Providing Micro-volunteering options is more than nice, its a critical if you want to build your organization's volunteer muscle, scout new talent and engage the busy boomer, the elusive Xer and the expressive millennial. Here's one approach to finding the right jobs.
High on the list of things we too often burden our chapter leaders with is adopting complicated rules and procedures. One example? “Chapters should follow Robert’s Rules of Order for all meetings.”
According the 2016 Chapter Benchmarking report, associations lean on chapters for member engagement, leadership development, membership recruitment, marketing/communications and local resources – rating these elements as 'absolutely essential' to 'essential' roles. The rub comes in their ratings on effectiveness in those areas - all of which generated a gap between importance and effectiveness.
The first Chapter Benchmarking Study sought to shed light on association chapter programs from structure to support to measurement. In this report you'll find data on a standard practices regarding membership, programming, requirements and metrics for chapters as well as insight on questions such as are chapters still relevant, are associations making changes to chapters and how do we evaluate our chapters.
I love it when an idea is repeated. For then, we being to analyze (read Joe Rominiecki’s article Chapter Restructuring: A Board’s Most Difficult Job). And then the idea gets intentional thought (read Jamie Notter’s excellent post Engagement: Local vs. National). And finally we get brave enough to act. I’m talking about changing the approach to chapters.
Volunteers for all types of organizations are asking for change - change in how they volunteer, when they can volunteer and where they volunteer. They are asking for flexibility in their volunteering. Organizations that are responding are doing so by re-imaging their volunteer program.
Distributed teams are a common theme for association volunteer leaders as most find they are leading a group of individuals scattered throughout a state, across the US or around the globe. This is counter to what we experience in our regular job. Yes, that is changing, but still few of us have the skill set to match this type of leadership.
One commonality among association volunteer leaders is the nature of the teams they lead: distributed. Leading a distributed team presents challenges that many of us don’t have in our day-to-day jobs (although this is increasingly changing) so it’s a skill we need to help volunteers build. In a training for volunteer leaders on the topic, I offer a key ingredient for success: a commitment to communications.
July is a month of turnovers in association volunteering. This is the time we greet new volunteers to committees, chapters and boards. It’s the time we welcome new committee chairs. Whether it’s July for your association or another month, the question is always “where do we start?” when it comes to preparing our members to take on volunteer roles.
“It’s an embarrassment of riches” is how National Museum of African American History and Culture’s Director of Education Esther Washington described their volunteer pool. As the museum readies for its September 24 opening, Washington is busily preparing their 300-vounteer workforce. There are many amazing elements of this story which offer insight for associations.
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