Today is International Volunteer Managers Day, celebrating arguably the most underrated person supporting the Australian Sports Commission's Play Well objectives because they are the linchpin of recruiting and retaining our most valuable asset - volunteers.
In this article, founder Darren Anderson shares five core principles that have guided him as a volunteer manager over the past 18 years:
Principle 1: Treat volunteers as a community, not a commodity
When volunteers are treated as chess pieces, moved around a board as required, your chances of retaining them over time are slim to nil. Building a feeling of community is a prerequisite to building a feeling of belonging, and belonging is a prerequisite for retention.
Principle 2: "Purpose before pay"
So you aren't in a position to pay someone - that's OK! Offering someone purpose is often a much greater driver and I believe there's a core truth as humans that once our basic needs are met (food, shelter, safety) we will always make time for the things that bring us enjoyment, purpose, and belonging.
Things you can offer someone when you have zero budget:
Status
A job title
A mission to join
A story about their impact
Principle 3: Ask for applications, not help
This tactic is part of how we bring purpose to volunteer roles: start from the basis that your volunteer roles are valued roles that bring status to those who hold them. "Help wanted" sends a signal that anyone can do the job; asking for EOIs or applications conveys that 'this role is sought after and carries importance'. Don't get me wrong, we might end up begging on our hands and knees later, but let's avoid it if we can.
Principle 4: Start with ONE
Before volunteer managers can worry about finding 50 volunteers, they need to focus on finding ONE. The one in front of them right now, or the next one they acquire. Two reasons that's very important:
If you shift your focus too quickly to finding volunteers 30-50, you'll likely lose volunteers 1-29 soon after. It's like the "spinning the plates" entertainer, you have to continually focus and check-in on the first plates you put into motion.
If you work hard to find the right one, the work as a volunteer manager gets much easier from there. Look at any of the great sport programs, clubs, or movements - they started from one passionate volunteer. Someone who believed in the program, enjoyed the work, and their passion attracted other passionate people. Passionate people attract passionate people - that's actually a principle worthy of being Principle #5, and something for volunteer managers to constantly remember.
