Head, Heart and Hands Engagement BlogThoughts

Linda Llewellyn of Celebrate Volunteers (www.CelebrateVolunteers.com) and Barry Altland of Head, Heart and Hands Engagement Collective (http://HHHEngagement.com) team together to address one of the biggest “misses” in the Volunteer Engagement profession today—Recognition.  Through a series of blog articles, Linda and Barry will tackle the what, why and how that has led the profession to this leadership shortfall, and what we can collectively do about it to get this Recognition train back on the tracks.  Read the series to support your own professional development as a Leader of Volunteer Engagement (LoVE)!  

 Link to Blog Article #1 – ““So, What’s This Blog Series All About, Anyway?”    

Link to Blog Article #2 – “What’s Holding You Back From 21st Century Recognition Strategy?”    

 Blog Article #3 – “The Problem With Saying, ‘We’ve Always Done It This Way!’” 

One of the most common reasons cited for not trying a new Volunteer Recognition practice is, “We’ve always done it this way.”  Every time this excuse for not changing is given, the Leader surrenders to being stuck with the same old results.   As a result, Volunteers are not fully engaged, and their work is not wholly impactful.

 That’s What She Said . . .  

Come on LoVEs! The “We’ve always done it this way” excuse is tired.  A Volunteer Recognition strategy that does not change or incorporate innovation becomes stagnant.  Stagnation results in a less-than-effective Volunteer base, and Volunteers who feel under-appreciated.  If you’ve “always done it this way,” truth is . . . your organization will never get a different result.  

If your Recognition habits remains the same over time, the impact of those Recognition efforts will yield mediocre results at best.  Volunteer satisfaction and retention will undoubtedly be lessened.  Volunteers will be less engaged, and not promoting the organization and its cause, or attracting others to serve, or possibly donating.  Mediocrity will never lead your Volunteers to their full potential, nor achieve your organization’s vision. 

Stagnant and mediocre, how blasé!  Where’s the inspiration?  Inspiration provides the required energy to lead a dynamic, engaged, and impactful group of Volunteers.  Without that energy, the impact on beneficiaries your Volunteers generate will suffer.  

So, what is it you are afraid of?  Fear of change?  Judgment?  Risk? Ability?  All of them?   

Fear of change is normal, yet change is a natural and inevitable part of life.  Change is about growth.  Change propels us toward something greater.  Accept change. Embrace it.  Choose HOW to change to minimize the negative, and maximize the positive outcome. 

Is the fear of judgment, or fear of the risk of changing your Volunteer Recognition strategy a real thing for you?  Again, get over it.  Get used to it.  Yes, there is a risk.  You will be judged.  Innovating how you recognize Volunteers to produce greater results and impact is a risk worth taking.  The judgment just might be positive and rewarded because of your courage.  Innovation’s result is positive and rewarding in itself.  

You may doubt your ability to make an innovative change.  Rest assured, we all have some degree of insecurity.  But, the many resources available online and in your community will help you build your confidence and your competence.  Your local circle of LoVEs is full of knowledge and experience to assist you.  Reach out.  Bounce ideas off each other.  Connect with your CVA peers.  Those in ALiVE and other geographic professional associations.  With a solid support structure, innovating how you recognize Volunteers can be a great learning experience for you too! 

It’s time!  Time to make a change!  After crafting a plan, you can go all in, Texas Hold’em style.  Stop your current practice and begin anew. Make a splash of it!  Market!  Communicate! Share!  Or, you can add a new practice every month so that by this time next year, your new strategy will be fully implemented.  It will have naturally evolved.  

Whether you decide to make changes quickly or gradually, you must begin by engaging your Volunteers and other stakeholders.  Ask Volunteers why they choose to serve alongside your organization, how they would prefer their accomplishments acknowledged, and what they find meaningful. Ask stakeholders what qualities are important to recognize, from their perspective.  Don’t forget to ask everyone who has a vested interest if they have ideas.  You will undoubtedly receive valuable information for designing an innovative Recognition strategy. 

Document what you learn about individual Volunteers in your database to preserve the insights, and make them work to enhance their engagement.  You now have the information you need to personalize Recognition and ensure it brings deeper meaning for your Volunteers and stakeholders.  Whether you implement a new strategy all at once or incrementally, just do something different.  The excuse “We’ve always done it this way” just won’t work anymore as a reason to not change how you recognize Volunteers. Stagnation, mediocrity, low energy and lack of impact will be the likely results unless you conquer your fears and embrace the future . . . and innovation.

That’s What He Said . . .  

Ever heard of Robert Greenleaf? That’s OK.  Most people haven’t.  Not even people in Leadership roles.   

Ever heard of labor unions? Chances are you have.  In some union-friendly states, they are an important part of the labor front.   

Ever ponder why the labor movement initiated in the late 19th century?  It really is a simple cause-effect.  Leaders treated their people like crap.  Those laborers felt so powerless they knew they must band together, organize, and stand up against the treatment that was considered the norm in most organizations.   

Imagine if those brave souls had not risen?  Might leaders have made the changes so badly needed between then and now?  Maybe.  Maybe not.  

Leaders were called upon to change. They simply could not keep doing what they did in the same way.  And as a result, work became more meaningful when the care shown to those who make the results come alive increased.     

And then there is Robert Greenleaf. Even though his name may not ring bells for you, I bet the concept he envisioned and the movement he had borne does: Servant Leadership.  You see, Robert was in a grind, middle-manager job with a major corporate entity in the mid-20th century, and was not impressed with the way he was treated by his “bosses.”  He knew deep in his heart there must be a better way.  So he set out to start a revolution.  One that would change the way Leaders led and engaged those on their team.  And his work made a difference.  Well, for some, anyway.   

Because although Servant Leadership is a term that is recognizable in for-profit and non-profit business in 2018, not every Leader drinks that Kool-Aid.  Old skool management styles still reign supreme in many organizations. Despite Mr. Greenleaf’s work, and the countless books that have flooded the marketplace enlightening Leaders to serve others (including mine), this style is still, sadly, not the norm.   

And it should be.  It must be.  You see, Leaders in the 21st century just don’t have the luxury to do what they have always done.  Change is the order of the day.  A veritable imperative.  A non-negotiable.  Leaders can just toss aside that phrase “We’ve always done it this way,” because the thought and the deed will not be an option to consider.       

Start now, Leaders.  And begin with your Recognition toolkit.  Rely less on the items and the events, while leaning more on your own ability to touch hearts with your timely, specific, descriptive words that catch your Volunteers in the act of doing amazing things.   

Your words will translate into repeat performance, and sustained engagement.  It is the emotional connection that occurs that delivers the ultimate value.  Changing your Volunteer Recognition practice will generate the emotional connection in your Volunteers in a more meaningful, low-cost, high-return way.

 About the Writers . . .

 Celebrate Volunteers, founded by Linda Llewellyn, provides a showcase for non-profits, schools, civic and religious organizations and corporate employee groups to thank, appreciate and recognize their volunteers by sharing the story of who they are and the impact of their service. We provide a spotlight of honor where volunteers shine.  To learn more, visit www.CelebrateVolunteers.com.  

 Head, Heart and Hands Engagement Collective was inspired by a simple notion:  Leaders of Volunteer Engagement need help.  They benefit from guidance.  They deserve support.  They require resources.  They must be provided professional development to be prepared to create meaningful, fulfilling experiences for volunteers who serve alongside their organization.  And, Barry Altland applies his nearly thirty years of leadership development expertise to offer that, and more, to LoVEs.  See it all at http://HHHEngagement.com.    

Alternate Title:  “I Pissed Off Alana in a LinkedIn Discussion Group (and I Am Not Proud of It)”

 I received a phone call yesterday.  Rather random, and it arrived on my full-time professional business line (not on my side-consultancy number).  A rather cryptic Google voice message inspired me to return the call to Alana, from Ann Arbor.  As it turns out, she called me, directly and personally, to admonish me for a comment I made on a post in a LinkedIn discussion group for Leaders of Volunteers (not sure which one, as I belong to several).   

What?  Candidly, I was taken aback.  Speechless, just for a moment.  But I totes owned what I had written.  Even remembered to what she referred, which I sometimes do not, since I often share a quick thought and move on.   

Also, I was grateful.  Grateful she called.  Yes.  Grateful. Glad.  Appreciative.  Thankful. I need a gut check every now and then. Don’t we all?   

To back up a few steps, the post upon which I commented was this one below:  

 Volunteer Appreciation Event

I have decided on my theme, "Volunteers Are the Heart of Our Community."  Since our event is in April (not February), I [am] struggling a little with what to do for table decorations.  We will be using 8-foot rounds, with 7-8 people per table. A dessert variety platter will be at each table, with just small dessert plates and a beverage, of course.

I am also looking for an ice breaker game that involves the group of about 80 (all senior citizens) that will be fun, engaging, easy to explain and [easy] for them to understand.

Any ideas?

 Seems innocuous enough of a discussion post. Or does it?   

According to Alana, my response (which I prefaced with the phrase, “At the risk of sounding snarky . . .”) was, according to her, “condescending.”  That word hurt a little.  For, a leader never wishes to be perceived as condescending.  And that was the reason for my gratitude toward Alana.  Sure, my words may have contained a bit more vinegar than most of my musings, but condescension is a harsh judgment.  That was a wakeup call.  And leaders welcome those.  So, I did.  Alana, thank you.   

Alana, you are right.  I made a few broad assumptions when reading the original “Volunteer Appreciation Event” post that led to my mini-rant.  And as I pondered my contribution, here is where I land.  I apologize for my word choice that made others feel lessened, for that is not fair, nor intentional; but I continue to steer directly into the sentiment that inspired the words.  

 Assumption #1 – Mutual Exclusivity of Recognition Philosophies 

After reading the post, I assumed, maybe fairly, maybe erroneously, that a Leader of Volunteer Engagement (LoVE) who places this much effort into a recognition event, even reaches out to peers for assistance (and received it in the form of other cheery comments), likely relies heavily on the event as a primary expression of recognition for volunteers. And therein is my biggest concern.  

For years, I have advocated for the low investment/high return strategy of using our leader observations and words to recognize exceptional volunteer effort, performance and outcomes.  It is through our specific, descriptive, purposeful words that leaders touch the hearts of those who choose to serve alongside their mission. 

Now, my stance has not been such that I totally eschew lavish events and pricey tchotchkes.  Although I do openly question their broad value and impact.  Especially in comparison to a person in a role of significance (that’s you, Leaders!) taking the time to notice, and express, that what a volunteer did made a powerful difference. 

And, yes, I assumed that a leader so vested in table décor and icebreakers probably is not taking the time to provide timely, targeted feedback for recognition to their volunteers often enough.  My experience tells me these two mindsets are usually mutually exclusive.  And that, friends, is a missed opportunity.        

 Assumption #2 – Discussion Groups on a Business Social Media Platform are Intended for Strategic Exchange 

This is maybe my greater of the two concerns that compelled my slightly-sharper-than-usual input on a thread.   

Leaders, the world is watching our every professional move.  The profession of Leaders of Volunteer Engagement (LoVE) is at a crossroads—is it a purely tactical function worthy of being buried deep on the organizational chart? Or are LoVEs poised to be part of the executive leadership structure in volunteer-supported non-profit organizations?  

I feel strongly regarding the latter.  I know the impact volunteers have on organizations, and therefore, on our world.  And that impact is worthy of that proverbial seat at the table.   

Some advance intel from an influential statewide association for Leaders of Volunteers reveals their group is about to release a report that compares the LoVE profession with similar roles within an NPO structure.  I can speculate as to the findings of this research.  I project that the study clearly exposes that LoVEs do not usually get their hierarchy due in comparison to other like positions.   

As unjust as that may feel . . . as indignant as those in our profession may be . . . as much as we stomp our feet in a tantrum . . . I (sadly) look upon these moments and understand why.  We as a profession have not yet wholly earned our way to the decision-making circle. 

Now, don’t get me wrong.  Some of us have arrived to that leadership level.  And that is great.  Fantastic, even.  And likely, deserved.  Earned. I bet those who are included in the most critical behind-closed-doors meetings are the same Leaders who know how to deftly execute a world-class event, but don’t get too lost in those details for concern of keeping their eye on the greater strategy of why those details matter to mission achievement.  Because that is what matters most. 

And, that is also the kind of topic more LinkedIn discussion groups should be exploring.   

Leaders of Volunteer Engagement, be more than a party planner.  In fact, maybe consider conducting these events a little less frequently, while boosting your daily, in-the-moment recognition that reaches in and touches the souls of your volunteers.  Doing so is almost free.  It just takes you.  Strategic you.  

And, Alana . . . thank you.  It is my hope these paragraphs provide greater context for my momentary vinegar.  Most would tell you I really am a decent human being.  One who needs a little nudge every now and again to stay on the path of kindness while still fighting the good fight.  Consider me nudged.        

 Writer’s Note:  As it turns out, the original poster of this thread is a person who has engaged in a session I facilitated at a past conference somewhere in the US (I am blessed to lead many).  This gave me mixed emotions.  Mostly, it proves that learning alone does not always equate to performance and results. Refer to Kirkpatrick’s Four Levels to learn more of what I speak.

Linda Llewellyn of Celebrate Volunteers (www.CelebrateVolunteers.com) and Barry Altland of Head, Heart and Hands Engagement Collective (http://HHHEngagement.com) team together to address one of the biggest “misses” in the Volunteer Engagement profession today—Recognition.  Through a series of blog articles, Linda and Barry will tackle the what, why and how that has led the profession to this leadership shortfall, and what we can collectively do about it to get this Recognition train back on the tracks.  Read the series to support your own professional development as a Leader of Volunteer Engagement (LoVE)!  

 Link to Blog Article #1 – ““So, What’s This Blog Series All About, Anyway?”  

 Blog Article #2 - “What’s Holding You Back From 21st Century Recognition Strategy?”    

 Recognition is a critical component to your volunteers’ engagement, and the impact volunteers generate for your Volunteer-Supported Organization (VSO). Innovative volunteer Recognition practices are key to achieving high-quality results.  Knowing that, why are you still doing the same old, tired thing for volunteer Recognition when it’s not producing the results your organization desires?

 That’s What She Said . . .

 You could be crazy.  Insanity is often characterized by the saying, “doing the same thing over and over and expecting different results.”  But I believe that LoVEs are not insane . . . well maybe . . . but rather, fearful.   

Making a significant change in your volunteer practices is scary, especially when attempting something new and innovative.  As this series of articles explores the “reasons” given by LoVEs why they do not change their volunteer Recognition patterns, I believe that fear is the underlying problem. 

What’s there to be afraid of?  A lot, right?   

The most obvious fear is the Fear of Change.  Change means that something will be different.  Different means there is an unknown.   The unknown causes many to be anxious, apprehensive, and cautious, resulting in stagnation.  A stagnant volunteer Recognition practice may be “nice,” but it is not resulting in highly satisfied, engaged and sustained volunteers. The unknown is where opportunity and potential exist.   

The Fear of Change is often linked to a Fear of Risk.  Risk by its very nature is uncertain.  Because it is uncertain, a loss, or something bad happening, is at the heart of this fear.  What is often overlooked is, uncertainty can also result in a gain, or something good happening.  Risk is just as likely to have a positive outcome.

The Fear of Risk is often linked to a Fear of Judgment.  The concern of what your volunteers, decision-makers, colleagues, the Board of Directors, and community will think about a change in your volunteer Recognition practices is scary.  Imagine, instead, what they will think when your courage to change your volunteer Recognition strategy brings unprecedented outcomes for all involved!

The Fear of Judgment, Risk and Change all have one common fear—the Fear of Ability.  You may worry if you have what it takes to accomplish something better.  Do you have the skills, the resources and the courage to make an innovative change to your volunteer Recognition efforts?  

From my experience, LoVEs are some of the most creative, resourceful and heroic individuals I have ever met.  I think you’ve got this.  More than you think you may.    

Conquering your fears enables you to bring new life to your volunteer Recognition work. You can achieve greater results.  You can generate greater volunteer passion and engagement. Maybe even inspire potential financial giving.  Your organization can have the volunteer program you always imagined.  You can bring deep fulfillment to your volunteers, and greater impact for your organization and its causes and beneficiaries.  You can reach greater accomplishment for yourself. But only . . . only IF you conquer your fears. 

So stop being a scaredy-cat. Squash all your fears.  Change. Risk.  Judgment.  Ability. All four of them.  Become a fearless LoVE Superhero!

 That’s What He Said . . .

 Oh yeah, Linda, those fears you mention are real.  No doubt. Yet I look at this abomination of tired volunteer Recognition practices by LoVEs across the nation and around the world as a serious leadership performance shortcoming.  And to address that, I pull an excerpt directly from the book, Engaging the Head, Heart and Hands a Volunteer.  The words are below:   

“The framework for diagnosing performance problems of paid professionals has been available to leaders for nearly fifty years.  Dr. Robert F. Mager and Peter Pipe first developed and published the Performance Analysis Flow Diagram in 1970.  This simple model offers a systematic process for troubleshooting performance problems.  The flowchart has served as a guiding source for the work of human performance technologists and leaders across the globe.  

Wait. Who? What?

That is exactly the point.  The resource developed by Mager and Pipe is an example of brilliance of which most people have never heard.  This tool could be and should be used by every person who leads others in a for-profit environment (and non-profits, too!).  But it’s not.”   

With great honor to Mager and Pipe, here is the deal.  There are only one of three reasons, or a combination of these three reasons, why you, the LoVE, have not progressed in your strategic Recognition repertoire:  

- The Don’t Know Factor

- The Can’t Do Factor

- The Don’t Care Factor

Need I explain these in any greater detail?  I shall not condescend.   

And, it is now up to you to figure out which one of these is working against you as you attempt to step into the 21st century with your Recognition efforts.   

Not an easy thing to do.  Self-awareness and introspection are not for the faint of heart.  To place yourself under the microscope.  To look within to gain a greater understanding of what makes you tick . . . and what inhibits your growth . . . takes courage. Some serious conviction, yo’.   

Maybe now is the time to remove the blinders to see the possibilities for your future.  And the future of your volunteers.  Don’t Know? Can’t Do?  Don’t Care?  A combination?  Which one is you?     

Perpetual self-analysis.  An honest look inside.  It is simply what a leader does.  

 About the Writers . . .

 Celebrate Volunteers, founded by Linda Llewellyn, provides a showcase for non-profits, schools, civic and religious organizations and corporate employee groups to thank, appreciate and recognize their volunteers by sharing the story of who they are and the impact of their service. We provide a spotlight of honor where volunteers shine.  To learn more, visit www.CelebrateVolunteers.com.  

 Head, Heart and Hands Engagement Collective was inspired by a simple notion:  Leaders of Volunteer Engagement need help.  They benefit from guidance.  They deserve support.  They require resources.  They must be provided professional development to be prepared to create meaningful, fulfilling experiences for volunteers who serve alongside their organization.  And, Barry Altland applies his nearly thirty years of leadership development expertise to offer that, and more, to LoVEs.  See it all at http://HHHEngagement.com.    

Linda Llewellyn of Celebrate Volunteers (www.CelebrateVolunteers.com) and Barry Altland of Head, Heart and Hands Engagement Collective team together to address one of the biggest “misses” in the Volunteer Engagement profession today—Recognition.  Through a series of blog articles, Linda and Barry will tackle the what, why and how that has led the profession to this leadership shortfall, and what we can collectively do about it to get this Recognition train back on the tracks.  Read the series to support your own professional development as a Leader of Volunteer Engagement (LoVE)!  

 “So, What’s This Blog Series All About, Anyway?”     

Hey, Linda and Barry, why bother to tackle this topic in this blog article series?  What’s the big deal, anyway?  Things in Recognition-Land are fine as they are, right?  Wrong.  They have been a mess.  For a long time.  And, likely, you, volunteer coordinator/administrator/manager/title du jour, may be a big part of the problem.  Read on.  

 That’s What She Said . . .  

Leading volunteers is a rewarding profession . . . an opportunity to work with talented, compassionate people who make a positive impact in the lives of others, and in your community.  Working in this profession is the chance to truly make a difference with lasting impact.

As a Leader of Volunteer Engagement (LoVE), one of the first things you learn about your work are the three R’s--recruitment, retention and recognition.  Each “R” is required in a volunteer program; Recruitment to attract new volunteers, Retention to keep your best volunteers, and Recognition to thank and appreciate volunteers. The three R’s are the foundation of a successful volunteer program.  

It seems so simple.  So clear cut.  Hah!  This approach is anything but simple and clear cut.  It’s a veritable recipe for a volunteer program, but a recipe must have the right amount of each ingredient, mixed together in just the right way, or you’ll have an inedible cake that is as hard as a rock.  A volunteer program with the wrong mix of Recruitment, Retention and Recognition will also be ineffective.  Unsuccessful.  Not impactful.

Many LoVEs struggle to get the mix of the R’s just right, especially when they are trying to prepare a perfect, tasty cake.  The biggest mistake made by LoVEs is when they invest a disproportionate amount of time and resources on Recruitment; trying to fill a position, plug a hole, when they should be investing more in Retention and Recognition.

Retention and Recognition practices must, hand-in-hand, receive greater emphasis to achieve the best result. They are the ingredients that not only hold the cake together, but add sweetness for that delicious flavor.  Your organization will never have an effective volunteer program unless you are investing the majority your time and resources in diverse, strategic and innovative Retention and Recognition practices.

So, let’s address those “strategic,” “innovative” Recognition practices.  If you’ve been giving a token gift of appreciation, a tchotchke, and think that choosing a different gift for your volunteers this year is change, you are baking a rock.  If you’ve been hosting a recognition event, where the only thing that shifts annually is the theme and the type of chicken served, your cake has fallen flat. If you believe that you only need to do recognition during National Volunteer Week, don’t bother turning on the oven.  

Recognition is a critical component of your Retention practices.  Innovation in Recognition is the key to engaging volunteers to create impact for your mission.  The Recognition recipe must be orchestrated with culinary expertise to create a delectable dessert delight!    

Over the coming weeks, Barry and I will be exploring the biggest issues with the recipe for Recognition that keep you from entering Cake Wars.  Our writing will offer fresh ideas that will turn you into a Master Baker with a cake recipe that will have others standing in line, fork in hand!  In other words, you, the LoVE, will be ready to make an indelible impact on your volunteers in the 21st century!

That’s What He Said . . . 

That Linda.  Linda, Linda, Linda.  She is being nice.  “Sweet,” even (obligatory, gratuitous cake reference).

Here is the deal, people.  Leaders of all types have been screwing the pooch on this Recognition thing for decades.  In my twenty-five years of corporate life, I saw countless Recognition programs, each with its merits and its downfalls.  Not one of them ever got this Recognition deal-io right.  And here is why.  

Because Recognition is not a damn program.  Recognition is also not an item.  Recognition is not an event.  It’s not a plaque.  Or a certificate.  Recognition is not a day.  Or a week.  And it sure isn’t a superlative (as in “. . . of the Month,” “. . . of the Year,” etc.)

Well then, Mr. Smarty Pants, Leadership Guru, Author, Learning Facilitator, Non-Profit Executive, Consultant Dude . . . what is Recognition?  

Glad you asked.  Recognition is an organizational philosophy.  It is a cultural tenet.  It is a leadership practice.  It is something you offer from the heart, so that it touches another’s heart. Recognition is the words you choose. Strategic, intentional, purposeful, artfully crafted words that express genuine value for the gifts shared by a volunteer.  And, Recognition is something in which an effective leader engages, every day.  

Yes.  That is what this blog series is all about.  Linda and I are about to poke a big ol’ hole in your beliefs regarding Recognition, some of which you cling to as though your life depended upon it. Well, let it go.  Let it go.  Let it go. (See, now you are singing it, too).      

Do you dare go along for this wild and bumpy ride that may challenge the very core of your notions on how to honor the work of your volunteers?  You have nothing to fear . . . but fear itself.  And Linda will address those fears in the next article in the blog series. Who knows?  You may learn a lil’ sumpin’ that just may help you touch the souls of more volunteers who choose to serve with you and your organization. Because, they do choose.  Every day, they choose to be present.  Never forget that.  

Oh, and one more thing.  Did anybody else notice that Linda said “Master Baker?”  No? Just me?  Never mind then.    

 About the Writers . . .  

Celebrate Volunteers, founded by Linda Llewellyn, provides a showcase for non-profits, schools, civic and religious organizations and corporate employee groups to thank, appreciate and recognize their volunteers by sharing the story of who they are and the impact of their service. We provide a spotlight of honor where volunteers shine.  To learn more, visit www.CelebrateVolunteers.com.  

Head, Heart and Hands Engagement Collective was inspired by a simple notion: Leaders of Volunteer Engagement need help.  They benefit from guidance.  They deserve support.  They require resources.  They must be provided professional development to be prepared to create meaningful, fulfilling experiences for volunteers who serve alongside their organization.  And, Barry Altland applies his nearly thirty years of leadership development expertise to offer that, and more, to LoVEs.  See it all at http://HHHEngagement.com.     

Or, Why Most Leaders and Most Organizations Suck, and What We Can Do About It

 I was at a conference in Phoenix this past week, Governor Ducey’s Arizona Summit on Volunteerism and Civic Engagement.  When not facilitating concurrent sessions at a conference, I enjoy sitting in on others’ workshops to hear their perspectives from which I can learn.  End of the day Friday, this is where I was, closing out the conference soaking in the thoughts of peers.  

In conversation during a session, Kessa, a young participant of twenty-two (she offered up her name and age to the group, I did not ask) was describing her role in her non-profit service organization.  In her explanation, all in the context of the topic of recognition, she said, “I know mine is a thankless job, so . . .”

Hold it.  Wait a minute.  That.  Right there. What she said.  Wow.  

I was instantly awash with sadness as I heard those words.  It seems so unfair that any of us feel that our job is relegated to being “thankless.” It was even more troubling to hear this from a future leader straddling the line of Gen Y and Gen Z. 

 What You Do Matters  

So, here is the deal. Everybody’s job matters.  The work you do, matters.  It makes a difference.  I shudder to think that any existing organization, for profit or non-profit or otherwise, has a role that does not in some way lead to a desired outcome. 

That outcome has an impact on others, be they inside the organization or outside.  The work could benefit a team member, peer, a leader, a direct report, a person you have never even met.  Your work could serve a client.  Help a customer.  Serve a beneficiary, directly or indirectly.  

No matter what you do, it helps the cause.  It moves progress forward.  The task could be deeply meaningful, or decidedly menial.  It could require sharp intellect, or be executed with manual, second nature motion.  It could occur in a high-rise corner office, or in a ditch.  When, where or how it happens is irrelevant.  

Don’t you dare let anybody tell you otherwise.  What you do matters. 

 Epic Fail Here . . . Times Three

Somebody, or some entity, is culpable for making Kessa feel like she is performing a thankless job. Therein lies my sadness.  This emotion she expressed is entirely avoidable. 

#1 - The Leader

Kessa learned to feel this feeling from somewhere, or more likely from someone.  My guess is, her leader is the source.  In fact, I told her so in front of the others in that session. Her leader has failed her. Miserably.  

The time has come to stop protecting the feelings of people who hold management roles, where others report to them.  Time to give them the straight truth.  Most of you are not good at leading people.  And you have zero excuse for not being more effective at treating the members of your team with greater dignity and respect.  

Before you become indignant for my harsh stance, let me share why I feel this way.  Let’s equate leading people to smoking.  After all, they are both choices.  Nobody forces another to smoke; same is true for accepting a leadership role.  

Now, I am endlessly fascinated that people still smoke in 2017.  Despite all the study and information available to consumers that prove how bad smoking is for your health, people still choose to do it. So, when I see a lifelong smoker dying of lung cancer, or struggling with health issues related to smoking, I must dig deeply for any sympathy for them.  For, they are a product of their own choices.  

So it is with leaders. There are countless resources that flood the marketplace that help leaders to refine their style and elevate their leadership game (including my own work).  If they have not invested in these resources, and honed their skill, from where should our sympathy for their epic fail derive?

So, Kessa’s leader carries great responsibility for not helping her feel any other way but “thankless.” Recognition for performing work that has an impact ain’t that difficult.  And surprisingly enough, accomplishing this for others does not have to cost a damn dime. That was one of my topics at the conference--how leaders can use their descriptive words to fill their team’s work with meaning and significance.  

Leaders, want to learn more about that?  Buy my book. Buy any leadership book.  Do something.  Tap into those resources to help you perform your best as a leader. 

If you seek the less invested option, visit my website at http://HHHEngagement.com, there is a wealth of free resources there, too.  No excuses. 

#2 - The Organization

As is true for most organizations that reap profit or reinvest into their missions, little is done to help a leader grow in their skill and acumen.  Well, that is not entirely true.  Most organizations invest heavily to ensure the tactical and technical knowledge of a job or industry is well engrained.  It is the people-related stuff, what some like to call “soft skills” (worst lexicon choice ever, but that is a different topic for a different time) that get overlooked when helping a manager develop.

Sorry, organizations. You also have a responsibility here. Comes with the territory.  If you want to operate a business, no matter its purpose, you have an obligation to help every person within your organization to be and do their absolute best.  This is not a nice-to-have when times are good.  Developing leaders and a fostering a culture of serving your own is a non-negotiable.  A veritable imperative.  This is a mission essential regardless of how the P & L sheet appears this or any month. 

So, Kessa’s organization failed their leader who failed her.  And they shoulder culpability together.

#3 - The Individual

While the leader and the organization have shared responsibility with eliciting this dreadful emotion, at what point do we stand up as individuals and simple refuse to accept that ours is a “thankless job?”  

Right.  I know.  Easier said than done.  You need a paycheck.  You can’t walk out because your leader sucks at leading people, and the organization doesn’t seem to care how much they suck.  

So, what does one do? You trudge your way to your job, feeling like it is “thankless,” and continue to sell your soul for the almighty dollar.  I know. I did it too.  For years.  Until I was a soulless robot who learned to care a whole lot less, despite that being against my nature. 

Or, you dig a little deeper into your heart, into your well of self-esteem, and self-talk your way into feeling that you need not always rely on somebody else to provide your worth to you.  You can find it for yourself.  You get to choose to override your feeble leader and your heartless organization, and find your renewed dignity from within.

Yes.  You can do this for you.  You get to choose to honor yourself.  Embrace knowing that your job is not thankless.  Your job, in fact, is quite thank-filled.  Just know that.  Even in the absence of another person artfully crafting those words for you. Feel it.  Revel in it.  Roll around in it like cash strewn on a bed “Indecent Proposal” style.  

Say it with me, people. What you do matters.  

 Future Leaders, We Are Counting On You . . .

There is a reason my momentary sadness stirred me into these keystrokes.  Kessa was 22.  Her youthful energy deserves better.  She does not deserve to be beaten down already by this grinding machine that has yet to hum to a different tune, even as we tread deeper into the 21st century.  

Leaders must do better. And be better.  Organizations must be more.  And do more.  

As a proud Gen Xer who feels his generation has gotten so many things right in our time, I fear our leadership ship has sailed while we failed to stem the tide of enlightened service to others.  We seem to more often mirror the same crappy ways we have been treated in our work experiences.  We pass along to the plebe the same hazing we endured in our formative work years.  And the sucky cycle continues.  

Young people, Gen Y/Millennials and the gen that follows, we are counting on you to do better.  Make the changes our society needs.  Soak in the resources available to help you lead others in a more meaningful way.  Be an enlightened leader that touches the hearts of every member of your team.

And most of all, ensure they each know their work makes a difference.  Use your words to share the significance they bring.  Describe to them in specific detail the impact they deliver.  

Not because it is a nice thing to do.  Even though it is.  But because it is what a leader does.  

Leaders never let their team feel that their work is a “thankless job.”  There is no such thing.  Future leaders, let yours be the generation that exposes these ugly words for the oxymoronic turn of phrase it is. 

Alternate Title:  I Seem to Recall Traveling Down This Road Before . . .

  Just returned a week ago from the 2017 National Summit on Volunteer Leadership Engagement in St. Paul, Minnesota, where I was blessed to hang out with 500+ peers who lead volunteers hailing from thirty-two states and four countries, as well as some of the most influential thought leaders in the field.  While there, I shared a few leading-edge thoughts during the two concurrent sessions I facilitated on how leaders create deeper engagement with their volunteers--one on engaging “Voluntolds,” and another on Rethinking Recognition (No More Tchotchkes). 

 For the first time in the last three years, since the moment I chose to step out of corporate life to write a book that may help develop more effective leaders of volunteers with simple, every-day practices, I felt I was among people who shared a common lexicon, a passion for serving, and an elevated, strategic perspective on the Leaders of Volunteer Engagement (LoVE) profession.

 Yes.  For the first time.  Ever. After nearly 150 speaking gigs across the country in the last three years.  An impressive collection of talent.

 And.  Yes.  It is a profession.  Who knew?  Bet you didn’t.

Deja Vu, All Over Again . . .

 Friday afternoon, after the closing plenary, about six dozen or so peers chose to stay and engage in a strategic conversation about the future of the LoVE profession.  Some movers and shakers in that room, for sure.  Lots of impassioned and influential voices.  Asking real questions, such as “Where are we headed?”  “How do we better organize?” and “What must we do to earn our proverbial ‘seat at the table?’” 

 It was during this session, I had a moment.  A veritable deja vu, if you will.  It dawned on me . . . I seem to recall traveling down this road before, when I was a crusader during my fifteen years in the Learning and Development profession.

 You see, that profession, Learning and Development, Training and Development, Workplace Learning and Performance, Talent Development, whatever you want to call it, had (and still has) an identity crisis.  How did that happen, you ask?  Well, it was partially earned by the practitioners themselves, while also partly bestowed by their human resources leader (so-called) peers and executive leadership in general.  

 Those who serve in that profession are largely relegated to a place of nominal impact in the organization’s greater strategic initiatives.  Candidly, that is a damn shame.  The Talent Development role has tremendous capacity to dramatically influence, if not outright deliver impactful business outcomes, if only the right formula for doing so were in place.  And a big part of that is unfettered positioning within the organizational structure.  While also having the right talent with the right skills and experience in the right place. 

 Which is where my deja vu moment kicked in last Friday.  A profession crying out for respect?  Check. A profession with make-or-break impact on an organization and its mission achievement?  Check.  A few powerful voices who can gain the attention required to elevate the profession? Check.  Many more of the masses serving within the profession who still have considerable work to do be invited to their seat at that table?  And, Check. 

 Buried Deep on the Depth Chart . . .

 Being the baseball fan I am, it is rare that your best batters sit in the nine-hole.  A coach places the strongest bats at the top of the lineup so they get more looks, and more opportunities to score.  So it is with organizational charts.  

 Learning professionals have long been cast in a box sitting under the human resources umbrella (whether they even belong there or not is a different blog for a different time), and typically reporting through some HR Manager or Director.  For those organizations large or agile enough to recognize that freeing this role from this space of less prominence is a strategic move, they have reaped the benefits of enhanced service to the organization’s goals and objectives. 

 So it is with the role of the leader of volunteers.  Rarely is this position in the upper echelon of leadership prominence in non-profits, large or small.  Leaders of volunteers usually toil away at what they do without the benefit of recognition within their own organization, or from their own executive leadership and Board of Directors, that what they do is mission-critical and non-negotiable.

 Yes, executive leaders.  The people in the corner office with the bigger desk. And the fancy title.  I am talking to you.  Where one sits in the organizational chart structure matters.  And you are being called upon to take a serious look at where you have placed your leader of your volunteers.  And then ask yourself the hard question--if these people, these skill sets, these countless hours, their engagement, their unbridled passion, the sweat equity of your volunteers, if any of that matters to you and your organization as they seek to generate impact . . . how much is that organizational chart placement supporting or hindering the LoVE role from doing the most and the best they are able? Consider it.  And consider doing something about it. 

 The Words We Choose Matter . . .

 Trainer.  Gotsta’ tell you, I always abhorred that title.  That word.  And all its derivatives.  Training. Trained.  Trainee.  And the gerund that makes my skin crawl, Trainings.  The word always felt so transactional, so base, so tactical, so rote. It felt like training is something one does “at” another.  So un-strategic.  And I never embraced it.

 For I have always believed that what we call something makes a difference in shaping others’ perceptions of that entity. This tenet is especially true for a job role.  For example, contrast Secretary vs. Administrative Assistant.  Stewardess vs. Flight Attendant.  Waitress vs. Server.  These are but a few examples of how words shape our views of the importance and impact of a role.

 So, I was a Learning and Development professional.  A Workplace Performance consultant.  A Talent Development practitioner.  Never a trainer.  

 And, I have found some titles slapped on the Leader of Volunteer Engagement (LoVE) professional to be equally cringe-worthy.  And the errant monikers have more to do with leveling than function.  Volunteer Coordinator, for instance.  Ugh. Or Volunteer Administrator. What?  Why don’t we just come out and label it what that really conveys, Person Who Has the Seemingly Easy Job of Scheduling All the Free Help.

 Now, I have never been one to be too hung up on my own job titles.  Or others. We are all just people, after all. But in this case, words do matter. The lexicon matters.  Job role labels matter.  And to decision-makers who apply these job role titles, give serious thought to retitling the professional who ensures that volunteer talent is who, what, when, where and how they need to be.  Your choice to do so would guarantee even richer dividends by your expression of gravity to the LoVE professional who serves those who serve your mission. 

 We Also Have to Step Up Our Game . . .

 No free rides, Leaders of Volunteer Engagement.  An elevation in the organizational tree and a fancy new job title amount to little if you are not worthy of a strategic role within the leadership team.  

 Another commonality between Learning and Development folks and Leaders of Volunteers is that only a small percentage of those in either role set out professionally to ascend to that position. In many cases, the person does what I call “falling backwards” into the role.  Meaning, circumstances aligned, there was a hole that needed filling, and they fell backwards into the space.  The words of their degree on the wall, if they even have one, rarely match the words on their business card.  And yet, in most cases, they either found their passion, or moved on quickly.

 So, there is a dichotomy of talent in the Workplace Learning and Performance profession.  There are those who I gladly allowed to wear their “trainer” title, for they were little more than people who got paid to make bullet lists on PowerPoint slides, talk incessantly at their “classes,” and then distribute and collect their smile sheets, hoping to get as many “5s” as possible. Yes, there is an entire element of what I have long called “kooshball-ism,” those frustrated community theater performers who think that organizational learning is little more than a show that elicits laughs and feel-goods.  That, my friends, is not strategic.  At all. 

 And the same is true with a certain cut of coordinators and administrators of volunteers.  They are lost in planning silly themed recognition events and handing out little baggies of chocolate kisses with a cute “thank you” phrase taped to it, all while not able to verbalize the impact volunteers make on others, or on their community.  They decorate bulletin boards really well, yet melt under the bright lights of an executive gathering, or are confused when reading a P & L.  Also, not strategic. 

 Leaders of Volunteer Engagement, we also have to step up our game if we expect to be treated with respect for the contribution we and the volunteers we lead make to organizational outcomes.

 Fantastic.  But how does one do that?  There is no money budgeted for me to go to a conference.  

 News flash . . . there are countless ways to develop your professional acumen.  One example is, if you have read this blog this far, you have contributed to your own development.  Read more. Books.  Magazines.  Web articles. Blogs.  LinkedIn discussions.  Endless content for you to absorb that will help you grow.  

 And yes, go to seminars. Workshops.  Conferences.  Join a professional association.  Ask for approval and support from your leadership team.  Extoll the virtue of your engagement in your own development. Prove to them the investment pays in your performance.  Even consider digging in your own pocket to fund these pursuits.  It is for your benefit, after all.  You are worth it. 

 And the final commonality is this drive to professionalize the field.  My former professional association, ASTD, the American Society of Training and Development, now known as ATD, the Association for Talent Development (see, words matter), went on this journey beginning in 2004 with the publishing of a landmark book titled Mapping the Future:  Shaping New Workplace Learning and Performance Competencies.  

 Yes, a research- and competency-based framework is the key to defining the Body of Knowledge of a profession, which is one of the requirements established by the U.S. Department of Labor to consider a profession a legitimate profession.  Yes, the government is involved in this equation, too (unfortunately, this topic never came up in that two-hour session last Friday in St. Paul, so I am unsure how many other people who are thought leaders in the profession realize this).

 And as well, there is a certification of sorts already in the marketplace in the CVA, or Certificate in Volunteer Administration.  I am unable to speak to the degree of research that backs the creation of the existing Body of Knowledge or its competency framework, but it is start.  In fact, call me an elitist, but the only thing that has held me back so far from attaining it myself is that last word--Administrator. I am none too fond of adding that word to my credentials.  Seems a bit contradictory to that in which I believe as we pull together to elevate our shared passion work.

 My personal opinions aside, here is the good news.  The path has already been forged.  Professional associations such as ATD have already designed a roadmap to follow for the LoVE profession to achieve a similar status.  And, we have a governing body ready to step forward in ALiVE, the Association of Leaders in Volunteer Engagement. Granted, the group has only run in place for the past eleven years of its existence, and is currently an entirely volunteer-led organization, whereas most all accrediting professional associations operate with a paid staff of professionals and their own Board governance. Suffice to say, there is room to grow and work to do on behalf of the LoVE profession. 

 As a profession, we would serve all our peers well to study the path already created by other professions on a similar trajectory.  We need not reinvent that wheel, we need only be prepared to put in the work. 

 A Call to NPO and VSO Executive Leaders; and a Call to All LoVE Professionals . . .

 So, non-profit (NPO) and volunteer-supported organization (VSO) executive leaders, how about a little more love for the LoVE profession?  If you truly believe that people are the lifeblood of your organization, and you would not be able to accomplish what you have or intend to in your community without the efforts of people who choose to serve alongside you as volunteers, then it is time for you to unbury the role from deep in your organizational chart, provide a title worthy of the role’s significance, and support the development of the person in that role so they may be a strategic partner in attaining your organization’s desired impact. 

 And, my LoVE-ly friends . . . now is the moment we need to set aside the cutesie aspect of the crucial role of Leading and Engaging Volunteers so we can fully attend to the strategic component it brings to your organization, your community, and our world.  Step up your game.  Seriously. Invest in yourself a bit every day. Become a better, more effective, more caring leader.  Learn to speak the language of business, for non-profits are also a business.  Your volunteers are counting on you.  Your peers are counting on you.  And, it starts today. 

 Barry Altland is a writer, speaker, thought leader and published author of the book, Engaging the Head, Heart and Hands of a Volunteer, a simple guide for feeding the passion of those who serve.  

 Barry blends world-class leadership principles from the for-profit world with his own numerous experiences as a volunteer and leader of volunteers to offer a fresh perspective on volunteer engagement.

 The result of these experiences is content-rich guidance for leaders of volunteers to help them lead with Otherliness.  As leaders embrace Barry’s unique perspective, they develop into leaders better prepared to touch the hearts of volunteers by engaging them . . . one person at a time.

 More insights and Mr. Altland’s contact information are available on the HHHE website via http://HHHEngagement.com.  

  Barry Altland

Thought Leader, Author, Speaker, Writer, Organizational Partner/Consultant

Head, Heart and Hands Engagement Collective, Sole Proprietorship

Guiding Leaders of Volunteers to Feed the Passion of Those Who Choose to Serve

http://HHHEngagement.com

Barry Altland, author of “Engaging the Head, heart and Hands of a Volunteer,” and expert on leading and engaging volunteers, recently held a virtual session sponsored by Wild Apricot. The 300+ participants were offered an opportunity to ask questions during and after the one-hour webinar. Barry shares his insights on these questions below.

Q.  The webinar defined Appreciation, Recognition, Reward and Incentive. How can we show appreciation on a nonprofit budget?

A.  First, let’s revisit the definitions of these four terms. Leaders commonly mix up and misconstrue these four specific methods for acknowledging desired performance.  That is the reason why the book places so much emphasis on clarifying the definitions for these four distinct strategies.  

Only two of the four terms, reward and incentive, require any monetary investment on behalf of the organization.  Appreciation and recognition deliver intrinsic, emotional value to the recipient.

The most important thing to understand about all four of these strategies is, that in order for them to be meaningful to the recipient, they must in some way be aligned with their intrinsic motivators for volunteering.  Leaders should also recognize the primary purpose for acknowledging desired performance, which is for the volunteer to continue to perform at their best.

Of the four strategies, recognition is the lowest investment, highest return pursuit.  When leaders use their words to express what a volunteer did and the impact it generated, they touch the hearts of their volunteers.    

Q.  Any thoughts about public versus private recognition (pros and cons)?

A.  Yes, plenty of them! Again, we will leverage an excerpt from the book:

“Leaders are called upon to be sensitive to the preferences of those receiving feedback on their performance.  An old adage guides leaders to “Always praise in public; always criticize in private”—eight words and two horribly misguided concepts for leaders to follow.  First, it is never a leader’s role to criticize.  Feedback is not about criticism.  Do not attempt to frame feedback by calling itconstructive criticism.  Who ever invented this oxymoron?  Others will still see it for what it is—criticism.

Secondly, believing that all feedback for praise or recognition should be delivered as a public decree with balloons and confetti is a fallacy.  Following this advice will surely lead to some awkward situations.  Recognition is deeply personal for many, and the recipient’s ideal setting for receiving it is as unique as their intrinsic motivators.  In fact, the two may be directly linked.  Intuitive leaders are sensitive to the desires of their volunteers and offer feedback for recognition according to how the deserving prefer to receive it.  How is a leader to know?  Begin by asking, maybe with an open-ended questions such as “When you do something as a volunteer that is really impressive, how do you prefer to be recognized for it?”  The answer to this question provides invaluable insight into the volunteer’s drivers.“

Q.  Do you look for ways that allow the actual "clients" being served to "appreciate and/or recognize" the volunteer's impact?

A.  A few examples of this approach come to mind that have been shared as part of the research for the book. The simple answer is yes!  If this approach is a fit for the organization, nothing stops the beneficiary from being encouraged to offer their recognition!  Imagine how powerful that would be!

Q.  What about volunteers who don't rise to the challenge? Is there a graceful way to let them go?

A.  The quick answer is yes, there is a grace-filled way to part ways with a volunteer that maintains their dignity and sends them along their way as an ambassador for the organization. But, not so fast.  Before having an itchy trigger finger, I suggest consulting the book section titled “Redirecting the Passion of a Volunteer.”  Pages 140-173 are dedicated to providing clear guidance to leaders that allows them to take a more analytical approach to assessing the performance shortfalls of their volunteers.

Warning to leaders:  at times, the leader can and should do more to support the performance of the volunteer prior to determining the volunteer must move on. The Volunteer Performance Analysis Model in the book details this methodical approach.

Q.  Some of this was common sense, but good to have it affirmed.

A.  Ah, if only this were universally true. As it is said, “common sense ain’t so common anymore.”  No matter where a leader is on their growth journey, continuous learning and development is the preferred path to be able to serve others at their best.

Q.  Board members are volunteers (mostly). Would you use any different strategies for board members?

A.  In most cases, the methodology for attracting and sustaining the passion of a Board member is parallel to that of any type of volunteer. The only addition suggested is to share in an additional conversation, or series of conversations, where the organization and the Board member openly divulge their expectations for service.  Gain clarity on both sides on what the role is and how it is executed.  It is only through these conversations of candor that Boards may attain high-performing status.

Q.  How realistic is this in terms of most organizations' volunteer programs? Volunteer management is usually an "add-on" responsibility.  To approach volunteerism to this degree of personalization would require extensive time investment.

A.  An interesting perspective. The book agrees.  The undercurrent of the book,“Engaging the Head, Heart and Hands of a Volunteer,” is that true, deep engagement happens one person at a time.

Many organizations struggle with this paradox.  They will claim that people are their greatest commodity, yet treat them as an afterthought in their organizational structure and operational practices.  If this paradox is not resolved through the intentional creation of a culture of engagement, the organization will likely perpetually struggle with the same challenges as it relates to their volunteers.

If the problem was not real and rampant, the book would not have been written.  Webinars would not be offered.  There would be no need for it.

Q.  This sounds great for long-term development, something we should do going forward. But what if you have an immediate need, right now?

A.  There is a simple model, a continuum if you will, that can be applied to all manner of scenarios in life. The continuum has four points on it:  Crisis, Stability, Security and Prosperity.  These points can be linear, but may not always be so.

Organizations in Crisis mode will often remain in Crisis mode unless they actively choose to move along the continuum toward Stability.  Intentional actions bring about this movement, such as embracing the simple concepts that build a culture of attraction, engagement and sustainment of volunteers and their passions.

As Stability is achieved, then, and only then, may the organization press toward Security and Prosperity.      

So, do not consider this an either/or scenario.  Choose to do both with the organization’s volunteer strategy.  Seek to address the immediate needs while also being planful about the steps required to shift to Stability and beyond.

Q.  How do we deal with people's extreme busyness these days? I try to schedule coffee/tea with interested people, but they are often too busy to schedule.  And they don't have time to talk on the phone, they're behind on e-mails, etc. We're running out of channels to communicate.

A.  Organizations must be clear on the expectations for their volunteers and their performance. As well, leaders must ask themselves what they desire to see in the behavior patterns of those who serve with them.

A candid statement—leaders who encounter this pattern of behavior at the outset of their relationship with a prospective volunteer should be grateful.  The pattern would likely continue as the person got more deeply into their role, to an unfruitful result.

Remember, people are only as busy as they choose to be.  Our priorities dictate where and how our time is spent.

Q.  The one thing this webinar didn't have (to our surprise) was much mention of how Wild Apricot as a platform can be used productively to engage volunteers. For example, what are some best practices in terms of fields to track volunteers and volunteer interests in databases like Wild Apricot?  Or, is it rarely worth all the time to collect, maintain and update?

A.  Wild Apricot has a multitude of resources available to support organizations as they use the many features and tools. And yes, data collected through Wild Apricot can be invaluable to the organization when used effectively.

Contact Wild Apricot directly for assistance in achieving organizational goals through this amazing platform!

Check out the book at http://shop.HHHEngagement.com 

Barry Altland, author of “Engaging the Head, Heart and Hands of a Volunteer”

  It ain’t about me.

If a leader of community volunteers can remember, embrace and live these four simple words, they are bound to make a profound impact on the volunteers in their circle.  In turn, those volunteers will have boundless impact on the communities they serve.  

Otherliness, used as a noun, is recognized only in the Urban Dictionary.  The definition for Otherliness is to place the needs, wants and desires of others ahead of one’s own.  Otherliness is not an actual word . . . yet. However, the term deserves to be center to the conversation regarding volunteerism, and leading volunteers who serve in our communities across the country and around the globe.  

For professional managers and volunteer Board members, their work is not supposed to be about themselves.  Nor is their work supposed to be focused only on the community or organization.  As counterintuitive as this may appear, the most important thing a leader of volunteers can do is focus on the individuals who choose to offer their time and talents. When leaders make the experience about the volunteer first, the volunteer has the greatest opportunity for fulfillment.  This enrichment will touch the volunteer’s heart, drive their choices, and sustain their passion for serving.  And when the community volunteer’s passion is fed, everybody wins.  They are inspired to make phenomenal work happen.  They then also generate amazing results.      

The individual volunteer is more important than the community? Yes.  

Think of the Otherliness philosophy as a prioritization list.  Priorities are all important in their own way, but can be ranked by those that have the greatest impact on the desired outcomes.  Placing the community volunteer first on the leadership priority list does not mean that the organization, its mission, our neighbors, the leader, and other elements of the volunteer equation are not important.  The opposite is true.  Leaders of volunteers must still actively lead and manage all these other moving parts. The prioritization only suggests that, above all that requires attention from the leader of volunteers, the people who offer their head, heart and hands rest at the top.  The volunteer is the number-one priority.  

Otherliness comes easily to some leaders of volunteers—professionals and volunteers alike. Other leaders benefit when they are reminded of its importance in their role.  It is easy to get distracted by all that a leader of volunteers must do. At times, important management stuff consumes us, leaving little bandwidth for the people thing.  When this happens, opportunities for Otherliness pass by.  A moment when a volunteer could benefit from a smile, a kind word of encouragement, a well-placed question that begs their opinion or guidance, or an expression of gratitude could be missed when the leader’s focus is on logistics. When personal, human touches do not occur in those moments, the possibility of the volunteer’s passion being fed less becomes real.  This is the reason the individual volunteer rests at the pinnacle of the leader’s priority list.  

The leader of volunteers is called upon to wear their Otherliness hat every day.  When fully embracing the It ain’t about me philosophy, leaders help fill the souls of their community volunteers with satisfaction, joy and fulfillment.  These emotions are essential to the volunteer engagement equation. The hearts of volunteers are touched. They will feel their passion-fires burning.  They will serve for greater purpose than just to “protect their property value.”  They will be inspired to continue to serve in meaningful ways!

Say it again, all leaders of volunteers:  It ain’t about me.  

  This adapted excerpt is derived from the book, “Engaging the Head, Heart and Hands of a Volunteer,” published by The Peppertree Press in June 2015 and available in all major online retail outlets.  Signed books available from http://shop.HHHEngagement.com.  

Barry Altland, author of “Engaging the Head, heart and Hands of a Volunteer,” and expert on leading and engaging volunteers, recently held a virtual session sponsored by Wild Apricot. The 300+ participants were offered an opportunity to ask questions during and after the one-hour webinar. Barry shares his insights on these questions below.

Q. We don't seem to have trouble getting people to volunteer to be on a committee, but then they don't do anything. Any suggestions?

A. Yes, lots of them! How robust is the organization’s orientation? How developed are the onboarding processes? What steps are taken to set the expectation for service in the organization? How clearly are the roles and tasks defined? What tools are provided to support the volunteer as they grow in their role? The truth can be a bit of a stinger—the leader can and should do more to help volunteers serve at their best. This is not easily accomplished, as a volunteer’s performance inhibitors may be simple and linear or varied and complex. Still, the leader’s role is to equip, guide, support and inspire the volunteer throughout the life cycle of their service. Start with a conversation. Ask the person why they chose to serve. Ask again. And again. Get to the heart of what is holding them back from the desired performance. Then partner together to develop a solution that helps them achieve the objectives of their role. These conversations are part of the leader’s role.

Q. How do you attract people to less desirable roles such as cleaning?

A. True, there are some volunteer tasks considered less desirable. The key is in the Discovery conversation, where the leader finds out about the volunteer’s drivers. A section of the book captures this notion best: “The connection between activities and related intrinsic motivators also holds true for less enviable volunteer tasks. For example, not many volunteers are passionate about unclogging a toilet at a homeless shelter. The volunteer may not even have the gift of basic plumbing skills. But, the volunteer may have a heart for serving the disadvantaged. In their acts of service, they may draw the connection between having clean, functioning restrooms and their desire to serve the underserved. This connection point allows a volunteer to serve with joy, even while performing specific tasks that may be less appealing. The volunteer recognizes that taking on the less desirable activity is necessary to achieving the greater objectives. In this case, the primary intrinsic driver is still met when other, related activities are performed as part of the volunteer role.“ For the leader, attracting volunteers to less desirable roles begins with a simple, purposeful conversation.

Q. Maybe I missed something, and I will go back through the recording when I get it, but asking nonprofit leaders to do one-on-one meetings with volunteers is unrealistic.

A. At times, leaders may find the notion of engaging with their volunteers in focused conversations to be a bit daunting. This is understandable. Leaders must remember that volunteerism is a very noble, human choice. Serving is a people thing. The virtues of these purpose-driven chats are many. In fact, several other participants in the session shared their insights on the value of the Coaching conversation: “Coaching is a personal touch, which is a commonality with humans, and reminded me/us that it is the way to get to the persons heart. Thank you!” “I have found that volunteers feel more supported after a one-on-one conversation, more grateful and more validated in their experiences.” “One-on-ones are good because they give volunteers the feeling that they are important to the organization.” As the adage suggests, leaders will get out what they put in when it comes to investing the time in developing Coaching relationships with their dedicated volunteers.

Q. What do you do about volunteers that stay in their roles for perpetuity, thus disabling the newer members from getting as involved as they would like to be?

A. Sustained service is generally considered a positive for most organizations. Some volunteers appreciate the consistency of serving in a particular role. They may not have a strong desire to move or shift to different roles in the organization. And that can be an inhibitor to further developing other volunteers who desire a varied experience. Suggestions include broaching the subject of cross-development in a Coaching conversation. Cross-development is an initiative for long-term volunteers so they may become interchangeable in many different roles. The leader may also suggest elevating the long-term volunteer to a status of Onboarding Specialist or Subject Matter Expert (SME). These roles would encourage the continued growth of the long-term volunteer while further benefitting the organization. And in doing so, would also allow others to rotate into their regular role. Bottom line: this is a great problem for organizations to have!

Q. Our volunteers are mostly retired, and some are quite elderly. They just want to get on with their jobs, not to be coached, particularly by someone younger than themselves. What are your tips for coaching "under the radar"?

A. First, let’s revisit the definition for Coaching. Coaching as a leadership practice is defined as conducting regularly scheduled one-on-one discussions between the leader and the volunteer that are focused on performance and development. Coaching is not merely telling others what to do, or addressing a situation when something has gone wrong. Coaching is merely a series of meaningful conversations held periodically over time. As the skill of Coaching is mastered by the leader, mutual benefit is achieved by the leader and the volunteer in the form of deeper relationships and greater insights. Although some behavior trends may exist generationally, conversations shared by people may transcend differences in age. Further, leaders must be cautious not to erroneously lump all people of a certain demographic into a category, often accompanied with assumptions of that group. Instead, Coaching allows us to develop a stronger relationship with an individual volunteer irrespective of their identification with any demographic trait.

Q. Your suggestions largely relate to one-on-one interactions. How do you deal with these suggestions for an international organization with volunteers living all across North America, and the volunteer work is carried out in the developing world?

A. The definition for Coaching does not specifically state the modality for a conversation to occur. That element is absent in the definition by design. For geographically dispersed volunteers, technology can still afford us meaningful connection. All the other aspects of the Coaching relationship still apply, merely using our available digital tools to share in purposeful dialogue.

Check out the book at http://shop.HHHEngagement.com.

Barry Altland, author of “Engaging the Head, heart and Hands of a Volunteer,” and expert on leading and engaging volunteers, recently held a virtual session sponsored by Wild Apricot titled “How to Build an Amazing Volunteer Recruitment Strategy.”  The 300+ participants were offered an opportunity to ask questions during and after the one-hour webinar.  Barry shares his insights on these questions below.  

 Q.  At our organization, we have a large number of volunteer positions and send available positions in an e-newsletter.  Do you have a recommendation how to not overwhelm volunteers if we sent out all positions, open and not available?

A.  Leaders are recommended to consider not just sending out the roles currently open in their organization, but to include all available roles in the posting.  Doing so sends the message that the organization cares more about the volunteer meeting their needs, wants and desires through their service than simply filling their open slots.  When a potential volunteer sees the entire list, they become fully aware of all the possibilities for serving in the organization.

If that list is lengthy for the organization, a sampling of different roles may be listed in each periodic communication.  Or, a link to the website with the full listing is another option. Or, listing the role titles with links to the full descriptions may help to not overwhelm a potential volunteer.  

The most important part of the recommendation is breaking the pattern of only listing the current open roles, as it unwittingly places the greater emphasis on the organization’s needs than that of the individual volunteer.

 Q.  If you post volunteer roles that are already filled, how do you keep a person currently filling the role from feeling like their "job" is questioned or under threat?  We would not want them to feel they are being pushed out.

A.  Leaders are commended for their sensitivity to the needs and feelings of their current volunteers—this is always a good thing!  Avoiding this feeling of being “pushed out” may be addressed through simple, open and honest conversations prior to the posting being shared.  Chat candidly with current volunteers.  Make them aware of the strategy behind posting all roles.  Help them see that inviting more volunteers to serve in all capacities is a positive for the organization to achieve its mission.  

As well, many organizations explore the possibility of co-volunteering, or split roles.  That is, two or more people may share in the responsibilities of what could also be a singular role.  Many organizations have experienced the benefits of inclusion by exploring these possibilities for collaboration and partnership.  

 Q.  When making initial contact with a potential volunteer, how do we organize our comments and transition to discussing their needs?

A.  The book offers a simple model called The Guide for Engaging Volunteers, found on pages 61-66. Six steps follow the order of how a typical conversation between a leader and a prospective volunteer may flow. The most critical step in the conversation is the fourth step, called the “Flip.”  

The “Flip” occurs at the moment in the interaction when the leader catches a hint the person may desire to become more deeply involved as a volunteer.  The traditional approach leaders have taken in that moment is to begin speaking about the organization, “selling” the benefits of service or describing the current open roles.  

Instead, leaders are encouraged to “flip” the conversation around in that moment, asking the prospect more about their intrinsic drivers. Open-ended questions are the leaders’ greatest tool for inquiring on what it is they would like to do as they consider their service.  

Placing the emphasis on the person, not on the organization, in that moment supports getting that person aligned with a role that will bring the most meaning to them, thereby sustaining their passion for serving. Try it, it works!

 Q.  I love the “Flip” idea in a perfect world, but most nonprofits I've worked for don't allow me to have such an open-ended volunteer opportunity.  How can we inspire directors to be open to other kinds of opportunities?

A.  The Guide for Engaging Volunteers is a model that may not always be followed in a formulaic manner.  One size will never fit all.  Even if the organization has a strict, narrowly defined set of volunteer roles, these simple questions are crucial to helping a volunteer find the role that will best align with their skills, talents and experiences.  

In the bigger picture, leaders of volunteers have the opportunity to share in open dialogue with decision-makers in their organization to extoll the value of a more open approach to attracting volunteers.  It is quite possible a volunteer with a deep desire to serve the organization in a meaningful way outside of the currently defined roles could have a profound impact on the organization’s cause and beneficiaries.  

 Q. The last of the six steps in The Guide for Engaging Volunteers is “Next Steps,” a methodical approach to connecting a person to a right fit volunteer role.  Several times, I have moved "slow and steady," scheduling a meeting with the volunteer to see how they can integrate/orient to the organization, and have found that the volunteer loses interest.  On the other hand, when I meet them and put them to work right away, they thrive.  What do you suggest?

A.  Again, one size rarely fits all when it comes to recommendations and best practices. If rapid connection to service seems to work best for the organization’s volunteers, continue to use that approach.

The guidance to move “slow and steady” in the last step of the model is intended to safeguard the leader from simply plugging the person into any role, meaning usually a hole that needs to be filled by the organization. Leaders must ensure they are not moving so quickly they place volunteers into a service role that is completely disconnected from their intrinsic motivators for getting involved.  Moving too fast in that step often leads to eventual disengagement.    

 Q.  Yes, and we have trouble finding people the same shape as the holes in our organization.

A.  This happens at times.  Organizations and their leaders will need to decide which is better for accomplishing their objectives—having people to fill the role regardless of their interest or talents for that role, or allowing a role to remain empty for a period as they await the attraction of the right fit person to serve.    

The prescribed methodology, when used consistently by leadership, eventually aids leaders in attracting impassioned volunteers to roles that are enriching and fulfilling.  At times, it is short-term pain for longer-term gain.   

Check out the book at http://shop.HHHEngagement.com 

The other day, I met with a wonderful person who in my life wears many hats:  former co-worker, former fellow worshipper at a local church, friend, mentor, leader whom I admire, keen analytical, disciple of the leadership principles shared in the book “Engaging the Head, Heart and Hands of a Volunteer,” and by virtue of her multiple book purchases and subsequent consultative coffee sessions, a client of HHHE.  

During our cappuccino chat, we discussed the specific ways she is applying the guidance of the book in her faith-based, volunteer-supported environment.  I always love hearing these stories!  She shared her current focus is strengthening a long-struggling, overworked yet underleveraged, low-engagement volunteer base at the church.

 Some Feedback for Me?  Oh, Goody!

She also felt compelled to share, in the most caring and gingerly fashion, feedback that had been offered by the lead pastor on the philosophies forwarded in the pages of the book.  My book. The one I wrote.  My life’s passion work for the last two years.  This . . . this I especially wanted to hear.  

A little back story . . . my wife and I used to attend this church a few years ago.  She and I got actively involved in serving within the church. Candidly, we found aspects of our service to be fulfilling and meaningful, while other parts less so. Truth be told, several of these volunteer experiences further fueled my eventual decision in 2014 to step out of corporate life for a season to wholly focus on assembling the book.  

So, bottom line—I know this pastor.  In some ways, he served as an inspiration to me to bring guidance together that would help leaders to more effectively engage volunteers in their organization. Why?  Because leaders need help.  Even if they do not realize it.  They need help.  And I just wanted to help.  So I wrote the book.  

While serving the church, I did lead a few workshops for fellow volunteers on the topic of volunteer engagement.  I had done this for a number and variety of volunteer-supported organizations in the years prior to actually writing the book.  The messages were consistently well-received.  I partnered with the associate pastor to bring this series of three workshops to those who were serving.  The lead pastor said or did little to support this initiative at the time, leaving it in the second-in-command’s hands to execute.  I noticed this absence of executive leadership support in the moment. I noted it in the back of my mind. Yet, we forged ahead.      

It was interesting to me, as well, that each of the three sessions in the series gathered lower numbers of volunteers as participants.  As often happens, sustaining a learning and skill-building initiative in a volunteer-supported organization can be a challenge.  The difficulty was increasingly apparent, by my gut, due to the leaders not being totally aligned and lock-step in this movement. The marketing and communication of the initiative were sketchy.  The expectation-setting was just not there.  There was no talk, despite my urging, to identify desired outcomes.  Nor did the leaders seem ready to wholly embrace volunteer engagement as a cultural tenet.  It instead felt like this was just another thing.  The efforts were not planful.  Not at all.  The movement rapidly devolved into a stand-alone, flavor-of-the-month “class” or two (or three).  

Shades of my corporate life as a frustrated learning leader and talent development professional were so evident in those moments.  Same shiz’nit, different environment, different day.    

So, the feedback, let’s get back to that.  From my friend and disciple’s account, the executive pastor had apparently gone around to chat with those volunteers who did engage in any of the workshops to assess the impact of the learning.  In the days and weeks following the sessions, he had asked specific questions such as, “What has changed for you as a volunteer as a result of going to Barry’s workshops?”

Not surprisingly, their repeated response was “Nothing.”

From this, as the feedback continued to be shared with me, the lead pastor had surmised that the initiative, and therefore my life’s work and the principles of leading and engaging volunteers in which I so deeply believe, were a failure.  There was no value to the effort.  My stuff was bunk.  Crap.  Not applicable to what they were trying to achieve.    

My reaction to this feedback?  Please see the title to this article.

 A Little Grace, and a Whole Lot of Leadership Learning

But that expletive-laden feeling was quickly replaced with grace, peace and forgiveness.  I heard Bryan Adam’s dulcet tones serenading me with, “Please forgive him, for he knows not what he do(es).”  

A conclusion slapped me alongside the head in that moment in the coffee shop.  Or, shall I say, a reminder of something I have learned and relearned in my last year of deeply engaging with leaders of volunteers struck me. Leaders in nonprofit and volunteer-supported organizations are in many ways no different than leaders in corporate life.  They likely rose to the role not because of some deep inner calling to serve people with Otherliness.  They are often just some fallible human being trying their best to do a job they either fell into or feel entitled to, and are largely blind to what it really takes to turn learning into organizational outcomes.  

Boom.  Simple as that.  When it comes to supporting learning initiatives that deliver results, most leaders are subject to the exact same model I write about in the section of the book titled “Redirecting the Passion of a Volunteer.”  These leaders simply a) Don’t Know, b) Can’t Do or c) Don’t Care.                

Like I said, I want to help. So, please allow me to be succinct. Leaders, it is what you choose to actively do before and after learning occurs that ultimately determines the transfer of learning to performance and subsequent results achieved.  Let that sink in a bit.

Your (in this case, the lead pastor) responsibility is even greater than that of the learner (the volunteer) and the learning leader (me) to drive and support outcomes.  This church leader, the executive pastor, so clearly does not understand this.  And that is OK.  For, most leaders, even high-powered, high-paid executives in many successful Fortune 500 companies are also clueless when it comes to this.  How do I know this?  I spent the last fifteen years of my professional life being maddened by this undeniable truth.  I have beat my head against the wall extolling the virtues of the leader’s role in learning for a long time, to little avail.        

OK, But What Can a Leader Do To Turn Learning Into Organizational Outcomes?

So glad you asked! Start by having conversations. Engage in what the book calls a Coaching relationship with your people.  That is, conducting regularly scheduled, one-on-one conversations between the leader and the volunteers focused on performance and development.  

Leaders must be versed in what is being shared in the learning event or initiative.  Better yet, they should actively engage in it as well to demonstrably show their support.  A leader’s physical presence and noticeable engagement in learning speaks volumes.  Repel the common manager notion that “development is for those who have yet to arrive . . . and gosh darn it, I have already arrived.”  Development is for everybody in an organization, not just for the untitled.      

Leaders should discuss with their direct report learners prior to engaging what they will learn, and what their plans are for practice and implementation.  

Leaders should also discuss post-learning what was learned, and how they can support the learner as they strive to apply what was learned.  These are simple conversations.  Or, at least they should be for leaders.    

Leaders can also set the example by modeling the desired performance and behaviors.

Leaders should also have regular check-ins to ensure a shared accountability to ongoing improvement.

Yes, all these recommendations are a solid start.  

As leaders do all these things, they actively create a culture where the expectation is that learning is not for naught, not just another thing, not a Baskin-Robbins flavor, but a legitimate methodology for investing in their people and their organization’s future vitality.  

Yes, leaders . . . this is on you.  And you can do it.  You can, and you do, make the difference.  

Barry Altland is a writer, speaker, thought leader and published author of the book, “Engaging the Head, Heart and Hands of a Volunteer,” a simple guide for feeding the passion of those who serve.  

Barry blends world-class leadership principles from the for-profit world with his own numerous experiences as a volunteer and leader of volunteers to offer a fresh perspective on volunteer engagement.

In his professional life, Barry has cultivated talent strategies in a variety of industries, ranging from the theme parks of Central Florida to agribusiness, supply chain logistics, financial services and healthcare.  He has invested fifteen years developing talent and leadership across all levels of organizations.  Barry has served as a collaborative partner to teams and leaders to assess performance inhibitors and devise creative solutions that optimize people, passion and performance.  Mr. Altland has designed and facilitated hundreds of workshops and interactive learning experiences.      

Barry’s volunteer life spans faith-based service, homeowners association leadership, professional association leadership at the local and national level, working with youth, athletics, education-based volunteerism and social impact organizations.  Barry has even designed and led corporate social responsibility strategies in multiple companies.  

The result of these experiences is content-rich guidance for leaders of volunteers to help them lead with Otherliness.  As leaders embrace Barry’s unique perspective, they develop into leaders better prepared to touch the hearts of volunteers by engaging them . . . one person at a time.  

I was reading the Orlando Sentinel yesterday, Sunday edition.  Yes, I still read the paper.  Well, three sections of it, anyway—Sports, Arts and Travel and the Parade magazine.  I came across an article that inspires this open letter.  And by inspired, I mean I was aggravated.  Maybe a little fired up.  

So many perspectives, most of them way off target.  So, I thought I would help.  That’s me—Helpy Helperson.  To the rescue.  

See, this article I read was in the Sports section, one that gauged the opinion of several well-known former pro sports stars on the hot topic of the Wisconsin Interscholastic Athletic Association’s recent message to its’ members on sportsmanship.  These quasi-legendary athletes were in town for a golf tournament fundraiser.  They were prime target for a soap box to wax eloquent on the current state of sports, youth participant and fan behavior and tangential topics.  

The article’s title?  “No Taunting Policy Has No Place:  Sports Stars Say Young Athletes Learn More From Being Booed Than Being Coddled.”  OK, gamer. Game on.  

 Athletes

The quotes from the athletes read exactly as you would expect them to appear.  It is as if they were all reading from the same playbook.  Note the chorus of critics below:

“You’ve got to be able to give the opposing team a little bit of crap, don’t you?”  --retired Chicago Bears linebacker, Brian Urlacher

Mr. Urlacher, not sure where this rule is written, or if it only exists in the minds of those who embrace this belief.  Candidly, I have participated in and been a spectator at countless athletic events completely devoid of any derision toward the opposing team.  In my youth, my high school and college years, and even just last week.  These events were less stressful, more enjoyable, and certainly more civil.  You ain’t “got to be able” to give crap to the other team to make sports, sports.  Period.

”People are getting too sensitive about kids staying positive.  There are no winners or losers.  Everybody’s in first place.”   --NHL Hall of Famer, Mike Modano          

Mr. Modano, not sure we as people can ever be too sensitive about creating a positive environment in this world.  Who among us truly believes we have some God-given right to bring negativity into others’ lives?  No matter your faith beliefs, sharing joy and respect with others is not a nice-to-have, but a non-negotiable in this world.    

Now, I have to go with you, Mike, on the whole “participation trophy” thing.  I have never been a fan of this practice.  Who in the hell knows from where it ever came?  It can go away.  It should go away.  

As a proud referee for youth soccer for the last several years in a league that does not keep score, I have long stated that valuable life lessons are learned by young people when winning competitions with grace and losing with dignity.  These lessons are lost in an environment with no scoreboard. But here is the difference between what I say and what we see from Mike the former hockey player above.  Winning a game doesn’t make you a “winner,” any more than losing a game makes you a “loser.”  It is the extremism in his viewpoint that is the flaw.      

“You’re trying to create a perfect world where nobody gets pushed and nobody gets challenged. Believe me, our kids need to be challenged.”  --former NFL Quarterback, Joe Theismann

Et tu, Joe?  I always thought you were more of the intellectual athlete-type.  Again with the absolute language—“perfect world,” “nobody gets pushed” and “nobody gets challenged.”  A reasonable person will see through the propaganda of absolutes to realize Joe and his peers’ attempts to sway opinion with the black-and-white extremist view. Truth is, as is in every part of life, there are countless shades of gray between wussified coddling and the relentless verbal beatdown.

Still, Joe hits the nail on the head with the need for young people to be challenged.  They must be challenged to play their best, to give their greatest effort, to leave it all on the field each game day.  They must be inspired by enlightened coaching that touches their hearts in a meaningful and lasting way.  As this happens, the need to be challenged by opponents and their fans expressing nastiness suddenly fades away.  

“You want to know who’s implementing these rules?  Guys who never played sports before and think it’s something bad.  At the risk of being disrespectful, they should take it from a lot of guys who have played sports.”  --Former MLB All Star, Phil Nevin    

Ah, Phil, I have been in these chats before.  I can sense the wagons circling now.  Yes, the fraternity of athletes at all serious competitive levels, from club to high school to college to the pros, who somehow believe there is a separate set of life rules that applies to them and only to them.  That the very guidelines that set humanity apart from other living organisms, our ability to be civilized with one another, to lift ourselves above dog-eat-dog and eye-for-an-eye, is to be wantonly tossed aside in the world of sports.  Nice try. But it just doesn’t work like that.

And before you go dismissing me as a pasty nerd-boy hiding behind a keyboard, I am an athlete.  I have played sports my entire life.  Even at forty-nine, I still play a fairly competitive brand of softball up to three nights a week.  Sure, softball is not a full contact sport, but if you think the clay-stained world of having a hard sphere come at your face and junk at speeds above 100 mph is not testosterone-fueled, well, you are out of touch, my friend.  

Athletes, I make a decree today.  You are on notice.  There is no separate set of rules for you in society.  Get with humanity.  For I deeply fear if the rest of humanity ever aligned with you.  It’s not on you to provide life’s challenges to your opponents. Life has a way of doing that on its own, without your help.  Divorce, financial instability, terrorist acts on a world stage, death, all of life’s challenges, they will do their thing in a way trash-talking just cannot. Therefore, there is no need for it.

Jocks, just stop perpetuating the Neanderthalism.  Stop it. In 2016 and beyond, the knuckle-dragging way of thinking must simply go away.  Be enlightened.  Be more than the stereotype.  Be human. That is, be the best part of humanity. Reflect its goodness.  Sports can do that.  Sports does do that.  

 Sports Fans

Yes, sports fans, you can be as much of the problem as the players on the field.  Your days of anonymity are numbered.  Purchasing a ticket to a sporting event does not give you the right to spew negativity to the other team and their fans.  

“High school gyms are not supposed to be ‘safe zones.’”  --Orlando Sentinel Columnist, David Whiffley

Yeah.  He said that.  Bad enough we have so many school shootings in our country these days. That police officers are omnipresent in the academic environment makes a loud statement about our present-day society. And to add to that, we have newspaper writers boldly stating that competitive high school athletes do not deserve to feel safe on their own field of play?  Sad.  

Truth is, if ever there should be a safe haven for people who engage in sports, it should be while engaging in sports.  Amateurs and pros alike should be offered the gift of full focus on their craft, absent the distraction of filthy, spiteful words and vile actions.          

Chastising players while they play should not be a part of sports.  And sports fans, you can choose to create that environment.  

One more thing . . . chances are when you are present at a sporting event, you are there because you represent something bigger than yourself.  Even if you do not fully realize it, you do.  Everything you say and do is a reflection of your family, your children, your friends, your team, your school, your community and beyond. Chew on that the next time you don your team’s colors, rehearse a few cheers and paint a few signs.  

 Parents

Two nuggets for you, parents.  Only two.

First, the whole “trophy for showing up” thing.  I know you carry some ill memories in your heart from that time you lost the little league championship because you dropped the ball, but attempting to protect your child from that same heartbreak does them a monster disservice. This is the fatal flaw of the Boomer, and more likely Gen X, parenting playbook.  

Your most important job as a parent is not to protect your child from all of life’s challenges, but to prepare your child to adequately and effectively navigate life’s challenges. Dismantling the scoreboard and throwing shiny plastic tchotchkes at our kids just for being there does not support this, not in any way.

Also, if you are a parent losing your mind in the stands with all that negative yapping, maybe you should consider the example you are setting for the next generation.  Your children do not miss much.  Nor do their friends and teammates.  They are astute, soaking it all up like a sponge.  They watch.  They listen.  

A call to action for you, family leaders.  You must do an even better job of living up to these two nuggets above.  Every day.  Maybe if all parents did this, the opponent would not feel the need to supplement your athlete’s life lessons with their unsporting behavior.  They would simply stop doing it when they realize how well prepared your athlete is at absorbing their words for what they are—somebody else’s ignorance on display.          

 Leaders

“But isn’t facing adversity an educational experience in itself?  The lesson is that life isn’t always easy.  There will be pressure to perform, and bosses aren’t going to pat you on the head and give you a participation trophy when you make a mistake.”  --Orlando Sentinel Columnist, David Whiffley

David, David, David . . . You had me with those sentences.  That is, until you went off the reservation into territory in which it appears you know precious little—leadership.    

Now, of course, I don’t work in the cutthroat world of the print media, where you may still have “bosses” who act like a “boss” would, you know, in a 1950s, top-down, do-as-I-say, always-Theory X-and-never-Theory Y sort of way.  But in the enlightened business world of today and the future, it is my aspiration to help leaders understand there is so much space between patronizing pats on heads of veritable participation trophies and the old school world portrayed by Dabney Coleman in the feature film “Nine to Five.”

Fact is, I believe in this style of leadership so deeply I stepped out of corporate life to write a book about it.  The book’s title?  “Engaging the Head, Heart and Hands of a Volunteer,” available on all major online retail outlets (with books signed by the author from http://shop.HHHEngagement.com).  

Do not be swayed by the title.  Sure, the 200 pages of guidance works well for leaders of volunteers, but don’t paid employees choose to show up every day, too?  

Truth is, most leaders have more to learn about elevating the dignity of their team members, too. They can learn more about how their words and choices can lift the spirit or crush the soul of those who serve with them.  

As leaders continue to evolve, we no longer need to prepare athletes for the harsh reality of the work world.  Instead, their coaches who inspired them in sports will set the stage for the next generation of organizational leaders who will also create an environment where their people may perform at their best, unencumbered by harsh, soul-stealing commentary.

 The WIAA

Hey, Wisconsin Interscholastic Athletic Association.  I will be the last one to board the critical bandwagon.  I think you got it right.  Your job is to remind people of the organization’s rules on sportsmanship.  That is what you did.  

In doing so, you clearly communicate the expectation for behavior for players, coaches and fans. This is what an overseeing body should do.  Attempt to influence your constituency in the direction of civility and what is best for all involved.  

According to the article, WIAA spokesperson Todd Clark said, "The organization is simply trying to promote sportsmanship and is concerned about youths emulating the tasteless antics they see at college and pro games." 

Excellent work.  You are to be commended for your stand. Never mind the blathering of yesterday’s athletes.  Or today’s. Instead, do what you do—set the standard for tomorrow’s.  

 People of the State of Wisconsin

I know several of you. This May, I am about to meet many more of you as a featured speaker at the Wisconsin Volunteer Coordinators Association 2016 Annual Conference.  I must say, you are some of the kindest, warmest people I know in this country. Maybe it’s the whole Midwestern thing, not sure, but you are each salt of the earth.  

Which is why it did not surprise me that the quotes mentioned in the WIAA e-mail were not the epitome of the filth I have heard on the field in the stands.  Chants of “You can’t do that!” or “Air ball!” or “Season’s over!” were the examples discouraged from use.  

I hope this is true. How very sweet and comparatively civil that your sports are filled with these minor distractions of the PG sort. The visions of sausage races and cheeseheads and marching bands who walk in a really goofy way are untainted in my mind.

Thank you for leading the way for our country in common decency.  If only the rest of us could follow your lead.  Athletes.  Sports fans. Parents.  Leaders.  All of us.    

Barry Altland is a writer, speaker, thought leader and published author of the book, “Engaging the Head, Heart and Hands of a Volunteer,” a simple guide for feeding the passion of those who serve.  

Barry blends world-class leadership principles from the for-profit world with his own numerous experiences as a volunteer and leader of volunteers to offer a fresh perspective on volunteer engagement.

Alternate Title:  I Know You Don’t Give a Damn About Your Lawn

 See what that is in the photo?  That is the edge between the grass and the sidewalk as it crosses over from our property to that of our neighbors to the south of us.  Most in Florida know that proper care for a St. Augustine lawn requires several pieces of equipment:  a lawnmower, an edger, a string trimmer and a blower.  Oh, and a fertilizer spreader.  Without these, or the skill of a professional who has these equipment pieces, you get what you get.  

As you see in the image, some grass is neatly edged against the sidewalk, while other grass grows over the edges in a less kempt manner. Before you jump to the conclusion that I am lawn-shaming my neighbor in this wonderful community in which we live, that is far from the truth.  Actually, I like my neighbor.  She is kind and friendly.  I respect her.  She moved here several years ago as a single mother with six children in tow, scoring a short-sale home that allowed the family to start their life anew.  She is a published author (yes, two on the same street!) and a contributing employee to local public school education.  All good.  

 An Experiment on Champions Within

Why am I showing you photos of grass?  Or telling my neighbor’s life story?  Yes, I am going somewhere with this.  

You see, a few short weeks ago, I conducted an experiment. One in complete good faith, with no ill intent whatsoever, just a desire to either be proved right or wrong in my theory.  Much to my dismay, I was proved correct.  

What did I do?  One Saturday about a month ago, I caught the attention of my lawn crew as they arrived to do their weekly mow-blow-and go in my yard, slipped them a twenty-spot, and asked them to offer a little attention to my neighbor’s home.  Specifically, I requested they string-trim around the base of the home, take out the overgrown weeds in the planter bed, and throw an edge on the sidewalk so there is not a noticeable difference where my yard stops and theirs begins.  Jason and his partner gladly obliged.  I could hear the whirring of the equipment tear through the overgrown foliage as they addressed the landscaping needs next door.

Within 24 hours, I peeked at the result of Jason’s work. Nicely done.  The home and yard were back in compliance with the homeowner’s association Covenant.  The yard again blended with others in the community, no longer an eyesore that drew unnecessary and undesired attention.  

A few days later, we received a thank you note on our door from our neighbor.  I was unsure if she even knew who offered this gesture of goodwill, as I had not shared my intent with anybody.  She expressed her appreciation, apologizing for the delay in response, but wanted to ensure us the gesture did not go unnoticed.  

For those who know me, they know I do not do kind things with any expectation of reciprocation.  Or, any expectation of anything at all.  Still, gratitude is deeply appreciated.  A handwritten note is a wonderful way to express it.

This is the point where the experiment began.  I wanted to see what would happen next.  Much to my chagrin, what I hoped would not occur, but was convinced it likely would, did.  Within a month, aided by some healthy days of alternating rain and sunshine, the yard and the detail areas returned to a condition near what they were a month ago when Jason attacked them with his gear.  Grass blades rise high against the side of the home.  The viburnum is woolly.  The plant bed is filling back up with tall green weeds.  And the grass is growing over the edge of the sidewalk streetside.  The conditions draw much attention in a deeded community, and not the “Yard of the Month” kind of attention.  

 I Know You Don’t Give a Damn . . .

The results of the experiment yielded a simple truth that I know regarding human nature.  One simply cannot wish for something more for another than they wish for themselves.

My mother reinforces this lesson frequently regarding her health. At 77, I desire for her to walk so she may continue to walk.  But if she doesn’t give a damn about walking, she is not going to walk.  Simple as that.

In this case, I would love to see our neighbor care for the exterior appearance of her home much better than she currently does.  But, all indications, by what we observe, point to a simple truth:  I know you don’t give a damn about your lawn. I do not express that in a judgmental way.  Not at all, just in a straightforward, tell-it-like-it-is kind of way.  

I have not gone far enough or deep enough to determine where this falls on the “Don’t Know – Can’t Do – Don’t Care” scale, as described in detail in the book, “Engaging the Head, Heart and Hands of a Volunteer.”  I have not invested in analyzing the situation. Nor will I likely in the future. I merely apply Grace, Peace, Forgiveness and Acceptance to the results, again, just as the book describes in its closing pages.                      

 The Champion Within

So folks, here is how it works.  If you desire something better for another in their life, you can offer all the guidance, tools, resources and support needed to achieve a new way, but the new reality will never be realized unless that person desires the same for themselves.  They must be their own Champion Within.  

Same is true for those who choose to offer their time and talents as a volunteer.  Serving your cause and your organization may not be what fans their passion-fires.  Or it may.  Leaders must take the time to build the relationship, to navigate the steps of the Discovery conversation to find out what stirs in the heart of the individual that compels them to serve. Only then will the insight gained be valuable in aligning the inherent gifts and talents of individuals to work toward meaningful results.  

This is a truth that holds at the macro-level, too.  I see churches swoop into underserved communities, taking on massive restoration projects to spit-polish a neighborhood.  Time and again, the buildings go back to being graffiti-laden, landscape overgrows without maintenance, and trash is strewn in areas recently rendered debris-free.  Why does this happen?  Well, simple. There is a reason why the area looked that way in the first place.  No Champion Within.  Nobody who lives there cared enough to clean it up before.  So, no matter the overwhelming amount of kindness and God-driven do-goodism, the area is bound to return to its original state.  

That is, unless you find a Champion Within.  A partner who has a vested interest, a lasting interest, a pillar of that community who will work tirelessly to clean up the space (as opposed to having the do-gooders do it for them), get others involved from within the community to give of their heads, hearts and hands, and create the change they desire to see.  And, then sustain it.  That is what a Champion Within can do.  That is what a Champion Within must do.  

At the individual level, people will choose change when they see it as their best option.  You can only wish it for them, but you cannot wish it into them.  Same goes with volunteers.  Those who share their gifts will best do so when their passions are tapped and aligned with the outcomes.  And even for entire communities, cities, states, countries and the world, they require Champions Within to create lasting positive change.  

Barry Altland is a thought leader, writer, speaker, organizational partner/consultant and expert in the areas of leading and engaging volunteers.

Barry’s current book, “Engaging the Head, Heart and Hands of a Volunteer,” a simple guide for leaders of volunteers to feed the passion of those who choose to serve, has been available in the marketplace since June 2015.

Mr. Altland is honored to work with your organization for workshops, lunch and learns, keynotes and consultative partnership that support leaders of volunteers as they further develop their leadership acumen.

Barry and his wife, Kristy, live in Winter Garden, Florida.

More information may be found at http://HHHEngagement.com.

The July-August 2015 edition of Harvard Business Review contains three bundled articles on the people profession referred to as human resources:

 “Why We Love to Hate HR . . . and What HR Can Do About It”

“People Before Strategy:  A New role for the CHRO”

“Bright, Shiny Objects and the Future of HR”

 If you haven’t picked up this issue yet, it is a solid read. If you are in the HR profession and you haven’t picked up this issue yet, you are encouraged to do so.  There are truths in the text that should not be overlooked.  After all, the article is talking to you.  Directly.  And me, too. We should be listening.  And acting upon its guidance.  

 This Doesn’t Mean HR is Above Reproach . . .

The article acknowledges all the environmental factors that have brought the HR profession to where it is today—economic, societal, organizational and otherwise.  Yet still, the text calls HR leaders to step up—now.  Now is the time to get past the pure transactional nature of benefits, compensation, recruiting and performance management.  Getting lost in administrivia has been part of the reason the profession is not part of the ideal organizational triumvirate of the business, profits and people.  

 Meanwhile, Supervisors Spent Less and Less Time On Their Direct Reports . . .

In the recently released book, “Engaging the Head, Heart and Hands of a Volunteer,” an entire section is dedicated to the practice of Coaching.  In essence, this is the structured, scheduled practice of leaders spending meaningful, productive time in conversation with their team members.  Yes, it is recommended for leaders of volunteers, and it is highly recommended for leaders of paid professionals.  

Leaders are less leaders these days, and more managers. Working managers, with their own tasks. These tasks consume their work life, leaving precious little time for engaging with their people, and thereby engaging their people.  This has to change to make any strides in the right direction for organizations, our country, and for society.      

 Managing With Ambiguous Authority . . .

This is the nice way of saying what HR attempts to do in most organizations, according to the article.  I have felt this way when given the lead on some past initiatives, such as compliance learning.  Yes, I was reduced to nagging people.  Trying to get them to do something that they were supposed to do, but I did not have the authority to make it happen.  Nor did I want it.  After all, that is part of what a leader does, right?  They get their team members to do what they are supposed to do, all while nurturing and supporting them to do what they love to do.  

HR does not want to be the compliance or behavior police. Wait.  I take that back.  Some of our peers do.  I have known them.  Worked with them.  Worked for them.  They reveled in wearing the shield.  It is not an attractive element in the profession.  

Ultimately, HR and Talent Development leaders serve their organizations best when they help operational leaders serve their teams in this capacity, instead of being the cops themselves.  

 HR Is Simply Slapping Bandages on Problems . . .

The article notes that the issues we face in the HR profession today will continue as they are until talent development and people become a clear priority for executive leadership.  So, when will this happen?  Why has it not already happened?  Is this a Baby Boomer generational thing?  Or a leadership thing?  A U.S. thing? A world thing?  

With all we already know about leadership, why executive level leadership is not already there en masse, as a prerequisite to their promotion, is baffling to me.      

 But HR Can Speed Things Up . . .

The text calls upon HR professionals to begin setting the agenda for the future.  We must be less of a follower and more of a leader in our organizations. Communication and relationship-building are key.  

 Forced Ranking Was the Rage About a Decade Ago . . .

This piece about the pervasive failure of performance management is so good, it deserves to be directly quoted.  “Now most companies are stepping away from it as they realize what HR has long known:  Supervisors need the training, the time and the incentives to have serious conversations with subordinates about performance and growth.”

Wow.  Truth dropped.  See the reference to Coaching above.  Better yet, read the book, “Engaging the Head, Heart and Hands of a Volunteer.”  It’s as if they used the book as a reference for this salient point.  

 It’s More Important to Understand What Works When and Where . . .

This section takes a jab at SHRM and the whole certification and professionalization of the HR practice.  The downside, according to the article, is that standardization of HR processes assumes that one size fits all.  In contrast, every organization is a living, breathing, unique organism.  HR Professionals need to be astute enough to recognize this, and adjust their best practices accordingly to fit the environment and culture of the organization.  

 They Didn’t Feel Equipped to Estimate Financial Returns . . .

The article points out that HR practices have long focused on the individual.  Although there is beauty and power to building up each person, the greater call is for professionals to keep their eyes squarely focused on organizational needs and outcomes.  Connect your work to business outcomes, directly and relentlessly.    

I have long been fighting (and losing) this battle in the Talent Development realm.  Providing the resources for an organization’s team members to meet their individual development plans is not the primary responsibility of the Talent Development function.  We are not running a school (take that, corporate universities).  Our focus should primarily be on providing solutions for organizational and team performance inhibitors and enhancers. Self-development is mostly what individuals do on their own, for themselves.  

 HR Invests Heavily In Many Programs That Lack Impact . . .

Generational differences.  Diversity programs.  Yes, the articles takes aim at these long-held, traditional HR programs. Where is the data that directly connects these initiatives to business outcomes?  Hopefully it exists.  If it is able to be isolated and measured at all.  Otherwise, what happens?  In the words of the article, “HR is just a cheerleader for an initiative it can neither enforce nor measure; its leaders will end up pleading with line managers to take on yet another set of tasks, burning up more social capital in the process.” Ouch.  Hard truth to embrace if we drank too much Kool-Aid over our years of practice.  

 But HR is By Nature a Long-Term Play . . .

We have to get dramatically better at connecting what is hot right now with the longer range organizational vision and goals.  Otherwise, we run the risk of perpetuating how so many of our peers see us now . . . as the purveyors of the Flavor of the Month.  We need to help steer the ship on course long enough to see our organizations reach the next stops in our journey.  By taking the long-range view, we stop rowing in circles, never getting anywhere.  We create and help others see the continuity of our visionary work.  

 The Time Is Right For Reimagining Human Capital Much More Broadly . . .

Although I have never been in love with the cold term “human capital,” the point is clear.  Now is the time for all of us to collectively put on our strategic goggles.  As the article closes, “Discretionary effort—by employees who are engaged and willing to give their best—is at the heart of organizational success, and managing and developing people is the way to drive and sustain that effort.”  

We are kindred spirits on that, Harvard Business Review.  The profession is not there yet.  But we can be.  

  As I wrote this, I wondered if my penning and posting this blog makes me more or less attractive to a future employer.  My time invested in my current passion pursuit of delivering the book, “Engaging the Head, Heart and Hands of a Volunteer,” may be winding down to make room for the next season of my professional life.  That next season will likely be serving an organization.  

Ultimately, I decided my stance makes me more employable. After all, I seek to serve an organization that already values their people at the top of their strategic framework, and their HR and Talent Development professionals are paying for their salaries several times over by connecting their work directly to business outcomes.  Are you out there?  I am ready for a Love Connection.        

To honor the many brave souls who assisted in serving others in the wake of Hurricane Katrina ten years ago, I share Elisabeth's story.  When asked the simple question, "Why do you choose to volunteer?", as part of writing research, she responded by sharing the excerpt below. 

I knew I had to include it in my recently released book, "Engaging the Head, Heart and Hands of a Volunteer."  Her words bring power and meaning to her simple choice to act.  She chose to serve.  And so do countless others.  Her story is a reminder to us all.   

 An Excerpt from the Book Section Titled, "Why Else Do People Choose to Volunteer?"

Sources of intrinsic motivation are plentiful—opportune timing, being asked, building self-esteem, improving a situation or seeking excellence. Passion can be stirred by a limitless font of drivers. A volunteer’s passion-fires are as unique and boundless as the people who choose to offer their head, heart and hands. The inspiration to serve comes from deep within. With few exceptions, it comes from a place of good. This goodness is stark and unmistakable in the volunteer story shared by Elisabeth of Missouri, who offered her time and talents in disaster relief several years ago:

“People are doing good things for other people. I want to share with you what is really happening down in the Gulf Coast. After watching enough suffering through television coverage, I felt the call of God to go down South and do my part to help in whatever way I could.

As I went back down South for the third time, a friend asked if she could join me. As far as I was concerned, the more the merrier, because the people of Kiln, Pearlington, Waveland and Dedeaux, Mississippi, need our help, and will need it for some time to come. The effects of Hurricane Katrina are just beginning.

We left for Meridian, Mississippi, on Monday, October 3, at 11:00 p.m., and reached our destination on Tuesday afternoon at approximately 4:00 p.m. The journey going down South is always exciting because the anticipation of knowing that you are going to help so many people is running through your blood. Lisa and I checked in with the people at the Key Chapter of the American Red Cross in Meridian in order to see if we could do anything for them or if they wanted us to bring anything down to the Coast for them. After getting settled in and getting our last good meal and night's sleep, Lisa and I headed for the Gulf Coast. After a three hour drive, we reached our destination via Interstate 59 around 3:00 in the afternoon. The difference in the appearance of the interstate was obvious to me, having been there before. The forestry was being cleaned up, and the interstate was becoming well-manicured again, thirteen miles at a time.

Our first stop was Pearlington, Mississippi. Pearlington was one of the communities that I worked in during my first trip to the Gulf Coast. The town was badly devastated by Hurricane Katrina. When you meet the people of Pearlington, it is no wonder why you would desire to return. They are beautiful, warm and welcoming, even in the face of adversity. It is very humbling to serve them.

Lisa and I went door to door, offering clothes, food, cleaning supplies, bedding, toys, books, and whatever else we had. If we didn't have what was needed, we took notes and committed to get these people the things they need to get through their days. The children were excited to see toys, stuffed animals and books, because these are their very first gifts since the hurricane destroyed their worlds. As we helped one family gather the items that they needed, I pulled a stuffed animal rabbit from one of the bags filling the trucks, and I gave it to a young girl. It just so happened that she lost her favorite stuffed rabbit to Hurricane Katrina, and when she saw this rabbit, her eyes lit like one hundred candles on a small cake.

To the people of Pearlington, it was the little things that mattered.”

Elisabeth’s passionate words are moving. There is obvious, purposeful goodness that emanates from the recount of her volunteer efforts. She is selfless in her acts. The choice to serve that so many others make in times of need comes from an authentic place of kindness and good. When asked “Yes, but what do you get out of volunteering?,” Elisabeth’s unique intrinsic motivator continues to be revealed:

“I was raised by parents who taught us, five siblings and me, from an extremely young age to be public servants.  We were raised to respect people—black, white, gay, straight—nothing mattered but that they were human beings.  My parents worked hard to be able to provide us with a great education, and along with that education was hands-on learning by volunteering, getting involved in the community, and appreciating the differences in people.  While my childhood sounds very ‘Beaver Cleaver,’ we had hard times, too, but my parents taught us to be resourceful and always help people when we were able. 

I have been blessed that throughout my entire life, I have crossed paths with people who have taken the time to invest in me.  Many of these people were extremely influential in who I have become as a person.   While all of my siblings have the ‘people trait,’ I probably have the highest degree of this trait, and my family and friends know that if there is a disaster somewhere, I am probably there volunteering or helping someone, because I can.  I am not sure how that happened because we were all exposed to the same upbringing.  I can only say that I know first-hand what it is like to have nothing and build a life . . . to lose everything and still get up, brush myself off, and rebuild.   I am just very thankful that my parents gave me that foundation for life. And, it is truly that—a way of life, not one-time acts. 

So what do I get out of it, you ask? I get this euphoric feeling knowing that there are people in our world who will continue to perpetuate sincere kindness, because they were the recipients of sincere kindness.   People will continue to believe that there is good in our world and that we all have the ability, regardless of our race, economic status, age or demographics, to make a difference. Whether it is actively helping, or facilitating assistance to people through others, that is how I choose to live my life. God asks me to love my brothers and sisters as He loves me . . . He didn't say they had to be my biological brothers and sisters.”

These stories are shared to emphasize the unique, personal nature of intrinsic motivation. Volunteers have a keen sense of their answer to the why question. Those who serve can quickly articulate what drives them.   A volunteer has already completed the due diligence. They have already discerned their reasons.

The answer to the why question is simple because every response is correct. It is complex because each answer is unique to the person who shares it.

What a leader of volunteers can do, above all else, is honor the passion of a volunteer. Leaders can add a simple truth to their toolkit: volunteer engagement begins with the heart. What is in the heart matters. And, knowing what is in the heart matters.

 40% Discount This Labor Day Weekend Only!

To honor workers of all kinds this Labor Day weekend, the book, "Engaging the Head, Heart and Hands of a Volunteer," will be offered at a 40% discount off the retail price.  For $10, you can unlock the insights that will transform your leadership skills.  You too will be able to leverage the inherent passions of those who serve on your team!

This offer is only available at http://shop.HHHEngagement.com 

(Thursday, September 3 through Monday, September 7, 2015)

Yeah, I was framed.  Not in the figurative sense, like somebody set me up.  No, I was framed.  Literally.  

Recently, I was invited to speak to a local civic organization on the recently released book, “Engaging the Head, Heart and Hands of a Volunteer.”  After all, theirs is a volunteer-supported organization, and the messages of the book have direct application to their future viability and success.  

At the end of the session, just prior to releasing the participants from this breakfast gathering, they invited me to the front of the space and presented the item you see in the photo image accompanying this post. Photos of their presenting this framed image to me were taken with a promise to ensure it lands in the local paper.

What did I do?  How did I react?  As many would do, I feigned my appreciation with a smile and cordial gratitude for their gift.  All the while, my brain is sizzling in the back of my skull with this overwhelming sentiment of “What the hell?”  

You see, token reward items such as this frame mean little to me.

Before you label and dismiss me as an ungrateful bastard (trust me, I constantly wrestle with these emotions when others offer gifts to me . . . gift-giving and receiving is just not my Love Language), I did have some sense of appreciation.  I thought, “Hey, if I take out the inserted image, this frame and matting are pretty nice.  I could use this for a photo in the future.”  OK, maybe you are right.  I am an ungrateful bastard.  But that is a different blog topic for a different time.  

In any case, the gesture reminded me that many leaders in any capacity—leaders of paid professionals and leaders of volunteers—have little to no understanding of how to effectively acknowledge the performance of others.  We have bought into the standard, traditional ways recognizing performance has always been done—with tangible tokens and trinkets and certificates and plaques and trophies that supposedly signify and convey some meaning.  We lay blankets of words across a group of people, thinking the generic statements will somehow deliver individual value.  We have drank so much Kool-Aid about how people are supposed to be awarded for their good works that we are often blind to our own realities, our own feelings and emotions when we receive recognition for our own performance. We have been conditioned to think that the item, the tchotchke, the future dust collector, even the money, represents all our passion and investment, and we are otherwise disrespectful to even suggest that the “What the hell?” feelings in our heart are real.  An entire recognition industry has been built around these fallacies and half-truths, with the purported research to back it up, further embedding the misnomers into our brains.          

I am here to commission you to feel these feelings.  Roll around in them.  Accept their reality.  Embrace the two truths I am about to drop.  

 Truth #1:  Most Leaders Do Not Know the Difference Between . . .

Clarity for leaders begins with defining the words associated with performance acknowledgement—appreciation, recognition, reward and incentive.  As leaders see the clear delineation between these concepts, their interchangeability will no longer exist.  Each word will be used on its own to describe a distinctive gesture intended to acknowledge others’ work.  

 Appreciation

Appreciation is defined as a general expression of gratitude for presence, demonstrated qualities and characteristics and overall contribution. The key part of appreciation is that it is a general expression, not necessarily tied to a specific performance or accomplishment.  Appreciation is sharing basic words of kindness with an individual or group of people. An example might sound like this:

“I’d like to thank everybody on the team for being so loyal to the foundation!  Your continued commitment to serving those in need really makes a difference in this community!”      

Leaders showing their appreciation is always a good thing.  Kind words and thank-you’s cannot be spoken enough by leaders. The shortcoming of appreciation lies in these general expressions being the leader’s primary or only form of performance acknowledgement.  Broad statements that lay a blanket compliment over a group for their desired traits will ring hollow over time.  “You are all so awesome!” and “Thanks so much for doing what you do!” may come from the leader’s heart, but the universal nature of these statements is less likely to reach a team member’s heart.  Leaders may appear out of touch with the real performance and impact team members deliver when they rely too heavily on general expressions of appreciation.      

 Recognition

Recognition is defined as a specific expression provided in acknowledgement of having met or exceeded performance expectations; recognition delivers intrinsic, emotional value to the recipient.  In contrast to appreciation, recognition is rooted in observable performance:  a person did something specific that warranted being recognized.  Typically, what they accomplished reached or surpassed an established level for their performance.  

The desired outcome of recognition as feedback is to deliver emotional value and inspire a repeat performance.  The person’s heart is touched by purposeful, descriptive words. The desired behavior is reinforced. As a result, the recipient knows what they should continue to do.  Words are the lever in this form of operant conditioning.  

An example of recognition sounds like this:  

“Troy, I noticed how amazing you were today handing out the water cups for runners during the 10K race!  Your smile and words of encouragement you were sharing with runners as they passed the seven-mile water station no doubt inspired a second wind for many in the race! You made sure hundreds of runners stayed hydrated, which is so important for their safety on this humid morning!”              

Troy’s efforts are recognized!  What gets recognized gets repeated.  

 Reward

A reward is a tangible item provided in acknowledgement of having met or exceeded performance expectations; a reward delivers extrinsic, monetary value to the recipient.  Rewards are external efforts designed to serve as stimulus to increase the likelihood of the desired performance.  Rewards have tangible or monetary value, while recognition has emotional value.  Rewards can be touched; recognition can be felt.

The terms recognition and reward often appear together in combination as though they are interchangeable.  In fact the two are very different.  Most notably, one can stand on its own and deliver a return on investment, while the other struggles to deliver a return as a lone factor. This distinction is where some organizations and leaders have been led astray.  

Since recognition delivers emotional value, specific words that recognize performance can have a dramatic, positive impact on a person and their service.  Even in the absence of any tangible reward, recognition has great power to touch the heart and further inspire others.  On the converse, a reward given in the absence of words that specifically describe the desired performance worthy of recognition delivers little to no return on investment. The recipient receives a token item and is left to their own intuition to connect what exactly they did that earned the reward.  Misunderstandings and missteps in program execution are the reasons so many reward programs bear less fruit than their design hopes to realize.  

 Incentive

An incentive is a factor that drives or enables meeting or exceeding performance expectations by providing predetermined recognition or reward; an incentive may have tangible or emotional value.  The difference between an incentive and a reward is that with incentive the recipient knows the deal in advance—they hit the target, they receive a reward or recognition after their performance.  The recipient knows what to expect as a result of their efforts.  In contrast, recognition and rewards are delivered without prior agreement on the terms.  Recognition and reward are delivered without the recipient’s expectation—they arrive as pleasant surprises.  The proverbial carrot is the classic incentive—the mule’s efforts moving forward are incented by the dangling carrot.        

 Truth #2:  Align the Levers With Their Intrinsic Motivators

Now that the similarities and differences of appreciation, recognition, reward and incentive have been defined, how is a leader to know the right strategies to use at the right time to acknowledge performance? As with so many aspects of leading people, there is no one size that fits all.  How an individual prefers to be acknowledged and what they desire to be acknowledged for is unique to each person.  This simple life truth is why every structured appreciation, recognition, reward and incentive program has its shortcomings.  There is no way a singular program design can meet every person’s needs, wants and desires for performance acknowledgement.  

What is a leader to do?  Go back to Discovery.  Chances are the most enriching ways to recognize a person are in some way connected to the reason they chose to perform.  It is highly likely that the altruistic and selfish drivers that compelled their choice to deliver quality outcomes will continue to be fueled by recognition that touches those same factors.  

 Yes, it is that easy.  Understand first that appreciation, recognition, reward and incentive all work in a uniquely different way.  Choose the right mix to pull the right levers for each person on your team.  And then align your recognition efforts to the things in their heart that matter most to them.  

 Please Do Not Frame Me Again . . . Or Pen Me, For That Matter

Confession moment:  My reasons for choosing to speak to the group had nothing to do with a frame.  Or a pen set.  Organizations, save your money.  And your time and effort.  Instead, ask the person who offers their time and talents to your organization what matters most to them.  If it is reasonable (chances are it will be), do what you can to align your acknowledgement with the answer you receive.  It is one of the greatest things a leader can do to reinforce what is good in their world.  

Barry Altland is a thought leader, writer, speaker, organizational partner/consultant and expert in the areas of leading and engaging volunteers.

Barry’s current book, “Engaging the Head, Heart and Hands of a Volunteer,” a simple guide for leaders of volunteers to feed the passion of those who choose to serve, has been available in the marketplace since June 2015.

Mr. Altland is honored to work with your organization for workshops, lunch and learns, keynotes and consultative partnership that support leaders of volunteers as they further develop their leadership acumen.

Barry and his wife, Kristy, live in Winter Garden, Florida.

More information may be found at http://HHHEngagement.com.

I know.  It’s an odd question.  Don’t tell me you never thought it about, though.  Most of us have.

See, I have always been smell-conscious.  Of all my senses, my olfactory seems to be the one that elicits the strongest response from me.  My wife receives a daily rating of whatever perfume or lotion or shower gel she chooses. She has a pretty clear sense of what I prefer and what I do not prefer.  She hears feedback from “That smells sexual” to “That smells like old lady perfume” to “That smells like a cucumber salad.”  When I sling cocktails at my part-time job, I catch myself sticking my nose in the tin after shaking a martini or stirring an Old Fashioned.  I love the smells of vodka, gin, bourbon, and all the fresh mixers, nectars and herbs we use.  Let’s face it, I just love smells.    

But what does a 49-year-old dude smell like?  Depends on who you ask.  

I have engaged in many a conversation where a female shares her fondness for the classic men’s cologne aromas of Brut by Faberge or Old Spice. Do not be fooled, guys.  Pay close attention.  Their affinity toward this man-smell is framed in the “It reminds me of my father/grandfather” kind of way, not in the “That really gets my juices flowing” tone.  Not sure I want to inspire any sentiments of “That is so sweet how he smells like a clean, old guy” from anybody, especially my wife.  

So, my battle with man-smells wages on.  I just don’t get it.  I have eliminated colognes from my routine years ago.  Look how that nearly empty bottle of Kenneth Cole Reaction sits in my medicine cabinet.  I bet it’s been there ten years, untouched.  We all know a dude who arrives before he arrives, yet?  You know, his “cloud” precedes him?  Back off on the daily douche of man-spritz, brother. Please?  I play ball with guys who still douse themselves, and they bring that cloud into the dugout.  It’s not bad, but it is noticeable.  Undeniably noticeable.

So it is true with all the man-products that exist in the marketplace. After shaves.  Face lotions.  Body lotions. Shower gels.  I have stuck my nose in a bottle or two while at the store. Even receive an occasional gift of this kind of product.  I just can’t do it.  Too woodsy. Too butchy for a dude as in touch with his feminine side as I am.  Why would anybody want, after using all these products, to smell like they rubbed up against a tree in the forest?  Nah. Not for me.  

And that Axe stuff and other body sprays young dudes are now using. Where do I begin?  How about with a single statement.  Knock it off.  That’s not Axe . . . it’s Ass.  Don’t believe the commercial hype.  The stuff just stinks.  Bad.  

And to the nice young lady who cuts my hair on occasion at Great Clips . . . you cannot be serious.  You talked me into this Redken 5th Avenue NYC For Men “Work hard” molding paste for my hair.  You went on and on about how great this stuff is, and how much you love the smell.  Sure, it holds my coif just fine.  But I cannot stand the smell.  This aroma is not from nature.  And it emanates from my Florida-hot head, making me feel self-conscious that everybody around is choked out by its waft.  The last time I drop $16 on hair product.  I can get the Aussie stuff (love that smell, by the way!) at the dollar store.  

 Smell That?  It’s 49, Brother . . .

So, what do I smell like then?  Hoping the answer is, not like your typical 49-year-old.  Let’s start from the bottom and work up.  I stopped using a washcloth years ago.  I am a loyal poof guy now.  Shower gels are nice, sometimes a bar of soap, but gotta’ use the loofah.  Makes more bubbles, which fools me into thinking I am becoming more clean. Fruity smells are nice, maybe some flowers, cotton or rain or one of those myriad smells that Bath and Body Works perfects and then the rest of the fragrance world knocks off.  Love those smells!  Pretty much, anything on those shelves but the dude stuff.

Then, deodorants and anti-perspirants, also not of the man variety. I am not attracting or repelling bears, so no requirement to apply any eau de forest.  How about straight up Ban Shower Clean.  Because, yes, I want to smell shower clean.  That’s it.  

For the next layer, I may have to turn in my man-card as I make this public confession.  I use fragrance scents that (I think) are made for women.  No, not the super floral ones, but the ones you see in my cabinet there, like Coconut Lime or Toasted Sugar.  I think I smell divine after a couple quick bursts.  I catch that smell on me later that day, or even as I take off my shirt in the evening.  Stuff lasts. Not so bad.  Even if it calls my masculinity into question, I will take it. Preferable to the scent of the deep woods.          

To answer the question, what does 49 smell like?  I am clearly not the spokesperson for all men of my certain age, but I drop this one nugget of wisdom.  Do not buy into the hype of the marketers out there.  Men do not need to smell like they are surfing a glacier or backpacking through the Sequoias to maintain their man-card.  They must simply smell appealing to the people who spend the most time close to them.  And that includes yourself.  

 What are your tips for not smelling like an old guy?  Would love to have you share them!      

Barry Altland is a writer, speaker and organizational partner who recently published the acclaimed book, “Engaging the Head, Heart and Hands of a Volunteer,” a simple guide for leaders to feed the passion of those who choose to serve.  The book is available at http://shop.headhearthandsengagement.com and several major online retail outlets.