You can go your own way

You can go your own way

As a professional speaker and trainer I get asked lots of questions. One of the most popular is :

“Which organisations are doing really great work on adapting their volunteering offer to meet the realities of the modern world?”

I always struggle to answering this question. Not because I don’t think anyone is doing such great work but because:

  1. Despite my 25 years experience, I do not have an encyclopaedic knowledge of what every Volunteer Involving Organisation on the planet is doing.
  2. When I engage in consultancy work with clients it’s professional to maintain confidentiality about that work, not blathering what those organisations are doing to the rest of the world.

There are, however, some more fundamental issues I have with that question:

  • Why are we leaders of volunteer engagement always looking to someone else to pave the way?
  • Why are we focusing our effort on borrowing what someone else is doing?
  • Why would what someone in a different organisation is doing work in our setting and context?
  • Why aren’t we coming up with our own innovations and solutions to the problems we face?

”The significant problems we have cannot be solved at the same level of thinking with which we created them.” – Albert Einstein

Albert Einstein
Albert Einstein

Perhaps we’re looking for answers elsewhere because we – and the non-profit sector more broadly – are so risk averse? Risk is seen as a bad thing, something we must avoid at all costs. It isn’t. Risk is an inherent part of life. It’s how we manage risk that is important.

Read more of my thinking on this in my March 2018 article.

Perhaps we’re looking for answers elsewhere because so many workplace cultures create a fear of failure? Not achieving your target, not hitting a key performance indicator (KPI), not reaching a goal – they are all seen as failures, poor performance. But failure is how we learn, it’d fundamental to learning, improving and innovating.

Susan J Ellis and I addressed this subject in a 2017 article in e-volunteerism.com. The article is available for free and I encourage you to read it here.

”There is no losing in jiujitsu. You either win or you learn.”
Carlos Gracie Jr.”

Carlos Gracie Jr.
Carlos Gracie Jr.

Whether it is anxiety about risk, or a fear of failure, or something else holding us back, I want to encourage us to stop looking for solutions elsewhere and start to find them ourselves.

You have unique insights and experience that are well placed to solve the problems you face in a way nobody else can. Without your pioneering solutions to your volunteer engagement challenges we will be stuck in an endless cycle of casting around for someone else’s ideas to apply to our – often very different – situations.

Your solutions can inspire others to do the same and start a snowball of innovation in our field.

Go and make it happen!

“The ones who are crazy enough to think that they can change the world are the ones who do.” – John McAfee

John McAfee
John McAfee

Because I know the title of this blog will have triggered an earworm for some of you, here is a link to the classic Fleetwood Mac track of the same title – You Can Go Your Own Way.

Ten questions every VM should ask a potential employer

Ten questions every VM should ask a potential employer

Getting a new job can be exciting. You get that initial thrill of excitement at the opportunity to make your mark in a new organisation. For many leaders of volunteer engagement, that feeling often disappears when we realise volunteer management has low status and we have little or no influence to make change happen. How do we avoid getting into jobs like this?

Helpfully, my friend and colleague Andy Fryar wrote an article in 2015 to address this very question. I was reminded of it recently whilst talking with a colleague and, having read it again, I reached out to Andy to see if he’d be willing for me to share it as a guest post on this blog. Happily he said yes, so here it is!


As leaders of volunteers one of our specialty areas is (or at least should be) the ability to properly interview someone:

  • To ask the right question.
  • To draw out that extra layer of information.
  • To determine a candidate’s suitability.
  • To safeguard our programs.
  • To get the very best out of each candidate.

Over the years I’ve interviewed thousands of people and if I might say so myself, I am damned good at it!

Recently, however, I have been thinking a lot more about interviews from a completely different angle. This different line of thought has been spurred on by a number of independent discussions I have had with volunteer managers who have taken on new positions, only to find that the job that was advertised – that was promised – was not the job that was delivered!

Of course, by the time many learn this cold hard fact, it’s far too late to turn back. They have already given their notice and embarked on a whole new journey – and sadly for many, the new job that promised so much, is often actually a role made up of lacking resources, little support, cultural clashes and working in isolation.

The typical scenario that ensues over the months that follow gaining a new (but unsatisfactory) position often reads something like this:

  • Happiness and excitement
  • Oh really, that’s not what I was led to believe?
  • Hmmm – OK, well I can still fix this!
  • Wait – WTF!
  • You gotta be kidding me!
  • OK – I am outta here

Which brings me to my point about interviewing.

I think that for far too many of us, the opportunity to work in a new agency, for a new cause and with new people often sweeps away our usual common sense. It takes us to a point where somehow we morph into simple starry-eyed applicants, champing at the bit just to get started, not asking clarifying questions and, all too often, resulting in us letting our guard down.

The most important part of any interview, for me at least, is that point in the process where our potential new employer asks that critical question, “So do you have any questions of us?”

Here’s where we need to force ourselves to think beyond simply clarifying what our new pay packet will look like and blurting our details about pre-planned holidays we have booked!

For it’s at this point that we get to do some of the interviewing – and remember, we are good at this!

So to this end, I have prepared ten questions that I believe we should all be asking of our potential employers during the interview process, to ensure the environment we are walking into is worthy of the skills that we bring to the table.

So, here goes (in no particular order):

Question One – What is your agency’s philosophy surrounding the utilisation of volunteers?

This is a pretty broad question, but what you are looking for here is a response that gives you some assurance that the agency you are about to throw yourself into has a well thought through position on how volunteers add to the delivery of services and the value of the organisation. You want to know that volunteers are not some sort of ‘add on’ – but a properly planned human resource within the organisation.

Question Two – How does having the support of volunteers impact the mission of this organisation?

Taking it one step further – and if the previous answer does not draw this out – you’ll want them to be clear about how the involvement of volunteers helps to achieve the organisation’s mission. If they can’t clearly demonstrate that, then perhaps volunteers are more of added ‘extra’ rather than a core part of the agency and its drive.

Question Three – How do you measure the successful engagement of volunteers in this agency?

This is an important one. If they talk only about growing volunteer number and hours for the simple sake of growing number and hours then run! Their response should ideally demonstrate that the engagement of volunteers is measured alongside the organisations mission – these two factors are inseparable!

Question Four – Do you have clear goals about where you would like to see the volunteer program head / grow?

You would hope this response is able to be clearly articulated, especially as they are heading through an interview process. However, that may not be the case! Be sure they are not simply working through a ‘replacement’ process but rather that they have clear ideas about the future of the program.

Question Five – What resources have you committed to this growth?

Possibly, the most critical of all these questions. This is also a direct flow on from the previous response they would have given to you. If they are serious about program growth and development they will not only know where they want to head but what resources they have to throw at achieving it! If you are going to accept an offer from this group, then be as sure as you can be that adequate resources (financial, physical and emotional) are available to you

Question Six – Does this agency value the input and feedback of volunteers and the volunteer department in its planning and review processes? Please explain.

It’s one thing to involve volunteers – another to seek their input. Ask them to articulate!

Question Seven – Who will I be answerable to and what are their direct views of volunteer engagement?

It’s critical to understand that your direct line manager is on the same page as you. If they are not at the interview be alarmed! And if they are, don’t be afraid to eye ball them and ask. This person will be your first line of both defence and support. It’s such a critical relationship you need to make sure it is a good one.

Question Eight – What is the agency view of the position / role of the VM in an organisational context?

We are moving away from the role of volunteers now and focusing on the volunteer management role more specifically. Listen out for clues that give you an assurance that the Volunteer Manager is seen as a lynchpin in an organisational context. Is the Volunteer Manager part of the decision making team? Is the role valued and critical to the agency?. Do they consider your role to be that of a volunteer management ‘specialist’ and do they expect you’ll jump up and down and challenge stupid decisions they might be considering? Do they see your role as the one that just does the ‘busy work’ of volunteer recruitment or do they consider it to be more strategic?

Question Nine – What mechanisms are in place for me to be able to undertake professional development?

Make sure you can subscribe to journals, attend conferences and participate in network meetings. Ensure that the agency understand that this is a critical part of the role and that professional development is central to growth.

Question Ten – Ask for a referee!

By now they’ll either be sick of you or caught up in your zeal for the role! So why not hit them with one more whammy?! If they can ask you for a referee, there’s no rule to say you can’t ask for one back! Ask for the name of some employees or department heads – or even volunteers – to see if the rhetoric they are spinning you matches reality! If nothing else you’ll gain their attention and they’ll know you are serious about the role.

As Volunteer Managers I don’t need to remind you that an interview process should always be a two way process and by asking a series of the right questions there is a much higher possibility that you are going to find a suitable match for the skills that you bring to the table.

Try it – I’d love to hear the outcome.

I’d love to hear your feedback too!


This post originally appeared on OzVPM on the 17th November 2015.

When recognition hurts recruitment (and what we might do about it)

When recognition hurts recruitment (and what we might do about it)

Volunteer recognition is important, but is it negatively impacting our ability to attract new volunteers?

Volunteer recognition season is drawing to an end. Whilst New Zealand’s National Volunteer Week kicks off on Sunday (16th June 2019), we’ve already had similar weeks in the USA, Canada, Ireland, Australia and the UK (to name just a few).

Volunteers have been showered in praise and thanked for their work. Awards have been handed out as parties, lunches and receptions have been held. New pin badges are being worn and new certificates displayed with pride.

Such recognition efforts are to be encouraged, but are they working against us when it comes to other aspects of volunteer management, especially recruitment?

A few years ago my good friend Martin J Cowling told me that he had a habit of reading the local newspapers in places he visited around the world. If those newspapers featured any stories about volunteers they were usually recognition of deeply committed, often older people, selflessly giving huge amounts of time over a considerable number of years to good causes in their community.

Today I see Martin’s experience reflected in the daily Google Alerts I receive. These highlight mentions of the words volunteering, volunteer and volunteerism in the news. Here are just three examples:

All of these people have done wonderful volunteering and are rightly being celebrated. But just think for a minute about the message such stories may send to people outside of the volunteering bubble, including those who have never volunteered before:

  • Volunteering is mostly something done in retirement
  • Volunteering requires a long-term time commitment (20 years plus)
  • Volunteering requires me to give lots of time on a regular basis
  • People with a disability can’t volunteer (the Southend Hospital volunteer stopped because of sight loss)
  • Volunteer work isn’t very exciting (putting labels on files and running errands for paid staff)
  • Volunteers are mainly old people

Would these news stories attract young people? Or people who feel the pressure of time on their busy lives? Or those balancing work with family commitments or caring responsibilities?

What about people with disabilities? Or those for whom volunteering is seen as a route into work? Or students who need to fit volunteering around studies?

My fear is that in acknowledging and celebrating the super-volunteers1 we are turning off the very diversity of people we want – no need – if volunteer engagement is going to be sustainable when the likes of those people mentioned in these stories stop their volunteering.

What we need to do is balance the stories of long-term, deeply committed volunteers with more public recognition of volunteers who give a short amount of time, perhaps a one off commitment, and make a difference as a consequence.

As hypothetical example, let’s show how Finn, aged 16, used his social media skills on a short term project that developed a new recruitment campaign which has subsequently helped us engage twelve new young people from BAME backgrounds in our advocacy work.

If you have such stories already then put them forward to your communications teams and / or local media. Explain why the traditional stories don’t always help and give some new material for the media people to use.

If you don’t have these stories (perhaps because you don’t have those roles) then my advice is to start developing them! Jayne Cravens has some excellent examples and advice on these three pages of her website (which should be an essential resource for all Volunteer Managers!):

Perhaps if we get the message out that volunteering doesn’t require the next thirty years of your life, that it’s flexible, inclusive, impactful, fulfilling, tech-loving and doesn’t require you to sign away all your free time…perhaps if we do that, we’ll start to transform volunteer engagement for the better?

Maybe we can all commit to this changed approach for the volunteer recognition season 2020 – are you on board?

  1. See Einolf, Christopher J & Yung, Cheryl (2018). Super-volunteers: Who Are They and How Do We Get One? Nonprofit and Voluntary Sector Quarterly 47(4), 789-812

No Volunteers Week

No Volunteers Week

I’ve been reflecting recently on why so many of us find it so hard to influence others about the value and importance of volunteering and volunteer management. I haven’t come up with a simple solution (sorry!) but I do think I’ve decided on an important cause.

A problem of influence

But first, what do I mean when I say so many of us find it so hard to influence others about the value and importance of volunteering and volunteer management? Here are some examples of situations many of us might struggle to change:

  • Volunteering isn’t given strategic consideration in the same way as other resourcing issues are at a senior level. Fundraising strategy, people strategy, risk strategy – all get top management attention. Volunteering typically gets delegated down to the Volunteer Manager.
  • Volunteers are seen as nice-to-have but non-essential in the fulfilment of the organisation’s vision and mission. They are viewed this way by board members, senior management, managers, paid staff…and sometimes even the volunteers themselves!
  • The budget for volunteer engagement is one of the first to be cut because: volunteers are free and; well, volunteers are easy to recruit and manage aren’t they, so we don’t need volunteer managers do we? – anyone can do it!
  • Volunteer management roles are graded lower than other comparable roles, often as co-ordinators or administrators and not as management, at least not senior management.
  • Volunteers are viewed as second-class citizens, not invited to team meetings, not trusted with certain roles or access to information etc..

So what may be a significant cause of all this? What I want to focus on here is a lack of understanding, appreciation and awareness of the essential role volunteers play in our society1.

The problem

Volunteering is woven into the fabric of life in the UK yet is largely invisible day-to-day. It’s something we seem embarrassed to talk about with each other. When was the last time someone you know waxed lyrical at a party about the volunteering they do?

Volunteering seems to have a cultural stigma of Victorian noblesse-oblige, the well-off doing charity to the less well off. It’s still seen as older ladies doing good for others. That’s very 19th Century and not in keeping with our 21st century modern world, so we brush it under the carpet.

With the exception of those few post-Olympic weeks in late 2012, volunteering doesn’t get much public attention or celebration. Even the honours system introduced a lower-status gong for volunteers (the British Empire Medal), placing volunteers below the level of others who get the more well-known MBEs, OBEs etc..

When volunteers do get coverage in the media they are mostly talked about in the context of austerity and public funding cuts. The undertone of these stories is that volunteers are well-meaning but incompetent amateurs who councils, hospitals and others involve as a way to save money and put people out of jobs.

In light of all this, it’s no surprise that Volunteer Managers struggle to influence and effect change in our organisations. Instead of being formally taught about working with volunteers, most of the people employed in the voluntary sector know little about volunteering. Worse, their perceptions of volunteers are the same as those held by wider society which, as we have seen, are not exactly positive. And that’s true if you work on volunteer engagement in the public or private sector too.

A solution?

What is needed is nothing short of a change in the way volunteers are regarded in UK society. Perhaps if volunteers were seen as essential to so much of what we take for granted, then their status may go up. Consequently, we might find ourselves pushing against doors that are at least unlocked rather than slammed in our faces.

Of course, such a change isn’t going to be quick or easy. It’s going to take focus and effort, so here’s a suggestion of how we might start. I want to breathe new life into an old idea we used to discuss at Volunteering England. With UK Volunteers’ Week around the corner (1-7 June) I’d like to suggest a thought experiment – National No Volunteers Week.

Call to action

It’s a really simple concept. I’d like you to leave a comment on this blog post, or on social media, about how society would be affected if all the volunteers for your organisation stopped volunteering. For example, without volunteers there would be:

  • No magistrates, so the criminal justice system grinds to a halt.
  • No Samaritans, no ear to turn to in desperate times, so depression, isolation and suicide rates increase.
  • No meals-on-wheels, so older people become more socially isolated and may even die alone and hungry.
  • No sports groups or teams, so the health of the nation suffers.
  • No first aiders, so major sporting and social events are cancelled.
  • No lifeboats, so people at trouble off our coasts die.
  • The closure of libraries, museums and other cultural institutions.

The list could go on and on, which is why I want you to build it with me.

Let’s get started now – how would society be affected if all the volunteers for your organisation stopped giving time? Please share your thoughts in the comments below and / or on social media with the hashtag #novolunteersweek

Together, let’s paint a picture of how essential volunteers are to daily life and take a first step to changing the culture of volunteering in our country and our organisations.

  1. When I say ‘our’ here I am talking about the UK, although readers from outside the UK may see these same issues reflected in your own country.

My top five productivity tips for leaders of volunteer engagement

My top five productivity tips for leaders of volunteer engagement

Back in 2016 I wrote an article recommending some productivity tools and resources. My intention was to help Volunteer Management professionals with the daily challenge of getting stuff done. Now, almost three years on, I’m revisiting the theme with the same aim, this time sharing five top tips to help you get more productive at work.

Tip #1 – Headphones

Volunteer Managers are always getting interrupted when they are at work.

Interrupted by paid staff colleagues asking for twenty volunteers for that event tomorrow. You know, the one that’s been in planning for the last year but only now do they remember they need volunteers!

Interrupted by volunteers who want a chat, or their expenses signed off, or have a complaint about another volunteer.

Interrupted by senior management who need someone to collect the lunch order for the SMT meeting and, well, you can get a volunteer to do that, right?

You get the idea.

Any interruption draws your attention away from your work, attention that takes time to regain.

Here’s my tip (and it works really well in open plan offices).

Buy the biggest pair of over-ear headphones you can find. They don’t have to be flashy noise cancellers, they don’t event have to be expensive. They just have to be big. Put them on when you don’t want to be interrupted. You don’t have to play music or anything, just put them on.

Why? People will be reluctant to walk up and remove your headphones whilst you’re wearing them, reducing the interruptions you experience.

Simple and effective.

A pair of large, over-ear headphones
A pair of large, over-ear headphones

Tip #2 – Walk this way

Steve Jobs used to hold his meetings walking around the Apple campus in California. He was mobile most of the time he was at work, rarely sat at a desk.

We don’t have to be sedentary all the time either. Perhaps you can’t hold your meetings walking around the local park (although have you ever suggested it?) but you can get up and go for a brief stroll when you need to reset your attention, refocus you energy or just reset your brain.

Every afternoon that I work from home I take an hour to walk my dog. I try not to listen to podcasts or music. I just walk. The clear headspace it gives me recharges my energy and often helps me solve problems I’ve been mulling over. On one walk I even wrote the first draft of a blog post, dictating it into my iPhone after inspiration struck.

Your walk doesn’t have to be an hour. It could just be a stroll to the sandwich shop at lunch, or five minutes round the block between meetings. Whatever you can manage, give it a go and see if it helps you.

Someone walking
Someone walking

Tip #3 – Stop

Every now and again, just stop. Pause for a minute between the phone call that just ended and turning to your email. Take a few deep breaths between the last meeting and the next one. Give your brain time and space to catch up and reset, ready for the next task.

Go home at a sensible time every night. Nobody has ever said, “I wish I’d spent more time at work” when lying on their deathbed. You get paid the same whether you do your contracted hours or you work extra hours a week. I know you’re a Volunteer Manager and dedicated to your volunteers, but you won’t help them if you don’t look after yourself. There is more to life that volunteer management – there, I said it!

Oh, and make sure you take all of your annual leave / holiday allowance. However you want to spend that time away from work is fine, but make sure you spend it away from work. Email off, voicemail on. No sneaking a peek at your messages. They can wait. Life won’t.

A pause button
A pause button

Tip #4 – Know yourself

One of the most valuable things I’ve ever done to be more productive was monitoring my attention over a given day. I know I’m a morning person and am especially productive in the morning. I know I’m not productive after lunch. I know my afternoon dog walk will give me an energy boost, enough to get another hour of good work out of me late in the day. So I schedule my work around these attention rhythms.

I’m lucky of course. I work for myself, often at home. But you can structure your day in an office environment too. When I commuted to London, I’d start work on the train at 715am. By 9am I’d got 90mins of work done. I left at 4pm. Colleagues perhaps wondered why I was leaving early, but they didn’t see that solid block of work time on my morning train, done whilst many of them were just waking up.

Don’t let other people dictate when you are most productive. Know what works for you and try to structure your day accordingly.

Socrates
Socrates

Tip#5 – Notification

My last tip usually results in gasps of astonishment when I say it in productivity training for leaders of volunteer engagement. It’s easy to say, but hard for many to do.

Turn off notifications on your computer, smartphone and tablet!

Shocking right?

You don’t need these machines pinging at you every time someone tweets, emails, texts or otherwise interacts with you. Don’t let the device manage your attention, take control and manage the device. You’ll be amazed how much more focus you have and how much more you get done.

Notification bubbles next to a mobile phone
Notification bubbles next to a mobile phone

So there you have it, my top five productivity tips for leaders of volunteer engagement.

What would you add to the list?

Leave a comment below to add your tips.


I want to acknowledge Josh Spector’s article, “How To Free Up Two Hours Of Your Day” as the inspiration for this blog post. Josh curates an excellent weekly newsletter called For The Interested and I highly recommend subscribing for free, which you can do right here.

How to take control of your learning

How to take control of your learning

In the second of a two-part series, guest writer Sue Jones shares her thoughts on what’s really needed in terms of learning and development for people in volunteer management.

You can read part one, “No Qualifications Required” here.

Sue Jones, this article's author
Sue Jones, this article’s author

Although I’ve always viewed qualifications as an important part of Volunteer Managers gaining recognition for themselves and their work, I’m also a huge advocate of all types of learning experiences: from topic based training courses to networking events; conferences and mentoring programmes; working one-to-one with a coach; subscribing to an e-journal or magazine; and simply taking some time out to read a book. After all, we live in a world where information, resources and learning opportunities are available anytime and anywhere – even for a field as niche as Volunteer Leadership & Management! And, our focus needn’t be exclusive to volunteer management – there is a lot to be gained from looking beyond our immediate field.

The brilliant thing about embracing less formal approaches to learning is that it puts you in the driving seat.Yet this is something that perhaps we don’t fully appreciate when we are considering our options for learning and professional development. In my experience of working with volunteer managers, there is a tendency to look at what learning options are available to them, rather than being aware of the fact that we are always learning and that there are so many ways we can approach this, both formally and informally. Perhaps it’s worth remembering that it’s your learning and professional development – so, where you need to start is to ask yourself, what is it that you are seeking?

Susan Ellis once said:

“No-one will buy you professional status. You either have it or you don’t. But it is different from competence on the job. It means affiliation with a field, and a willingness to work together to build that field.”

If you are seeking recognition for your competence within a role, then qualifications may provide this. Even in-house training programmes and acknowledgement from your employer via the organisation’s appraisal process may be an indicator of your personal growth in terms of knowledge and skills.

Yet, if you are seeking professional status, as Susan suggests, this is something different – something you need to work on for yourself individually and collectively as a wider professional group. While studying for a qualification can certainly support you with this and maybe kick start your interest and passion for learning, expanding your knowledge and building your expertise; I believe it’s what you do next that really matters. How you use your learning to continue to build that professional status, for you and for others.

Now, you might be thinking, this is all well and good, but what time do I have to dedicate to my own CPD? My job is already so full. You might also feel its more your employer’s responsibility to bear any costs, whether that be financial outlay or time. Perhaps you even hold the view that there’s not much point to ongoing studying and learning if there’s no certificate from an awarding body to ‘prove’ your achievement at the end of it. These are all valid points, and they do need consideration; yet I would (gently) challenge each of these positions as being potentially detrimental to your own personal growth.

The Chartered Institute of Personnel and Development (CIPD), says that:

“Continuing Professional Development (CPD) is a combination of approaches, ideas and techniques that will help you manage your own learning and growth. Perhaps the most important message is that one size doesn’t fit all. Wherever you are in your career now and whatever you want to achieve, your CPD should be exactly that: yours.”

For me, there’s something useful we can extract here about shifting our expectation of what learning should look like and maybe even letting go of the often discussed notion of there needing to be a clear career pathway for leaders and managers of volunteers.

As the workplace evolves it is becoming more evident that one of the key skills we need to develop and apply to our work is adaptability – and this also applies to how we approach our professional development. After all, learning isn’t something that just happens to us, we have to show up to it, to participate in it and most importantly, we need to get to know ourselves better so we can really get what we need from it.

So, how do you do this?

You could begin with a reflective exercise, just to see what comes up when you start to ask some questions, such as;

  • What do I enjoy within my work?
  • What am I good at?
  • What would I like to learn more about?
  • How does/will this support me in my existing role?
  • What would I like to do more of?
  • Going forward, what sort of role would enable me to work to my strengths?

Self-reflection isn’t necessarily the easiest thing to do – it comes more naturally to some people than to others. Yet, in my experience it can have a very positive impact on people as they start to articulate what’s happening for them, what they are learning and how they can use that information to drive things forward. In fact, regular self-reflective practice, even for those who may initially approach it with scepticism, can lead you to discovering all sorts of useful stuff about yourself, which can be applied to various aspects of your life and work, including supporting you to seek out relevant CPD opportunities.

An exercise I often do with coaching clients is to set up a weekly reflective activity using questions we design together, which can prompt their thinking and encourages them to capture their thoughts as a way of tracking their learning and progression, either generally within their work, or as part of something specific they are working on in their life. And this is actually something we can all do for ourselves. All it takes is knowing what questions you want to ask and then setting up a mechanism for capturing your responses, for example in a journal or an app, or even by sending an email to yourself once a week.

Creating a system for noting your learning is also something you can apply to your CPD in general. Again, this needs to be something that you create and you drive, so ask yourself, ‘what am I already doing that contributes to my CPD and what additional activities do I want to intentionally seek out, in order to help me develop further?’

Here’s an example of the prompts I use within my own quarterly CPD tracker. It’s really basic, yet it enables me to keep a note and to reflect back on activities and learning that I may possible overlook or even forget about.

Sue's quarterly CPD tracker
Sue’s quarterly CPD tracker

There are so many opportunities to learn and to develop, you just need to decide whether it is something you want to make time for and to choose.

You could get involved with AVM’s speaker events or Thoughtful Thursdays on Twitter.

Sometimes sharing our expertise and knowledge is a great way of further expanding our skills and helps us to connect with others, so perhaps being a mentor or volunteering as a board member might suit you?

Why not set up a local or virtual volunteer managers’ network or reading group, where you can support yourself and others to share learning and experiences and build up your knowledge and expertise?

We can even learn from the process of blogging as writing can help us to think our thoughts through to a conclusion – or even better, helps us ask better and more insightful questions of ourselves and our work.

Finally, here are a couple of resources you may find interesting if you are looking for a starting point with getting to know yourself better.

  • The 16 Personalities questionnaire is a free tool which provides some insight into you – what makes you tick, where you gather your energy from and how you relate to others.
  • Or, if you are in need of something more structured then The Clore Social Leadership Discover Programme is an on-line course designed to help you gain insight into who you are as a leader and how to develop, for just £50.

I’d love to hear from you about the types of CPD activities you are involved in and any suggestions you have for how volunteer managers can support one-another with this.

Please do share your thoughts below.

Superhero Volunteer Management part one: Why we should be recruiting superheroes

Superhero Volunteer Management part one: Why we should be recruiting superheroes

I am really pleased to give my latest blog post over to guest contributor, Carol Carbine. I’ve know Carol for many years and you are in for a real treat with her first ever article. Oh, and in case you were wondering, part two will be published here in late September.


Ok, before I start, there are hundreds of articles out there about the psychology of superheroes: what superheroes can teach us about marketing; what your kids can learn from superheroes; leadership lessons from superheroes; what superheroes can teach us about investment strategy; the list is endless.

So you may be asking yourself why I feel the need to talk about volunteer management and superheroes. Simple answer, why not? I mean let’s look at it from the perspective of the individuals we are trying to recruit into volunteering – who hasn’t wanted to feel like a superhero at some stage in their life (even if you were only 6 years old)?

There are some brilliant volunteer managers but many of us still worry about being too demanding, asking too much of our volunteers and managing too rigorously. After all, we’re not paying these people are we so we shouldn’t expect too much? Sadly this means that all too often the results of our recruitment efforts don’t meet our aspirations and we end up with volunteers that are OK, but not brilliant. More sidekick then superhero.

So let’s time travel back to 2012. If I’m honest like many, I didn’t know what to expect from the London Olympics volunteer programme. At the time we heard about teething troubles recruiting (and retaining) great volunteering specialists, the fact that McDonalds were being brought in to manage volunteer recruitment and induction, plus the tens of thousands of people who pre-registered their interest and didn’t get a reply – yes, I was one of them. And, if we are really honest, loads of us thought that Danny Boyle seemed a bit of an odd choice to direct the opening ceremony.

How wrong were we!

Universally when you talk to people who became ‘Games Makers’ (they never think of themselves as ‘only a volunteer’) the immense passion, pride and sense of having been part of something extra special shines through, even six years later.

A while ago I had the opportunity to talk in detail to some of the Pandemonium Drummers who featured at the 2012 opening ceremony about the rigorous recruitment process they went through. This process led to a genuine pride that they were the best of the best – the high expectations, absolute secrecy, attendance at an extremely high percentage of practise / rehearsals or you didn’t get to perform on the day, and so on.

Ok so back to superheroes, think of your favourite superhero what is it that makes them super? Here are a few suggestions to get you started:

  • A high level of passion for the cause that inspires them to take action
  • Great skills and talents
  • A clear vision of what needs to be done
  • A clear identity – who they are, what they stand for and usually a natty costume!
  • A willingness to tackle challenges head on, learn from their mistakes and keep going till the job is done

Let’s be honest, who wouldn’t want people like this as volunteers?

Before anyone starts complaining about my high standards radically reducing the pool of available people, being elitist or not being inclusive, remember that superheroes come in all shapes and sizes from Ant Man to Ego (who’s a living planet) and from a range of socioeconomic backgrounds including an ex-convict, an orphaned college student and a millionaire philanthropist. They also include a green one, a blue one, a blind one, a deaf one, a couple of wheelchair users, one who appears to have been genetically imprinted by a cat and a living tree!

So next time you’re recruiting you might just want to raise the bar and consider what super talents your superheroes need to have. Or then again you might just want to do it the same way you have always done it and settle for sidekicks.

PS. According to the Oxford English dictionary in 1899 when the word ‘superhero’ first appeared it meant ‘an exceptionally skilful or successful person’.


What do you think? Share your thoughts in the comments below.

If you’d like to contact Carol direct, here are her details:

Website: www.carolcarbine.consulting

Email: carolcarbine@icloud.com

Twitter: @carolcarbine