I served on a hockey association’s executive for two seasons. The first season was a personal blessing as my mother passed away that summer, and I had more healing to endure than I realized. Joining the executive gave me something positive to focus on and it immersed me in the community. In many ways it led me to a much-needed social network that had been missing in my life. What I did not expect was how consumed my life was by the role—the hours upon hours, weekends, weekdays, evenings, and midnight sessions on my laptop were a shock—at least at first. Slowly, it became my addiction.
My volunteer role on the executive fueled such a sense of belonging and need that I became obsessed with the need to be there for every single meeting. I loved it. I was learning new rules, bylaws, and codes of conduct, which may sound dull stuff to many, but as a professional fundraiser, I loved this new facet of experience. I became entrenched in the dynamics of dealing with coaches, parents, and learning the political ins and outs of drafting teams— gaining understanding of the structure behind hockey associations within the community and the hockey world itself.
Professional fundraisers know the value to our fundraising efforts can if we have the right volunteers on the Board. I always knew that if I had just one or two good board members, who truly understood the connections and relationship aspect of fundraising, then I was golden.
Now, when I look back on those “star” Board members, I see a trifecta of situation and behavior that enabled their engagement.
First, these volunteers were remarkable individuals who had a loss, and with that loss formed a desire—a need to replenish their cup. They may have been seeking a distraction, much like I did with the loss of my mother. Or, they may have been experiencing the absence of friendships and connection due to the loss of a job. In the case of art-gallery docent volunteers, I’m sure you will see a correlation between docent volunteers who are also retired school teachers. The docent role provides the opportunity to fill a passion for teaching. It fills that cup. A very sweet and dedicated former board member at the community hospital where I worked, openly shared his feelings about the loss of his wife. Although he had since remarried, he felt a strong need and yearning to give back to the hospital and healthcare workers who worked so hard to provide comfort to his family.
Second, the culture of your organization must be positioned in a way that promotes the need for volunteer support. Far too often, volunteers are recruited, put in some orientation time and soon enough leave simply because they did not feel valued. The opportunity for engagement is lost. Organizations must make a concerted effort to clearly define, engage and maintain their volunteer relationships, rather than tacking volunteer coordinator duties to the end of a fundraiser’s busy job description. I knew, without a shred of doubt, just how valuable I was to the hockey association, the organization’s outright demand for support is what guaranteed my loyalty.
Much like my star board member, the hospital CEO never shied away or put his ego above the need for community help. Our CEO ingrained a culture of community involvement and regularly reminded the administration how invaluable volunteers were at every level. Fundraisers must take it a step further, when this type of volunteer appears. Take the opportunity to truly share and develop a bond with them; sharing obstacles, challenges, and problems together. I spoke to my star board member almost daily and together we relished in solving the problems of our underfunded hospital. Don’t shy away from asking them for help. It is so incredibly fulfilling for them that they will become your strongest ally.
Lastly, I believe volunteers will stay with you when they are exposed to learning new things. In a hospital environment, some volunteers are thrilled by new technology or having access to research. An opportunity to learn will draw your volunteers one step closer to the organization’s mission, stretching their service and loyalty to your organization. You might be surprised to learn that Board members are even open to learning fundraising strategies. I recall sharing a stewardship report with my board, and explaining that our donor visits for the next three months should be solely focused on thanking our donors. The look of shock and amazement, followed by laughter sealed our mutual respect and paved the way for tackling problems together.
When organizations open themselves to volunteer support by creating workplaces that permeate respect and appreciation of volunteers—both the organization and the volunteers will reap huge rewards.
Furthermore, when we provide an opportunity for fulfillment, engagement, a sense of community, and problem-solving among our volunteers, then we also open ourselves and our organization to the untapped power of volunteers.
The basics of fundraising (Developing Relationships 101) need to start with your volunteers. I would argue that a fundraiser’s time is better spent cultivating a relationship with a volunteer then seeking major gift prospects. A star volunteer can open doors and relationships that lead to many major gifts, and they just might become a friend along the way too.
As the youngest of 13, Cindy Carson is a self-professed relationship negotiations expert and survivalist. Having worked as a Fundraising Development Executive in a wide range of fields from healthcare, arts, and environmental causes, Carson’s 23 years of leadership experience in the charitable sector has led to some life-changing experiences. ccarsonconsulting@gmail.com
