Volunteer coordinators are awesome, positive people committed to mission-driven organizations. But they aren’t above a few pet peeves. Here are a few things that might bring even the most upbeat among us close to becoming a #headdesk gif. (As told by real volunteer coordinators.)
Pain Point: “Trying to find a balance between maintaining volunteer enjoyment while not straying from the mission of the organization.”
How to Handle It: If you have a volunteer who is excited about an idea or project that isn’t a good match, there may be ways to redirect that energy without stomping out the volunteer’s enthusiasm and losing them forever. Before you give an outright “no” – try to ask a few questions to get to the heart of why the volunteer is so pumped about the idea. Can you channel the core concept that gets them fired up in a way that better aligns with your needs? Encourage them to pilot a smaller version of a concept before sucking your organization into the logistics. Maybe the golf tournament fundraiser turns into an evening at the driving range the first year?
Pain Point: “Internal employees and/or leadership not valuing the role of volunteers and investing appropriately.”
How to Handle It: If you’ve been making your case with metrics and data, maybe switch to testimonials and storytelling (or visa versa) to find the language that resonates with different members of your team. Put faces to names, to help connect your paid staff to your non-paid volunteer base.
Pain Point: “Volunteer turnover. You will always have one-off volunteers or people wanting to use their VTO, but they still have to go through the same protocol and training.”
How to Handle It: Yes, it’s frustrating to bend over backwards to offer a volunteer training in the evening and then have three quarters of the volunteers in attendance ghost on you within a month. Try to determine the sweet spot where you get a return on investment from training new volunteers (maybe around 25 hours of service). Try to see if an employer will create a “dollars for doers” match grant for volunteers who reach that threshold and set an expectation that as many people as possible can. Create different kinds of jobs for those one-off or large group projects that don’t yield long-term relationships but provide important exposure for your organization.
It’s OK to feel the frustrations of your role – especially when you can look at them critically and consider how to make changes that will benefit your organization and your avid volunteers.