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Volunteer Power News - Number 78
Author: Thomas W. McKee
"Volunteer Power News" Monthly Newsletter

© 2009 Advantage Point Systems Publishing


A warm welcome to all volunteer managers-those of you who recruit, motivate and mobilize volunteer workers.

You are receiving this newsletter because you signed up or asked to be on the list. Please recommend this e-mail newsletter or ezine to anyone who is interested in volunteer management.

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In This Issue
  1. Featured Article: From Short Term Helper to Active Volunteer
    Second in the Series: " How to Increase the Life-Cycle of the Volunteer"
  2. Volunteer Power Special: Special Savings for a Volunteer Power Keynote or Workshops
Featured Article: From Short Term Helper to Active Volunteer
From Short Term Helper to Active Volunteer
Creating a Good Vibrations Volunteer Experience
By Thomas W. McKee

Three metaphors help me to understand the process of volunteer retention.

  • Puppy dog
  • Third Place
  • Good Vibrations
Each metaphor symbolizes a coaching technique for the director of volunteers. When volunteer leaders know how to maximize these three techniques, they are in a much better position to increase the life-cycle of their volunteers.

The Puppy Dog

When our two sons were just three and four years old, we took them to a professional photographer to have their portraits taken. Susie, my wife, dressed them in matching outfits, and we have joked that we had no idea how those matching outfits would shape our decorating decisions for the next 35 years. The photographer took hundreds of pictures and then told us to come back in a week to see the proofs (you can tell that this story takes place long before the days of digital photography). When we arrived at the studio, he presented us with two 18" X 20" portraits matted and framed to match the kids' outfits and told us to take them home and hang them in our house for a week. That was almost 35 years ago, and they are still hanging in our dining room (and the color of those outfits comes into play every time we move or redecorate).

In sales we call this technique the "puppy dog" sale. Let them take that cute little puppy dog home, and when the kids play with it for a week, it's a sale.

The "puppy dog" is the first step in creating long-term volunteers. Just like our photographer gave us a taste of how two large, framed pictures of our boys would catch the attention of everyone who walked into our home, the first volunteer experience ought to be a positive "give them a taste" happening. When we are running an event that is staffed with volunteers, we look at that event as an opportunity to give a taste. Although volunteering is helping others, the basic motivation is somewhat self serving-it makes us feel good to be helping. And when we feel that we are making a difference because of what we can do, that opens up a whole new level of motivation for the volunteer. They should leave feeling good, but wanting more.

But how do I make sure that the "puppy dog" experience is positive and not a disaster? How do I transform that taste into a desire to want more?

Enter technique two.

The Third Place

A "Third Place" has become a hot trend around the idea of public/offline communities as opposed to on-line social networks. Popularized by Starbucks CEO Howard Schultz, the concept is typically outlined like this:

  1. The First Place = Home
  2. The Second Place = Workplace
  3. The Third Place = An anchor of public life where diverse groups of people come together to form an ad-hoc community. Examples include cafes, libraries, or the traditional public square (the Zócalo in Mexico City, for instance).
Starbucks modeled their coffeehouses after the traditional European coffee shop as a third place between home and the office. Starbucks did not invent coffee, but it reinvented the experience of drinking coffee by providing relaxation. Initially customers perceived the third place nature of Starbucks as a place for individuals to relax between a hectic work schedule and frenzied home life and to connect with people who sought these same goals. Today Starbucks has lost some of its luster, but Panera Bread has taken it to a new level that is growing so fast that it is opening a new bakery every five days. Because there is no time limit, Panera has become a community gathering space as much as a lunch spot. CEO Ron Shaich, says, "In many ways we are renting space to people and the food is the price of admission." (Rising Dough: Why Panera Bread is on a Roll)

Years before Starbucks and Panera, a Bar in Boston's website reminds of us of the T.V. program of the 80's theme song:

Making your way in the world today takes everything you've got.
Taking a break from all your worries, sure would help a lot.
Wouldn't you like to get away?
Sometimes you want to go
Where everybody knows your name,
and they're always glad you came.
You wanna be where you can see,
our troubles are all the same
You wanna be where everybody knows
Your name.

The T.V. program, "Cheers", Home of the "Bull and Finch Pub", where exterior shots for the TV show "Cheers" were filmed, was not just a bar-it was a "third place."

What Starbucks, Panera Bread, and Cheers proved was that a for-profit corporation can leverage a social vacuum and become relevant by selling not just products and services, but a sense of community. Starbucks invested heavily in training and benefits for their employees (making a values statement that they care most about the people who create the experience for customers).

Although the non profits that I have worked with this year from libraries to hospitals are very different, they all have one thing in common-a third place. The volunteer culture is a place where diverse people come together with a common purpose and form a community.

But the question is, "How does the volunteer director create this kind of 'third place' community within the organization?" Or perhaps I should ask, "How do the techniques work together-the puppy dog and third place?"

The third technique is the essential to put all of this together.

Good Vibrations

When Brian Wilson explained the background of the title of the Beach Boys 1966 hit, "Good Vibrations," he said that when he was a child, his mother told him that dogs could pick up "vibrations" from people, so that the dog would bark at "bad vibrations." Wilson turned this into the general idea of vibrations (with Mike Love putting "good" in front of vibrations), and developed the idea of people being able to do the same with emotions (Good Vibrations, Wikipedia).

The new volunteer ought to pick up good vibrations when they take part in an event. And in order to give out those good vibrations we should aim for Experience over Task.

Chris Jarvis, of REALIZING YOUR WORTH claims:

Instead of using volunteers as a means to an end, use the tasks volunteers perform as the means to an end. It is the experience volunteers have and not the tasks they perform that is the point. Focus on the experience, and you'll discover the commitment and productivity of your volunteers grow (Chris Jarvis, Realizing Your Worth).

We can get people to show up for an event if the invitation is marketed well. But if we want to offer that volunteer a "puppy dog" taste and a "third place" feel, then we must focus on the experience of the volunteer. When you recruit volunteers for an event, what is your focus? Is it the task or is it the volunteer? The difference is huge. Too many times volunteer managers are tempted to focus on a task such as painting or serving food. They focus so much on getting the task done, and that is important, that they fail to provide an experience in which volunteers can personalize their volunteer work. When we focus on the task such as painting or feeding or cleaning, we miss the opportunity to "give a taste" and develop a "third place."

O.K., this is all theory and interesting to think about. But how does it all work? How can I create a volunteer "good vibrations" that is "puppy dog" and "third place" so that they leave the event feeling good, but not satisfied?

Let me tell you a true story from The New Breed demonstrating how it works:

How does this all work? How do we use the three tools?

When our son Jonathan (co-author of The New Breed) worked for a campus outreach organization, he ran weekly events and activities on school campuses. He always needed volunteers who would spend five hours a week mentoring students. He quickly learned that immediately asking people to give up five hours a week made for a very brief conversation.

Eventually, he caught on and figured out how to take "baby steps." He started by asking people to help in small ways. He might ask them to work security at an event, to serve pizza, or to pour root beer into 250 plastic cups for root beer floats. The task involved a simple job where they felt needed, but where they also had enough time to get a good look at what was happening on that campus.

That's how he recruited Melissa. Melissa came out to help him with an event because he needed an extra chaperone for just one evening. He didn't even know her that well; a mutual friend introduced them. But in their first conversation, he learned that she used to help out with the youth group at her church. So when he needed help for this particular event, Jonathan called her up and confessed, "I'm kind of in a jam. More kids than I expected are attending this event. I really could use a helping hand just this once. Any chance I could twist your arm to come hang out with us next Wednesday? I know you know the routine."

She obliged. Volunteers like Melissa almost always did. After all, Jonathan didn't ask them for a huge commitment. He used this method to recruit nearly all his volunteers. By just asking them to help in a small way, he was asking them out on what Jonathan and I call a "first date"-a "give them a taste."

He always made time to talk to these volunteers and ask them for feedback. That's what he did with Melissa. Halfway through the night he walked over to her during the middle of an activity just to check in on her.

"Having fun?" Jonathan asked.

He always made sure that he asked this question during a particularly fun part of the evening. Melissa laughed and said she was "having a blast."

He told her how much he appreciated her coming to help out. She was surrounded by giggling kids at the moment, so he added, "The kids love you!"

The important thing is, he didn't "try to close the sale." It was tempting to ask her, "So, would you like to do this every week? Just sign here on line 10!" But he didn't. He took baby steps.

Throughout the evening, he sent a few kids over to talk with Melissa and thank her for helping out. By the end of the night, while he was packing up supplies, she sought him out and said, "I had a great time with these kids. They were great. Some of them talked with me and even thanked me for helping out."

"Really?" Jonathan said, with his best poker face. "That's great." He asked her some questions and answered a few of hers. He even told her a little of the history of a few kids still hanging around. She seemed captivated by their stories.

He never asked for help. He just told her stories. And guess what, Melissa became a regular. She had a taste and loved it. She saw that she could make a difference in mentoring kids. (Tom and Jonathan McKee, The New Breed, p.26)

What Jonathan did was use the three tools.

  • He gave Melissa a taste (the puppy dog).
  • He provided an off-line social network for a young single woman (a significant third place).
  • He used the volunteer experience as a means to an end, not the task as a means to an end (good vibrations).
This article is the second in a series on volunteer retention. Last month's issue was "How to Increase the Life-Cycle of a Volunteer."


Volunteer Power Workshop: Reenergize Your Volunteer Leaders with a Half-Day, Full-Day or Two-Day Volunteer Power Workshop
The New Breed of Volunteer
A Volunteer Power Workshop
With
Thomas McKee

Recruiting and managing the 21st Century volunteers who want to do it their way

Looking for a keynote for your annual convention, or a motivational session for your volunteer leaders, or a workshop to help your volunteer leaders recruit and keep their volunteers? Many of the private sector organizations that have sponsored our presentations for conventions are not able to sponsor these events during these hard times. I know many of you are feeling these cuts.

I would love to help. I will work with your organization to make our fees affordable for you by trying to arrange engagements in the same area to cut travel costs.

If you are interested, send me the contact form with your budget and I'll see what I can do.

Tom McKee
Volunteer Power

Workshop Content

SECTION I: THE NEW VOLUNTEER CULTURE
The 21st century volunteer culture is very different because of seismic shifts that have changed volunteer management. These shifts have impacted the volunteer organization; therefore how we recruit and manage the new breed of volunteer is a whole new game. The seismic shifts include the following:
  • Generations - Gen Y and retiring boomers-the new frontier of volunteers
  • Technology - The addition of the virtual volunteer to the face-to-face volunteer.
  • Empowerment - The knowledge worker demands to be led- not managed
SECTION II: THE VOLUNTEER MANAGER
The Two Leadership Factors: Guidance and Trust
  • Guidance - How much hands-on direction do I give?
  • Trust - How much confidence do I have that I can depend on the volunteer?
The Volunteer Power Management Strategy
  • Stage I - Awaken the Passion - The Pre-Volunteer - (Low Trust-Low Guidance)
    • The three levels of motivation
    • The deadly sins of recruiting volunteers
    • The dating process of recruiting
    • The "big idea" method of presenting your passion

  • Stage II - Channel the Passion -- The Passionate Beginner (Low Trust - High Guidance)
    • Communicate expectations five ways
    • Train

  • Stage III - Manage the Passion -- The Talented but often Fragile Veteran (High Trust, High Guidance)
    • Affirm the passionate who are the core of your volunteer team (recognize and reward)
    • Awaken the passion of the veteran volunteer
      • Reframe
      • Refresh
      • Re-assign
      • Re-train
      • Or - if all else fails--Retire

  • Stage IV - Empower the Passion -- The Empowered Volunteer (High Trust, Low Guidance)
    • Delegation vs. empowerment
    • How to empower the volunteer without dropping the ball



Tom's Books: The New Breed and/or They Don't Play My Music Anymore
The New Breed

IN STOCK! CLICK HERE FOR MORE
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Here's a glimpse of the Table of Contents:

Introduction: The Common Predicament
Where It All Begins

SECTION ONE: THE VOLUNTEER RECRUITER
Chapter 1: Who Is the New Breed of Volunteer?
   A Profile of the 21st Century Volunteer

Chapter 2: Recruiting the New Breed of Volunteers
   The "Courting" Relationship

Chapter 3: Finding the New Breed of Volunteers (Not Scaring Them Away)
   The Seven Deadly Sins of Recruiting Volunteers

Chapter 4: Tapping into Two New Breeds of Volunteers
   Retiring "Boomers" and "Generation @"

SECTION TWO: THE VOLUNTEER MANAGER
Chapter 5: Motivating the New Breed of Volunteers
   Discover Three Levels of Motivation

Chapter 6: Empowering Volunteers to Do It Their Way
   Move from Delegation to Empowerment

Chapter 7: Managing the Virtual Volunteer
   Virtual Volunteers and Using Technology

Chapter 8: Managing High Maintenance Volunteers
   Performance Coaching the Volunteer from Hell

SECTION THREE: THE VOLUNTEER LEADER
Chapter 9: Leading the Successful Volunteer Organization
   Mobilize the Collective Power of Volunteers

Chapter 10: A Leadership Case Study
   A Fable of How to Do It Right

SECTION FOUR: RESOURCES
  • Sample Position Charter
  • Sample Project Charter
  • Interview Guide for Hiring a Paid "Volunteer Manager"
  • Sample Questionnaire for Virtual Volunteers
  • Sample Board Code of Conduct
  • Strategic Planning Retreat - Agenda of Questions
  • SWOT Analysis Form
  • Ice-Breakers and Openers
  • Team Building Activities
  • Sample Training Exercise-A Case Study:



CLICK HERE FOR MORE ABOUT
THIS BOOK AND TO GET A COPY


Plan Your Future
When the World
Keeps Changing


Get Tom's Inspiring Book
THEY DON'T PLAY
MY MUSIC ANYMORE!


As we try to navigate the 21st Century in this increasingly fast-paced and technology-driven world, many people are drowning in our culture of unremitting change. In the innovative book, They Don't Play My Music Anymore, Thomas McKee presents a creative approach to facing personal and professional change. He offers eight essential principles that can help you gain the confidence to face an unknown future. Using these techniques, you will develop a new thinking frame by which to approach your future with hope and confidence as you learn to embrace change instead of merely reacting to it.

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"In a world where change seems to be happening faster than the five miles every second the Space Shuttle travels, They Don't Play My Music Anymore offers a practical, common sense approach to not only surviving this frenetic pace of change, but building and growing from it. Incorporating Tom's methodology as I chose to make a change in my profession has helped me map out and launch into new adventures in many ways as exciting as the three space missions I flew. I very highly recommend applying these principles!"
Rick Searfoss, NASA Astronaut
and Space Shuttle Commander



Hear Tom McKee Live: Listen to an MP3 of a ten-minute sample keynote presentation by Tom McKee, The Power of Volunteer Passion
Thomas McKee
Who Takes the Fall When Your
Keynote Speaker is Just
Okay?...

You Do!


You can count on Thomas McKee for any size group. He has spoken to over one half million people in Europe, Africa and the United States over the past 35 years and has worked with some of America's top corporations, organizations and associations.
(More info about Tom here)


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Tom McKee is a leading volunteer management speaker, trainer and consultant. You can reach Tom at (916) 987-0359 or e-mail him at tom@volunteerpower.com. Other articles and free resources are available at www.volunteerpower.com

For more articles by Thomas McKee, visit the Articles section on our website.



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