Leadership & You #9
Last week I outlined how volunteering is perhaps one of the best leadership development programs anyone can undertake – and it is free! This week I am going to explore what demotivates volunteers, and hence increases the likelihood they will stop being involved. Volunteer participation is the responsibility of leaders, and I provide a checklist to help ensure leaders are doing everything in their control to maximise the likelihood of volunteer attraction and retention.
In regional and rural Australia, an active volunteer base is crucial to help foster a strong and inclusive community. However, there is an issue. Many volunteers are quietly quitting their volunteer roles, or indeed not bothering to volunteer at all.
Volunteer motivation is a key factor in their continued commitment and contribution to any community organisation or charity. However, certain factors can demotivate volunteers, leading to decreased engagement and even attrition.
Understanding these demotivators is essential for the leaders of any charity, community, or volunteer organisation.
What follows are ten common factors that can and will demotivate volunteers:
1. Lack of appreciation and recognition: Failing to meaningfully thank, recognise, and appreciate the efforts of volunteers by their leaders and community will dampen enthusiasm and foster feelings of not being valued. This demotivates energy and enthusiasm and will sap volunteer commitment.
2. Poor communication: Often the problem is an absence of communication, or an understanding of what effective communication is. Different generations have different communication requirements. Just because you sent it or said it, does not mean it was heard or understood.
The single biggest problem with communication is the illusion it has taken place! – George Bernard Shaw
3. Burnout: Overworking the more capable volunteers with excessive responsibilities or continuous demands of time will lead to burnout and demotivation. A leader needs to ensure any volunteer request has a balance between the needs and demands of the organisation and the time availability of the volunteers.
4. Feeling unheard: This is especially important for new or younger volunteers. Having a voice is one thing, being heard is another. Often large personalities can dominate a volunteer organisation, drowning out the voices and contributions of others.
5. Supervision v autonomy balance: No one has ever said they perform better when they are micro-managed. Likewise, no one has ever said they perform better without training and support. Key is getting the balance right. People want autonomy but also to know that they are capable of doing what is asked of them, and that they have support and back up if required.
6. Conflict and drama: Volunteering for a dysfunctional organisation is draining. Negative personal dynamics or unresolved conflicts are a sure way to demotivate people and see volunteer numbers plummet.
7. No personal connection: Any volunteer needs to feel they are a valued and respected member of the team. They need to feel their contributions matter, and feel they are part of a welcoming and inclusive team environment.
8. Inflexibility: It is important to be flexible about scheduling and time demands of volunteers so as to accommodate their personal needs and commitments. Time is all people have. When volunteering clashes with personal commitments, this always fosters internal personal conflict, leading to an attitude of indifference.
9. Needless red tape: Excessive bureaucracy, paperwork, or administrative hurdles can be demotivating for volunteers who wish to simply volunteer their time and expertise to a cause.
10. Toxic leadership: Put simply, a toxic leader will kill any organisation. In any volunteer setting, stable and motivating leadership is essential. If the leader makes their needs the centre of focus, this will create feelings of anxiety, conflict, distrust, and turmoil. If this is the case, volunteers always walk away.
To prevent volunteer demotivation and attrition, leaders must prioritise clear and effective communication, meaningful recognition, genuine support, and ensure a welcoming and inclusive volunteer experience. Start by asking existing volunteers what their lived experience is with the organisation and use the above 10 qualities as a checklist of current performance.
A “Voice of Volunteer” (VOV) process is the first step in gauging the culture and engagement of volunteers by hearing their thoughts and needs. This is a conversational process, not a survey! Listen to hear – do not listen to reply
Leadership Lesson
The leaders of any volunteer organisation are responsible for the culture and energy of the organisation. All team members are responsible for the team chemistry to ensure it is welcoming and inclusive for all members.
Facta Non Verba = Deeds Not Words
