- This topic is empty.
-
Posts
-
As some of you know, I’ve been involved with leadership in a non-profit. This has been in place of my church service which imploded when I asked to be released from a calling a few years ago. In the non-profit I honed my skills in “calling” volunteers a while ago…I read two books on how to work with volunteers. I also devised an initial questioning process that sets expectations in a kind, volunteer-directed way, while also helping me learn about the person’s skills, strengths and time available. This was to guard against my tendency to expect too much from people and get disillusioned -as I have in the church.
This has led to a few people deciding not to get involved after the initial interview — which I’m OK with. I realize that when someone decides the implied level of commitment is too much, they save me many hours of work orienting them, only to find they are not willing to do the work.
I am contemplating putting something together an orientation video for new volunteers. There will be a lot of positives about how we do the work of our organization, but there will also be a section where I list the benefits of following through on commitments. What do you think of these? Can you add any other benefits?
Quote:When you follow-through on assignments:
1. People trust you.
2. You enhance your reputation in the business and residential community.
3. You energize your team and the non-profit leaders.
4. You accomplish good things that benefit the community.
5. You attract talented people who want to work with you.
6. You strengthen the reputation of the non-profit organization.
7. You exemplify our value of “Ownership and Responsibility”.
When you don’t follow through on commitments, the opposite of each of these statements is true.
What do you think of this approach to setting expectations/training people about follow through? I want it to be positive, but I want people to realize the consequences of good follow-through, and also lack of follow-through. This is a chronic problem in most volunteer organizations if my church experience is typical…
You kind of beat around the issue, but you might mention the opportunity to network with like minded people, some of whom are community and business leaders, which could lead to enhanced business/employment opportunities for oneself. I would like to say this, but it isn’t something one can promise. So, I left it out. Also, ideally, you want people to serve not only for personal gain, but also for the sake of the organization’s mission. However, I personally feel loyalty to them personally after they put in and support the mission. But I can’t say that as an overt benefit. So, in including those two items may raise expectations beyond what is possible to deliver (inadvertently creating more attrition and lack of commitment) , and may attract people with the wrong motives. That is just my opinion though — I actually had those items in the list originally and took them out for these reasons.
I agree with leaving them off the list, for the exact reason you state. SilentDawning wrote:What do you think of these? Can you add any other benefits?
Quote:When you follow-through on assignments:
1. People trust you.
2. You enhance your reputation in the business and residential community.
3. You energize your team and the non-profit leaders.
4. You accomplish good things that benefit the community.
5. You attract talented people who want to work with you.
6. You strengthen the reputation of the non-profit organization.
7. You exemplify our value of “Ownership and Responsibility”.
When you don’t follow through on commitments, the opposite of each of these statements is true.
What do you think of this approach to setting expectations/training people about follow through? I want it to be positive, but
I want people to realize the consequences of good follow-through, and also lack of follow-through.This is a chronic problem in most volunteer organizations if my church experience is typical… I would leave off #1 and 2, and the “When you don’t follow through….” I don’t think it hurts to point out the rest of it, but, in my non-profit experience, people don’t under-perform because they didn’t “realize” good reasons for performing. It takes a long, long time and just some flat out good luck to cultivate committed volunteers. Aside from setting an example, showing appreciation and providing structure, I don’t think much can be done to force it. My organization is for kids, always a good motivator. Maybe you’ve already said this, but what kind of non-profit are you working for? …if you’re comfortable saying.
It’s a chamber of commerce. but its set up by local government with a matching grant. It also has safety and image mandates (make sure old buildings don’t deteriorate, improve the look of the area, install bike racks, banners, get utility boxes painted to reduce graffiti). support entrepreneurs, attract new businesses. Why leave off #1 and #2? Just curious. I thought those were the most powerful reasons in the list.
- You must be logged in to reply to this topic.