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By Penny Kern

I’m still cleaning out drawers. After almost twenty years in the volunteer manager business, I don’t think this chore is going to end any time soon.

Anyway, I found a packet from a workshop I did in 1992. It was on leadership and on the very first page there was a quote from John Foster Dulles, Secty of State under Eisenhower. He said, ” The measure of success is not whether you have a tough problem to deal with, but whether it’s the same problem you had last year.”

That makes me stop and think! Do you continue to have the same problems, complaints or concerns year after year? Maybe it’s time to take a deeper look at yourself and how you do things.

Have any suggestions for how someone can get off this treadmill?

Let us know!

Penny Kern is a retired manager of volunteers and is a featured blogger.

By Anne Schink, CVA

I recently taught a class for managers of volunteers and it was interesting to see who actually showed up for the class. We had an executive director (the only paid staff) of a local land trust, an office manager of a nonprofit that was almost entirely run by an all-volunteer board, a department director of a housing complex, an event planner from a local business development organization, a brand new staff member of an animal rescue organization, and three staff members of a large youth-serving organization. I point this out only as a reminder that who we define as a manager of volunteers varies widely from organization to organization. On the up side is the fact that organizations of all types and sizes recognize the importance of volunteers in achieving the organization’s mission.

Clearly no one job description would cover this disparate group of participants. Yet many of their concerns were the same. While they all expressed the desire to increase the effectiveness of their volunteer programs, their expectations about what these people would do and what kind of people they were trying to attract was all over the map. Most of them had a mental picture in their heads about who was ‘typical’ for their organization. It took some stretching for them to see that they might have to re-think their vision if they were going to attract tomorrow’s volunteers.

In a recent Webinar I attended, the presenter said that tomorrow’s volunteers wanted the four F’s in their volunteer assignments—Flexible, Fast, Friendly, Focused. That goes for Board members, volunteers functioning as external consultants, behind the scenes administrative support, or direct service positions. No one, in any generation, is signing on for life these days. Flexible means that the position is shaped to match the volunteer’s schedule, not the other way around. Fast means a quick response to their initial inquiry and a quick turnaround in placing them. If you don’t catch them the first time they try to reach you, they will go elsewhere. Friendly means that you need to welcome them, make them feel part of your organization, and give them a meaningful role working with others. Focused means deadlines, time limits, and real measurable outcomes.

This may fly in the face of more traditional ways of creating a volunteer program, but it is a reminder that this is an ever-changing landscape. Having clearly defined job descriptions is the foundation of a sound volunteer program, but the experienced, adaptive manager of volunteers will make the changes required to build a creative program that meets a wide variety of interests and personalities.

Anne Schink, CVA is a Consultant in Volunteer Management and a featured blogger.

By Elizabeth Cole

What do you think of when you hear the word coach? While your mind may have wandered to your little league experience in elementary school or your favorite sports team, coaches are not just for athletes! Volunteers are likely to encounter many situations where personal coaching would make a big difference in their performance, whether it’s improving communication, resolving conflict, or making better decisions.
Supervisors who apply a coaching model ask open-ended questions, helping volunteers to discover answers and solutions on their own. In this way, coaching respects individual capabilities and encourages self-development and personal confidence. It leads to greater reflection, awareness, and increased performance.
Though this process takes more time than just telling volunteers what to do, it is an investment that will help you uncover their full potential. Being provided with all the answers does not encourage learning or self-development. Coaching, on the other hand, teaches a process of problem-solving and analytical thinking is useful in all spheres of life.

Good coaching requires practice. When the rest our work and life moves at a blistering speed, coaching forces us to take a step back and slow down. For people used to firing off responses to questions or problems as quickly as possible, walking someone else through a problem-solving process can be hard to get used it. Additionally, it is really difficult to keep from jumping in with all the answers and solutions, especially if you feel like you know better.

As difficult as coaching can be at first, it gets easier. You will be rewarded with more thoughtful responses and a more capable volunteer-force. I will be back next month to introduce a model that will lead you step by step through the coaching process. Until next month, happy New Year and keep up the good work!

Elizabeth Cole is an AmeriCorps VISTA with the Maine Commission for Community Service and a guest blogger.

By Michael A. Aiguier

Recharging our batteries. Rekindling the passion. Getting your groove back. Whatever you call it, finding ways to remind ourselves of why we do what we do is necessary to enable us to do the best job possible.
Volunteering outside of the realm of what we do for work is helpful, because it not only gives us insight into what our volunteers are going through when they come to us, but how other volunteer managers are dealing with their volunteers. I have found many situations where there are things I should be doing differently, either because the people I am volunteering for are doing the same thing I am doing and I don’t like it, or because I am not doing something they are doing that I find makes my volunteer experience more enjoyable.

I also like to write out the affects that the volunteer coordinating I am doing helps the community. Not a formal thing for a report or advertisement, but a semi-fictional story about someone we might have helped through the work we do. Sometimes changing the way we think about the effect we are having can change the way we think about ourselves. A little ego stroking is not a bad thing when it can make us more effective agents of positive social impact.

Watching entertainment that has inspired us in the past to do what we do is always something that helps me. I am an easy mark for films about social injustice being righted and people taking action when others wouldn’t. I don’t know if you saw the film “The Way We Get By” about troop greeters in Bangor, ME, but I empathized completely with a Mr. Knight in the film when he talked about life having meaning only because it made other people’s lives a little better. I know I am not getting it exactly right, but the sentiment is the same.

Preparing to speak to others also helps, because we have to put the best light we can on our work. If we can’t figure out what to tell others about why what we do is important, we should re-evaluate what we are doing. How did we get involved? Someone communicated to us effectively what the issue was and how it might be solved. This is the true way to keep us going, because when we can see enthusiasm for what we do in others, it brings us back to where we were when we first got involved. That makes us want to be that person again. We might not be the best orators, I know I am not, but reaching one to two people about our efforts will create the sustainability that we are all looking for.

So, in conclusion, let me encourage you to find something else to do, work up your resume, kick back on the coach and watch some movies and brag about yourself a lot more. You deserve it.

Michael Aiguier is an AmeriCorps VISTA serving at the United Way of Eastern Maine and a guest blogger.

By Rochelle Runge

In partnership with VolunteerMaine.org, the Maine Commission for Community Service sponsors both this Blog and the VolunteerFare Newsletter, in and effort to provide you with news and information on the sector and relevant educational topics to help further your professional development.

Our newsletter contributors and bloggers aim to target messages that will be helpful to your work and interesting to read. In order to help us focus our energy please take a few minutes to answer this short 7 question survey on VolunteerFare and the Blog. Thank you in advance for your help!

Rochelle Runge is the Public Relations Representative for the Maine Commission for Community Service and a guest blogger.

By Martin J Cowling

In a few weeks time, the Blaine House Conference on Volunteerism will convene under the theme: Compassion-Action-Change.

As I prepare my presentations for the conference, I have been reflecting on these three words and particularly the word: Compassion. What is its meaning? What does it mean for our not for profits? For our communities? Our nations?

In Nick Hornby’s 2001 novel “How to Be Good”, he tells of a character who decides to be “good” to the utmost extent. His goodness becomes sickening and suffocating. This is not the sort of compassion we are looking for.

What is the compassion we are looking for?

Compassion is not a term we often hear in business or government. Even in the not for profit sector, it is not always welcome. The word seems to cut across much of how we are told that we “should” behave in these fields. We are told that we are supposed to be “tough, unyielding, undeterred, competitive and focused.” As a result, compassion, for many sounds like a soft or as passive word.

Compassion is the human emotion prompted by the pain of others. The feeling often gives rise to an active desire to alleviate another’s suffering and therefore ultimately to altruism. The basis of compassion is therefore: “Do to others what you would have them do to you.”

This is a value therefore that is fundamental to our societies. Far from being a passive word, compassion implies strength, courage and determination to act. It is definitely neither a sickening or suffocating term.

There are many many volunteers across the globe who show compassion through their own lives.

I was recently visiting a couple who have taken in children into their home. Children abandoned by parents who are unable to care for them. This couple opened up their home and their lives to children who need love, care, good modeling and an education.

In the severe fires that swept Australia in early 2009, volunteers took in and protected Koalas that had been burnt by the fires. In New Orleans volunteers took in the cats and dogs that were stranded in that city.

Compassion drives “Doctors Without Borders” volunteers in Africa operate on people impacted by natural disasters and war, often under the most terrible of conditions. These examples are compassion in action.

When people come to us to volunteer, motivated by the compassion they feel to a person/people/cause or issue, how do we deal with this?

Do they find an organization motivated by compassion? Or do they experience something which undermines that compassion. When people hear about your board meetings, attend your internal meetings or read your internal emails, memos and notices, do they see an organization that’s very soul is one of compassion?

Do they find organizations that help people live out this compassion that they feel? I was working with a charitable organization where one volunteer said to me “I wish we treated each other as well so we treat the clients”. That’s an indictment on that not for profit and its culture.

Do incoming volunteers find organizations that reward compassion? In most volunteer based organizations we reward the volunteers for the number of hours, they complete or how many years they have served. Do we ever reward volunteers on how they live out the values of our organization? Is the “Volunteer of the Year” chosen because they turned up a lot or because their life exemplifies the values wee are seeking?

Our volunteer involving organizations were generally started by people with compassion. How do we maintain that compassion in the future legions of people who follow? Three simple ways?
1. Lets talk about our values including the compassion of the founders
2. Let us deliver our services with those values
3. Let us reward these values

I would be interested in your feedback on how you do this and how we can support each other to do this.

Martin J Cowling is the CEO of People First -Total Solutions and the Keynote Speaker at the 2009 Blaine House Conference on Volunteerism.

By Suzanne Gastaldo

Successful management of volunteers is key to securing funding. What better way to justify your bottom line. We employ a mere 2.5 full-time positions, but oversee 140 volunteers who successfully implement our mission, fundraise, strategize and direct our organization. Prove you can manage volunteers successfully - audit their time and document it. This type of data tracking and reporting - total annual volunteer hours gives your organization credibility whether you are standing in front of a group to ask for funds or to include in a grant appeal.

Next, understand that no two volunteers are alike. A volunteer over 67 years old has a different agenda then a 25 year old. Maybe your organization has traditionally used all retirees as ours had. The historical demographics of our Literacy Volunteers have been graduate degree/professionals that have retired in Maine and want to give to our communities. They have the time, commitment and even resources to supplement the organization. Well they are the perfect volunteers…..so do you turn away the 30 year old with children in school? Rethink the profile. Restructure your organization to capitalize on available volunteers of all ages.

A balance turns out to be just what is needed. The younger volunteers often offer shorter stints, but they offer new technological ideas, they are sometimes more suited to certain learners. We are offering them training, career experience, and incite into the world of illiteracy. They can develop a new passion for adults who can’t read. We are helping to create a new society. Think globally. The younger unsettled volunteer can require more time but their gains in association with your organization are so valuable. Their next step may be more insightful and more meaningful for the next target of their volunteerism. When you have a great organization that is well run, organized, and successful – it benefits everyone to share the experience. You may be surprised with the unexpected results.

Lastly, volunteers need to be empowered. Allow the volunteer time to create his or her unique experience within your organization. It is when they are free from constraints and rules coupled with appreciation and support for their individuality that they develop as a volunteer who may surprise everyone in the direction they bring your organization. Successful managers keep an open mind. Do you want to learn more about our organization? www.tricountyliteracy.org

Suzanne Gastaldo is the Adult Literacy Volunteers Program Director for Sagadahoc, North Cumberland, and Lincoln Counties in Maine and is a guest blogger.

By Heather Banester Bassett

Remember being told, throughout your high school years - “Get Involved”, “The more well rounded you are the more likely you’ll be accepted into college.” Well, this remains to be true even throughout your working years. When applying to colleges, high school students are trying to set themselves apart from “the other college applicants.” In the working world, especially today, people are finding that they are to set themselves apart from “the other job applicants.” So, what does it mean to “Get Involved” in the working world? Just like in high school, volunteerism is one way to “Get Involved.”

Maine has experienced an increase in unemployment over the past year and with this comes an increase in people competing for the same jobs. Employers have seen a dramatic increase in applicants. The competition amongst job applicants is fierce in most cases. This increase in the unemployed and increase in competition over limited jobs then leads into an increase in the period of time in which a person remains in a job search. This period in which people remain in a job search results in gaps in employment history.

I reached out to my Maine Human Resources Network and asked employers to share some thoughts on volunteerism and the role it plays with job applicants. Here is what I heard.

Although most employers understand that the current economy has caused a majority of the unemployment and a longer unemployment period for some, it does impress employers to see that people remain “Involved” during their period of unemployment. Beverly Frizzell-MacCallum, Human Resources Officer at Androscoggin Bank replied “I would view it as a positive if someone were to use that down time as a chance to get involved with volunteer work. What a great way to show that you made the proverbial lemonade!” Krista Thurlow, Branch Manager at Bonney Staffing Center in Biddeford, Maine also shared insight on filling gaps in one’s employment history on their resume, “…I am always more impressed by someone who can tell me they have been volunteering, rather than ’sitting home, or not quite sure’ what they have been doing the past 10 months (they have been out of work.)” As for setting yourself apart from the other applicants, Lisa Janelle, Vice President of Human Resources at Sebasticook Valley Hospital mentioned “…a person who volunteers over time at something they feel passionately about just speaks volumes about that individual’s character.”

Besides the extra boost volunteerism can add to your resume, the act of “Getting Involved” can help you gain relevant experience. Krista Thurlow credits her volunteerism work with a Policy Council at a nonprofit for her transition into an office environment. “From my perspective, volunteering absolutely CAN help a resume! Especially when there is a person looking to transition their skills and/or gain experience in a new field…I had experience working retail/food service, but had gone to college for business.” Because of her personal career transition success with volunteerism, Krista promotes volunteering to job seekers she councils.

Volunteerism can give you that extra kick to get you out networking. “Getting Involved” can increase your exposure to business leaders, community leaders and job opportunities that you may not have heard about otherwise. Beverly Frizzell-MacCallum mentioned “…one of the best things about volunteering is the contacts that you can make in the community. Many business people are involved in non-profits and it is a great way to make connections and learn of opportunities.” She also suggests utilizing your volunteerism contacts for references.

Managers and volunteer project leaders can play a key role in assisting job seeking volunteers. As a manager or leader of a volunteer projects, capturing a volunteer’s interest to gain additional experience is a sure sign that you will have a dedicated volunteer. Capitalize on these opportunities and engage your volunteers. It may open the door to more support in areas that you would not have thought about before. Be sure to document the experience the volunteer gained and after a job well done, be sure to offer a letter of recommendation. This reciprocal support between volunteer manager and job seeking volunteer can have a lasting impact and possibly a long-term volunteer and advocate. Your newly employed volunteer may also pave the way to new networks at their new place of employment. Isn’t that what networking is all about? Job Seeking Volunteerism – a win-win recruitment tool for volunteer projects.

What is the best way to list volunteerism on your resume? Now it’s time, as the job seeker, to set yourself apart from the other job seekers out there and show that you are a well rounded individual. There are many schools of thought when it comes to resume templates. Regardless of the template, do not list your volunteer experience with your regular paid employment history. You don’t want to mislead the reader into thinking it was a regular job. If the experience is relevant to the job you are applying for, add the experience you gained in the qualifications section if you have this as a separate listing. Add a section under your normal job history called “Relevant Experience” - list Volunteer, (title if any), Organization, City, Sate, Time Period and List out the relevant experience gained. If the volunteerism is not directly related to the position you are applying for, simply list your volunteer projects under Associations and Activities - list Volunteer, (title if any), Organization, City, Sate, Time Period. Highlight your volunteerism in your cover letter, especially if the experience is relevant and also if the volunteerism took place in between jobs.

Volunteerism - a great way to boost your resume, close employment gaps, build your network, stay connected, show that your an involved and well rounded individual, and all the while, doing a wonderful thing for someone or something else.

Heather Banester Bassett is the Marketing/PR Director for MyJobWave.com, Employment Times and HRTimes Magazine. She has been an active volunteer for career and human resource related organizations like Maine Career Development Association, Central Maine Human Resources Association, Best Places to Work In Maine and is a guest blogger. For more career related tips and articles visit www.MyJobWave.com.

By Lori Jean Mantooth

What are the goals of your organization? Are you able to meet these goals with your current staff capacity? Would you like to expand your current efforts and take on new projects? Volunteer leaders can help you do that!

A volunteer leader is a volunteer who leads others in service. Volunteer leaders may plan and/or lead projects; lead others in ongoing service; organize, lead, and inspire other volunteers; or represent an organization to volunteers and the community.

The community is full of potential leaders, and by tapping into their skills, ideas, and passion, your organization can greatly expand the work it does in the community. Volunteer leadership creates a community of committed leaders who care about and understand your work. You can also increase volunteer retention by offering current volunteers greater responsibility and different opportunities.

Volunteer leaders are a key part of the HandsOn Network model of service and civic engagement. From serving as project managers on large days of service to organizing KidsCare Clubs, HandsOn volunteer leaders serve in a variety of ways.

HandsOn Action Centers use many different methods of nurturing volunteer leaders. Here are a few tips:
• Engaging them in meaningful positions.
• Get to know the volunteer leaders, why they are serving, the skills they have and the ones they want or need to develop.
• Keep them motivated and engaged through regular training, meetings, or email or other social networking tools.
• Coach and mentor the leaders and support them as they plan projects and lead others.
• Pair volunteer leaders to learn from and support each other.
• Provide training opportunities for personal and professional development.
• Host informal social gatherings at local cafes.
• Recognize their service. Consider national volunteer recognition such as the President’s Volunteer Service Award, the Daily Point of Light, or L’Oreal Women of Worth

Through a cooperative agreement with the Corporation for National and Community Service, HandsOn Network provides free online courses on leveraging volunteers. Visit http://www.nationalserviceresources.org/online-courses for these and other courses:
• Utilizing Volunteers as Project Leaders
• Engaging College Students as Volunteer Leaders
• Volunteer Management
• Project Planning
• On-site Project Management

Lori Jean Mantooth is Director of Training & Consulting Projects at HandsOn Network and a guest blogger.

Generated by Points of Light Institute, HandsOn Network equips, mobilizes and inspires people to take action that changes the world. Our Network, now the largest in the nation, is leading people from impulse to action, turning their ideas for change into real projects like building wheel chair ramps, watershed protection projects and tutoring programs – action that addresses critical issues facing our communities, our nation and our world. The Network includes over 250 affiliates—that serve in all 50 states and in nine countries. In 2007 alone, these HandsOn Action Centers helped to deliver more than 33 million hours of volunteer service valued at 1.2 billion dollars.

Dani Arbour

We all need volunteers to help us accomplish our mission. For me, it’s ensuring the lives of the animals we care for are enriched and comfortable during their stay. This doesn’t always mean working with the animals, however. Many of the tasks necessary to run the shelter are dull – data entry, photo copying, cutting blankets, washing dishes – boring but important tasks. It’s difficult to retain volunteers for most of these tasks because of the monotony. I try to break it up through work with the animals as well, but once they begin to work with the animals they often give up the boring task.

These tasks are extremely important as we work to keep donor information updated and clean dishes available – so how do I keep the volunteers assigned to these tasks happy and coming back? Every once in awhile there is one person that has no problems with the repetitive nature of the job, but most give up after just a few weeks. Any suggestions on making the “blah” more fun?

Dani Arbour is a featured blogger and the Volunteer and Events Manager at the Bangor Humane Society.