This is the second in a series of articles on the Changing The Paradigm Research by the Points of Light Foundation. In 1991 The Points of Light Foundation interviewed over 400 people in more than 20 organizations in 5 regions of the United States. From those interviews they identified 11 characteristics of organizations that were highly effective in the involvement of volunteers (Allen, 1995). These eleven characteristics were combined into 4 overall principles. This month's article deals with the second paradigm principle.
The three characteristics contained within Paradigm Principle #2 describe specific ways in which internal management practices contribute to and nurture high impact volunteer involvement.
Combine Inspiring Leadership with Effective Management:
Research indicates that leadership within an organization has a critical impact in shaping the nature and scope of volunteers within the organization. Volunteer programs do not thrive and grow based on the isolated efforts of one or two people. Successful programs need support, encouragement and commitment from organizational leadership. Organizations that are highly effective in the engagement of volunteers consistently display a high degree of shared leadership. The degree to which shared leadership is valued overall within the organization directly impacts the quality of the volunteer program. Shared leadership, that is, leaders at all levels - boards, CEO's and middle management - working in concert, is the most effective model for encouraging and facilitating high impact volunteer involvement within organizations.
"Executive directors must strive for win-win leadership so that staff, volunteers, clients and the organization can fully benefit from the activities of volunteers. A volunteer program cannot be seen as an 'added program.' It is not an afterthought, but rather is central to the planning process and involves leadership at all levels of the organization. Boards should consider what types of volunteer opportunities they could be offering as a part of their long range visioning. Executive directors must support and recognize managers that effectively engage and supervise volunteers. Staff can gain insights into management functions through supervision of, and work with volunteers." (Merrill, 1996, p. 4)
Volunteer program directors should serve as the focal point for leadership, but management functions should be dispersed through the organization among all levels of management. For many, this is a change from traditional their "manager" role. Managers that move to shared leadership and team concepts change their role to one of facilitator, systems manager, strategist, resource coordinator, and collaborator. In organizations that foster and support shared leadership the volunteer program director moves from being a hands on manager of people to a manager of the systems and relationships that surround and support volunteer efforts.
"Where before the volunteer administrator directed the work of volunteers, now the need is for the volunteer to be managed by staff specialists who have the skills to insure quality work. The volunteer program executive then steps into the role of facilitator of the relationship between volunteer and work supervisor. The volunteer administrator therefore, turns her attention to the relations between volunteers, supervision staff, work and clients and helps to insure that the systems that surround those relationships empower rather an impede them." (Vineyard, 1993. P. 189)
As organizations move toward shared leadership, volunteer program directors may find the need to develop new skills and processes to facilitate the smooth integration of volunteers into management and service delivery systems. They may find themselves as advocates, influencers, change agents and internal consultants.
"The role that volunteer directors of the future will adopt can best be described as 'Internal Consultant.' In increasing numbers, directors of volunteers will be called upon to be resources to others. This will force them into roles as internal consultants, who are called on to assess needs, suggest responses and offer options for assistance to remediate problems. More and more we will need to hone our consultancy skills so that we can in effect influence outcomes which we cannot manage." (Vineyard, 1993. pp. 193-194)
Barriers to volunteer engagement will be identified and addressed at all levels. Volunteer program directors will not solve problems, but rather will bring together the people within the organization and facilitate the solution of problems.
"Organizations with highly effective volunteer programs have turned threats into opportunities, weaknesses into possibilities. They have turned potential objections, obstacles and barriers into learning opportunities and they foster the value of shared leadership by involving everyone in the creation of mutually acceptable strategies and solutions." (Merrill, 1996. p. 11)
When there is respect for and commitment to volunteer involvement at all levels, you will find high-level volunteer engagements that identify the organization and its leadership as models of excellence within the community.
References:
Allen, Kenn (1995). Changing the paradigm: Self-assessment kit, team member's workbook. Washington, DC: Points of Light Foundation.
Merrill, Mary V. (1996). Combine inspiring leadership and effective management: The underpinnings of a strategic volunteer program. Washington D.C.: The Points of Light Foundation.
Points of Light Foundation, (1996). Changing the Paradigm: Volunteer involvement self assessment kit. Washington, D.C.: Points of Light Foundation
Vineyard, Sue (1993). Megatrends & volunteerism: Mapping the future of volunteer programs. Downers Grove: IL: Heritage Arts Publishing.
Lynch, Richard (1995). Changing the Paradigm: Laying the foundation with mission and vision. Washington, DC: Points of Light Foundation