3 Tips for Enhancing the Volunteer Experience

One of the challenges I hear all the time from chamber execs is the non commitment or lack of participation from the volunteers.

I attended a recent program by Lowell Aplebaum, CAE on this very subject although his session title was a little different.

The three things he focused on to elevate a volunteers experience in your program of work, and by the way, it also gives you a chance to see who might be a potential great volunteer in the future for your chamber, were:

Micro volunteering is a great way to get the younger generations involved in your program of work - use them as content specialists - write a blog, etc.

Create a quick volunteer role at an existing program - volunteer behind the registration desk, then recognize them and ask them to do more.

Micro opportunities to participate in your organization - What can they do?  Photograph your next event if they love photography.

The other thing he mentioned that I thought worth noting here is to make it personal, allow your volunteers to share their professional, personal, and family stories with each other and staff.

If you’ve had a chance to read a previous blog post of mine HERE, you’ll know I’m a fan of creating a job description for each level of your governance structure:

• Board
• Standing Committee
• Task Force

And in that job description you want to make it crystal clear that you expect their:

• Intellect
• Passion
• Money

In return, they’re getting recognition for serving on the chambers board, standing committee or a task force.

Always make sure you are thanking your volunteers publicly and often through your website, social media outlets and printed publications.

Your intended goal should be to have a list of potential board, committee, and task force members lined up to serve for years to come.

Make it meaningful and make it fun!

Standing Committee vs. Task Force

What’s the difference?

In simple terms one is permanent and one is temporary.  One is difficult to disband the other already has a term limit.

Hence, the main reason to create a task force. Standing Committee (permanent) – think finance committee, government affairs committee, annual meeting committee, etc. Task Force (temporary) – think special event, purchasing a building, etc.

While we all know that keeping members engaged helps retention, I definitely subscribe to the philosophy that less standing committee’s is the way to go.

I also subscribe to the idea that the task forces should be chaired by a board member.  This creates continuity for the program of work they are doing.

The task force should involve all interested parties from the membership, not just the senior members of the chamber.

Use the task force process to involve the younger/newer members of your organization.

They are your future after all aren’t they?

Golden Handcuff: Do You Have One?

If you’re not familiar with the term, a “Golden Handcuff” is essentially a program, product or service that your member can’t do without.

It compels them to send in their dues check year after year after year.

If you are familiar with the term, the attached list is nothing new.

What program, product or service are you providing that is your golden handcuff?

• Insurance Programs (Workman’s Comp, D&O, etc)
• Credit Cards
• Certification
• Affinity deals with office supply stores
• Etc.

Let me give you one that you’ve probably never thought of – “Your Board of Directors.”

By show of hands, how many of your board members are non-dues paying members. That’s right, they’re all dues paying members. That goes for all your volunteers – committees, task forces, etc.

So the next time you’re asked if you have a "Golden Handcuff" – you can proudly say, YES, we have one, it’s my board.

Governance: Owners, Managers, and Customers

What a unique business we are in. Our members are our owners, our managers and our customers.

• Owners: That’s right, members own the organization. It belongs to the members, not the staff. That’s why they’re called membership organizations. Sometimes we forget that.

• Managers: Your volunteer structure ensures that the members are involved in managing the organization. Task Forces, Committees and ultimately the Board of Directors. The Board has fiduciary responsibility for the organization in setting policy and making sure the organization is financially stable.

• Customers: That’s right again! Who buys the Chamber’s products? Membership, monthly luncheon registrations, after hours networking events, sponsorships, annual meeting registrations, and the list goes on.

The key to successful organizations, in my opinion, is to have a strong working relationship with your Board of Directors. A level of trust must always be present. If you don’t have it, you have nothing.

As CEO, you were hired by the Board to implement the policies that were decided by the Board. Take that charge seriously.

That’s your responsibility!