As promised in a recent post I’m sharing more thoughts on nonprofit leadership. Today’s post is based on my reading of Doing More with More: Putting Shared Leadership Into Practice, a Nonprofit Quarterly article. It offers a nice overview of the key ingredients needed to bring about collaborative leadership that in turn results in enhanced nonprofit capacity.
If you're thinking about offering volunteer stipends, or allowing employees to volunteer, be sure you understand how labor laws might affect you. Here is a brief run down.
In the harried rush to meet deadlines and respond to email, phone calls, and crises, we often communicate the best we can to our colleague, cross our fingers, and then rush of to the next thing. But is this most effective tactic in the long run? Probably not -- not with our paid staff and certainly not with our volunteers.
In the midst of scandals and declining trust, businesses are increasingly concerned with maintaining a positive brand reputation in the public eye. This represents a potential windfall for nonprofits who are looking to leverage needed resources from the business community, including volunteer support. So, what does buisness want?
Investing in nonprofit leadership development seems like a luxury nowadays, but is it? Does it make sense to invest in proactively developing team leadership skills? Or should we continue to let folks learn through endless trial and error, just like those of us who’ve been around for a while did? Do we have the time? What happens when the large percentage of Boomers who make up the majority of our nonprofit executive ranks are ready to retire? Who will take the reins, and are they ready to succeed?
How to Engage the New Remote Volunteers In Part I of this post, I discussed the changing nature of the workplace and how technological advances affect how we can work with remote volunteers. In today’s world, most volunteers are both virtual and mobile -- even those that work on-site -- because many already access information, [...]
As our economy evolves, I hear the frustration expressed that volunteers aren’t available any more. Two reasons are often cited -- 1) Older volunteers are delaying retirement, and 2) Unemployed volunteers are returning back to work. But, I wonder of this is the case.
If mastery, autonomy and purpose are keys to motivation, there is no better way to motivate volunteers than through leadership programs that allow volunteers to experience all three. But, how can you inspire volunteers to lead and support them when you have no time and little money?
If you’re like most volunteer program administrators, you “wear many hats.” The constant need to multi-task is a critical issue that needs to be addressed. But, given the current economic climate and budget shortfalls, it’s not likely that help is on the horizon. To succeed in this environment, we may need to work smarter, not harder.
Why not integrate volunteer workplace wellness programs into our volunteer recognition and retention strategies?