The topic of volunteer leaders staying connected with volunteers is rarely touched. Many believe that the leaders in an organization are more productive if their communication with regular volunteers is minimal but what about the volunteers? The trend of volunteers in leadership roles staying out of the regular volunteers way is slowly leading to a new trend: close communication between the leaders of an organization and the volunteers that take on the projects.
This new trend in volunteering offers more incentives for the leaders and the volunteers. The more the volunteers of an organization feel valued, the more appreciation they will have for the persons leading them. One of the only ways to apprise the volunteering profession in the eyes of the funders and the public is to work seamlessly for the highest value of volunteer commitment.
The volunteers on the front lines and the volunteers in the boardroom have more similarities than differences. The principles of an effective administration for volunteering apply to both groups. The belief that board members are more prosperous then their hands-on volunteers can lead to a separation than to working for a common goal. This common misconception is one of the leading reasons volunteer organization are not as successful as others. The role of a leader in an organization is to enable the volunteers to reach their maximum potential and then push beyond that limit instead of making them feel as though their work is less appreciated.
Volunteers have one thing in common: they want to offer a helping hand and they want to work for organizations that allow them to reach out but they also want to work for an organization that treats them well. The value and standing of volunteers cannot be separate from the objectives of the volunteer program. If organizations embrace the connection between leaders and hands-on volunteers, the vision the organization has will be better achieved.