. Be sure to download and read The Essential Trustee and Being a Trustee documents.

Getting on Board have great information for aspiring Trustees and a community for young trustees or those from diverse backgrounds


About Claire

Taking time out from her career to raise a young family, Claire Haggarty is involved in several volunteer management projects, from being Membership Officer for the Heritage Volunteering Group, a specialist support network supporting volunteering in the UK, to being an active volunteer in her local community, often co-ordinating the local good neighbour scheme in her hometown.

In 2016 Claire received a highly commended in the London Volunteers in Museums Awards in the Supporting, Managing and Encouraging Others category for her work with volunteers on the award-winning Painted Hall Project at the Old Royal Naval College in Greenwich.

For Claire, volunteering was a way to build confidence back and return to the workplace after a long-term illness, giving her an understanding of the varied reasons why people get involved and choose to volunteer.


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Online vs. In-person: do we have a choice?

Online vs. In-person: do we have a choice?

Since returning to work in January, I have spent nine days travelling within the UK, attending conferences, events, trainings and making site visits for a consulting client. These have been the first opportunity to leave home on business since the middle of March 2020. I’ve loved it. But will it continue?

Let’s be clear. Going anywhere for the last two years hasn’t been sensible. The risks to health from Covid-19 have been real and serious.

Selfishly, the impact of the worst effects of long Covid on me would have been disastrous. If I’m too ill to work, I don’t earn my income. The bills go unpaid. No sick pay, no government help. Less selfishly, I would never have lived with myself if I’d been a one-man super-spreader.

But now, with all the progress we’ve made, the return to in-person work is possible. Of course, we are all — individually and organisationally — going to have to decide what stays online and what should be done in real life (IRL), and why. Some want as much human connection back as possible (I won’t lie, I’m in that camp) and some want us to spend the rest of our lives at home on Teams, Zoom, and the like. As in all things, reality will be a balance between the two, as Matt Hyde of The Scouts so brilliantly wrote recently — you can read his thinking here.

What concerns me now is whether that choice about returning to IRL is being taken away from us by short-sighted organisational thinking. I’ve heard quite a few leaders of volunteer engagement (and others) saying that even if they wanted to attend an in-person event or learning and development opportunity, they can’t because their employer has banned attendance at anything that costs money for the foreseeable future.

There are three serious implications that immediately come to mind from this position:

  1. At a time when the jobs market is pretty buoyant, investing in the learning and development of our people will be crucial to attracting and retaining the best talent to our work. Banning people from attending conferences workshops, events, and the like will simply result in your people going elsewhere, leaving your organisation less capable of attracting and retaining the talent you need. Ultimately, this will probably cost you more money eventually.
  2. If your people can’t go and learn from others, network and make connections, then how will they gain the insights they need to change, adapt and grow their work to the benefit of your mission? Sure, reading a report or watching a webinar on your own will help build your knowledge, but not as much as being able to debate and interrogate that source material with others, something much more effectively done IRL as so many elements of communication get lost online (e.g., body language).
  3. If our organisations fail to invest in learning and development, then the infrastructure to support that activity may disappear. Local venues who host events will close. Local and national instructor bodies will wither away. For years, our voluntary sector infrastructure has been told they need to earn more of their income. They’ve adapted accordingly. Now we’re going to pull up the drawbridge and hang them out to dry, whilst lining the pockets of the likes of Zoom and Microsoft?

In saying all this, I am aware of the budgetary squeeze the pandemic and current world situation has brought to many organisations, my own included. I am aware of the need to avoid returning to the environmentally harmful behaviour of the past. I am aware of the need to behave responsibly and safely in a pandemic that hasn’t yet ended.

Likewise, I am aware that we are social creatures. Being with others in our DNA. We are not designed to only engage with others through a window on our computer desktops. We learn more from spending time with others, that’s why coffee and lunch break conversations and interactive workshops always rate highly on event evaluation forms (except for the online events!).

As I said earlier, we have to find a balance between online and IRL as the pandemic (hopefully) fades. Being left without that choice because of short-sighted financial worries could cause long-term negative effects from Covid-19 beyond those we have already experienced. We mustn’t let that happen.


What do you think?

Do you agree with me?

What perspectives do you have on these issues?

Please share your thoughts with a comment below.


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Volunteer Management in Fundraising: Reflections on the ongoing journey from good practice to ‘excellence’

Volunteer Management in Fundraising: Reflections on the ongoing journey from good practice to ‘excellence’

In this article I welcome guest writer Jennifer Cathcart who shares the story of recent work she has been involved in to drive up excellence in volunteer engagement in a fundraising context. This is an area of working with volunteers that often gets little attention so I’m grateful to Jenn for penning this contribution to the profession.


I received a card in the post this week from a colleague thanking me for my support on a project. It was a lovely surprise, hidden amongst the visa bill and mail order dishwasher tablets, and it struck me yet again what a warm fuzzy feeling we get when we are re praised or thanked. In that one simple gesture, I knew that my time was valued and appreciated. We get this when it comes to volunteers but often forget it when we think about paid staff colleagues. Here at Marie Curie, we are changing that and I want to explain why and how.

Working as a Fundraiser or a Volunteer Manager in any setting can be really busy. Most days are spent in a blur of meetings, returning calls and trying to manage the to do list. After two years of rapidly changing Covid restrictions, personal stresses and collective uncertainty, taking time to make small gestures like sending a card can seem impossible. It feels like the thing that it is ok to push down the to do list as unimportant. Yet protecting time for those gestures with our volunteers is one of the most important aspects of our role. Our volunteers freely give their time and are vital in allowing us to provide our services, so our relationships with them deserve to be nurtured.

The demands on our time have only increased over the pandemic. From the very start, we had to quickly adjust plans to accommodate changes in restrictions and create plans for every eventuality. We needed to make sure we were always empathetic towards our volunteers’ fears around Covid-19, fears which we as paid staff often shared. Many teams were reduced due to furlough or self-isolation, and it would be easy for the quality of volunteer management to have slipped.

The Fundraising Volunteering Team at Marie Curie is responsible for the strategy, resources and processes of all things volunteering within fundraising, and to support our community fundraisers in rolling out new initiatives and supporting the volunteers in their area. Our priorities for 2021 were clear — re-engage with our volunteers, making sure they were kept up to date and on board for the future while we worked on creating new initiatives. This included launching online information sessions, holding engagement events, improving our newsletter and making sure our fundraisers had all the information they needed to connect with their volunteers. These were essential priorities for that time, but with 2022 approaching we had an ambition to grow our volunteering programme in new ways.

Ask our Community Fundraisers what they love about their job, and most will say it’s working with their volunteers. They tell us it is their volunteers’ enthusiasm, passion and creativity that fuels them on the tough days, that their observations about their community leads to new opportunities and that their networks allow us to be part of their community. Yet, we weren’t routinely celebrating their role and skills in volunteer management.

That changed in November when we chose to celebrate the 2021 International Volunteer Managers Day. We felt the day could be used as a springboard to celebrate the excellent volunteer stewardship we knew existed already — but what did the theme of “excellence” really mean? Had I been a volunteer, was it demonstrated in the card I received last week? Where is the line between what is good practice and what is truly excellent in volunteer management? If we can define it, what are our expectations in how often we do each? Is it possible to be excellent all the time by consistently ticking the good practice box, or is it by providing peak moments that can elevate our practice into excellence (much like those suggested by Chip and Dan Heath in their book, “The Power of Moments”?

We brought our community fundraising team together on the day to try and find the answers to those questions. Through our first early breakfast (aimed to allow space for learning before the call of the inbox) and lunchtime meetings, we explored our own experiences and what they represented to us. Many of us were brought to tears as a fundraiser talked about calling a volunteer on Christmas Day as she knew he was not looking forward to spending it alone.

The day culminated in the launch of our new awards for Volunteer Managers in fundraising. The scheme will run all year, with fundraisers nominated by their peers when they’re seen to have shown excellence in their work with volunteers. The awards encompass the whole team, from those with more than twenty years’ experience to those in their first fundraising post. Those newer to the team bring fresh ideas we can all be inspired by, and those with long standing respect from their volunteers and peers can remind us of the importance of small actions over time. All can embed excellence in their work with such ease that they don’t always recognise it with the respect it deserves.

Although we’ve set up these awards to celebrate excellence across our fundraising team, we also feel a responsibility to help grow excellence across the sector too. The experience a volunteer has in any setting impacts their passion for continuing to volunteer, be that in their current role or in the future. It will also influence how they reflect on their volunteering, and the reflections they share with others who may consider volunteering. As leaders in volunteering, we all have a part to play in ensuring volunteering continues to grow, adapt and be celebrated.

With that goal in mind, we set up an informal network for fundraising volunteer managers. The network provides a space for those responsible for volunteer strategy within fundraising teams to come together, share good practice and ensure we learn from the wider volunteering sector as we strive to build consistently excellent volunteer management within fundraising.

I write this as we channel hop between the Six Nations Rugby and the 2022 Winter Olympics – watching people who have dedicated their lives to being the best. Striving for excellence in their field. I don’t think volunteer managers are any different — we need to learn and grow, and it’s important to have a space to celebrate and share successes. There are the skills we need to put into practice every day, but there is also a need to be continually striving to evolve beyond the basics. To be continually inquisitive in trying new things so we are not left behind (quite literally if you’re talking about an athlete and the latest technology in trainers, but equally if we’re volunteer managers who fail to embrace new digital opportunities).

For me, my passion for volunteering was renewed when I was furloughed. With a sudden excess of time on my hands, it was volunteering I turned to and I found a welcoming home as a “furlonteer” at Blood Cancer UK. I had a great few weeks and was reminded how much volunteering can enrich your life. Not only did it give structure to my otherwise empty diary, but I was reminded of the sense of purpose you can find in using your time for good, and the chance it offers to learn new skills and make new friends.

Volunteering enriches lives and we, as volunteer managers, have a responsibility to ensure it continues to do so. We need to work together, always striving for excellence to ensure that volunteering continues to be appealing and rewarding to those who generously give us their time, skills and enthusiasm.

After all, where would we and our organisations be without our volunteers?

Closing note: If you are reading this as a Fundraising Volunteering Leader and would like to find out more about our new network, email us.


Jennifer Cathcart is Fundraising Volunteer Development Manager at Marie Curie and has been in the role for four years, having previously held other roles in the charity. Jenn can be contacted through LinkedIn or Twitter.


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