Volunteer Leaders: How To Find Them, Nurture Them & Keep Them

by Randy G. Pennington

Building a successful association is a little like competing in the high jump event at a track meet -- your best effort can lose the event because someone is always raising the bar. It is especially true of the demands we place on volunteer leaders. Associations are expecting more of their leadership than ever before. They are realizing that finding, nurturing and keeping volunteer leaders is one of the most important factors for creating a legacy of excellence.

Back To The Beginning To Create The Future

Any discussion of finding, nurturing and keeping volunteer leaders must start with the question, "Why do people volunteer?" Typical responses fall into one of four categories (a) someone asked me; (b) business/professional growth; (c) personal recognition; and (d) an opportunity to give back. These may appear to be common sense, but tremendous benefits are derived from the consistent application of the obvious. Volunteer leaders come from volunteers. The larger the pool of active members, the greater the group of potential leaders. Effective volunteer leadership is not a numbers game, however. The following three steps will help you identify potential leaders in your association.

Know what it takes to be an effective volunteer leader.
Many volunteer organizations use a simple test to determine leadership potential. It involves two questions: Are you breathing? and Will you say yes? Some groups have even shortened the exam by omitting the breathing requirement. Effective volunteer leaders have character, competence and desire. All three ingredients are critical to gain members' trust, get things done through others and stay at the task at hand when it is more convenient to allow responsibilities to slip.

Define needs by position and objectives.
The position to be filled defines the characteristics and competencies needed. The organization's objectives define the vision to be achieved. Unfortunately, these two important indicators often pale in comparison to the traditions of promoting leaders based on tenure. The Biblical writer said "To every thing there is a season, and a time to every purpose under heaven." The same can be said of organizations. Defining needs by position and objectives helps insure the best person is in the right place at the proper time.

Match people and responsibilities.
Good leaders may become ineffective when placed in the wrong role. Position and objectives are important when making assignments, but the individual's operating style also has an impact. Successful volunteer leadership is a group rather than an individual effort. Effective leadership recruitment creates a balanced team that is goal, task and process oriented while continually questioning reality.

Knowing how to identify good leaders doesn't necessarily lead to qualified candidates saying "yes." It is important to remember these five tips when recruiting volunteers.

Be genuine. Sincerity succeeds over technique anytime.
Don't minimize the time requirements.
Communicate the training and support available
Explain why he/she would be good in the job.
Paint a positive picture. Avoid using phrases such as "everyone else turned us down."

Think Oak Trees When Growing Leaders

A minister speaking at a high school baccalaureate many years ago admonished the young adults in attendance to never forget that it takes years to grow an oak tree but only two months to grow squash. Both oak trees and squash have an important role in the natural order of things, but which one would be the most stable in a storm? Mentoring programs, leadership development sessions, varied assignments, formal feedback sessions and the use of a committee vice-chair system help leaders develop strong roots. Most important, taking the time to grow leaders tests their ability for the future while creating a sense of history. Associations are better served by developing leaders at a responsible pace rather than growing them too quickly.

Just Trying To Keep Volunteers Satisfied

The number one reason why people volunteer is because they are asked. They continue to give their time, energy and resources when their needs are met. Volunteer leaders want to know their contribution makes a difference; for others to recognize their outside responsibilities; to have their needs met; to be successful and to be appreciated. Appropriate recognition is always a good strategy for keeping volunteer leaders involved and motivated, but it need not be limited to the obligatory plaques and thank you's. Creating a bias for action within the organization or providing support and skills lets individuals know that their efforts are important. Perhaps the best thing that can be done to keep volunteer leaders involved and motivated is to not punish them for their good performance. Burnout is most likely to occur when responsibilities grow to the point that they interfere with the rest of a volunteer's private life.

A legacy of outstanding leaders is one of the most important gifts a volunteer leader can give to an association. Members are continually raising the bar. They expect their leaders to clear it every time.

© 1993 Pennington Performance Group; Dallas, TX. All rights reserved.
This article may be downloaded for personal and professional development. Copies may be shared within an individual organization. All other uses of this material are strictly prohibited without written permission from the author.

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