It is not these questions themselves that are problematic, they are fair and reasonable issues that we all need to tackle from time to time and they need to be asked.

The problem for me is that in 90% of these cases the question is usually being asked from a position of what I dare call ‘weakness’. That is, all too often I believe that volunteer managers feel so powerless in their positions that when there comes a time where they need to forge change for the benefit of the program, they are almost apologetic in the approach that they take. You only need to re-read Liz Scarfe’s excellent Hot Topic from last month to be reminded of just how powerless our sector appears at times. (…and why is it that there was not a single response to Liz’s challenge for readers to share positive examples of how they feel empowered!?!?)

Anyway, I digress slightly – but here’s the point I want to make.

I believe that in far too many agencies, we have gotten the balance wrong and forgotten some fundamental principles about the roles which volunteers should play in our organisations - and I challenge you to consider if it is time for a re-think of how the role works in your situation.

Volunteers are important to the success of any agency which engages them. Let’s make no mistake - I am a huge fan of the difference that well led volunteers can make. But I ask this question of each person reading this Hot Topic --- why does your agency engage volunteers?

Sure, there are a myriad of reasons we can cite, everything from ‘saving money’ to ‘bringing the community into our organisation’. But what is really at the core of your volunteer engagement? Ultimately, it should be to help achieve the goals and mission of your agency – whatever they may be. To save a forest; to rescue Pandas; to improve the health of your local school; to alleviate poverty; to kill cane toads!

When we properly understand this we can begin to better appreciate that it is the organisation and its purpose which should drive everything that goes on within that agency, and when it comes to engaging volunteers, two things are clear:

Now not for one minute am I suggesting that volunteers are, in any way, a secondary consideration. Indeed, it is senior staff in our agencies that more often than not need to better understand that adequately resourced and well led volunteers are critical to their organisations achieving their mission in the first place. But at the end of the day there is a key point which needs to be stated.

The organisation and its mission is ultimately larger than that of any individual(s).

If we believe this to be true, then surely this reality should drive our policies, our practices, our direction and the way we lead our volunteers.

So why is it that in so many agencies the volunteer manager seems to spend all their time trying to appease volunteers who do not wish to tow the line?

Dysfunction begins when we allow our focus to move from what it is we set out to achieve.

Now I can hear many of you already thinking thoughts of dysfunctional volunteers getting angry, leaving the organisation and maybe even being very vocal about the whole affair. These are indeed concerns that warrant due attention, but are the few people who cause your program grief really worth persevering with if it means you cans retain any new members?

Again, let me painfully state that I am not advocating that we treat our volunteers poorly, our aim should always be to lead volunteers in a manner where they feel well equipped, proud of their work and valued as a contributor to the agency.

What I am suggesting - and this is important - is that as volunteer management professionals we don’t need to be apologetic about doing our jobs and insisting that volunteers follow the guidelines we set for them!!!

If we are to be leaders of volunteers, then we need to be out front showing others the way, rather than forever going round in circles and trying to put out spot fires. As much of the evidence suggests that future volunteers will expect strong leadership, it is high time we started rectifying this in many of our agencies.

I’d love to hear your thoughts about this topic:

• Do we in fact worry too much about upsetting volunteers and not spend enough time being strategic, strong leaders?