A continuación, te explicamos cómo puedes gestionar y motivar eficazmente a un equipo de voluntarios como líder ejecutivo.

That is very correct. A good caption. This also builds confidence among volunteers. A volunteer feels motivated when their contributions are first recognized and appreciated. It is in their invidual strength, proficiency with excellence. Every individual when appreciated is motivated to contribute more.

To effectively manage and motivate a team of volunteers as an executive leader, clearly communicate your organization’s mission and goals, and show how volunteers' contributions make a difference. Foster open communication, provide training and support, and offer meaningful work that aligns with their skills and interests. Regularly recognize and appreciate their efforts, involve them in decision-making, and build a sense of community. Offer flexibility in scheduling, provide growth opportunities, and address any issues promptly. By creating an inclusive and supportive environment, you can keep volunteers motivated and committed.

Once upon a time I had two volunteer jobs at the same time. Both roles were with aid agencies but that was as far as the comparison went. In one role, the manager didn’t know my name, what I was doing or why I was there. In the other, I was immediately adopted as part of the team, given a clear role and offered the chance to go to Austria for training. Polar opposite experiences. I made friends for life out of the second volunteer role and launched my career. In response then, I’d say, know the names of your volunteers, their motivations and strengths. Invest in them as they have invested in you. It could be the start of something amazing for all concerned!

Absolutely, generally speaking, managing volunteers is more about being understanding and coming to a shared conclusion about the work that needs doing rather than directly asking someone to execute a task. The volunteers often need buy-in to complete the functions since they're not financially motivated like in the workplace.

My experience managing volunteers from around the world, testify that before you know why someone chose to donate time and skills, you cannot know the volunteer you have in the program. A relaxed meeting with volunteers is an effective way to know who they are, as from the fist day you meet them; getting to know their interests, family, friends, what they have been doing before volunteering, their expectations with the assessment, and future plans; I promise you, this conversation will tell you more than their motivation to volunteer, but the person you are talking to, this helps knowing each volunteer as an individual with unique experience, value and rights that, a manager would know where and how to allocate as best fit.

I have found that each volunteer has something unique to contribute due to their skill set, preferences, and reason for volunteering. Typically I put a practice in place to discover this during the interview or orientation so we can co-create a volunteer experience that is mutually beneficial. This includes setting clear expectations and goals up front. When you can leverage volunteer talents in a way that is meaningful for them and they have a clear purpose in their role, it creates a sense of accomplishment and belonging that promotes retention and satisfaction.

Actually, setting goals and objectives for volunteer placements depend on a number of permisses; for example, students, professionals, politicians, retired individuals, women, disabled fir in different kinds of projects; such as, sports, cultural, businesses, community associations, universities, etc. This means that, depending on how structured is the placement, goals and specific tasks can be developed in advance by managers and negotiated with the volunteer; contrary, the volunteer must actively participate in the development of that specific placement, so that attainable goals and deliverables can be effective, with shared responsibilities between the volunteer and the hosting institution.

Las personas voluntarias trabajan por transformar o mejorar elementos sociales. Su trabajo debe ser puesto en valor para que su esfuerzo les merezca la pena. Lo más tangible que recibe una persona voluntaria es el agradecimiento de aquellos con quienes colabora.

Dar treinamento aos voluntários ajuda a estarem alinhados com os objectivos do projecto ou causa, o trabalho que realizarão irá de encontro com metas e planos do projecto.

Management experience in general shows that, untrained staff can ruin any business, and volunteering is not an exception; training in itself must be scheduled systematically, but including ongoing training, through inductio, meeting sessions and all other learning opportunities.

La formación debe garantizar el progreso personal del voluntario. No es solamente una cuestión de herramientas, si no también una forma de crecimiento personal.

One thing I have found to be helpful in motivating volunteers is to build that sense of community at all levels. Building a sense of community helps to create effective communication and to better understand their motives which can be a key factor to better set team goals and can positively lead to better team and organizational output. The sense of community defines the identify of each team and organization which is that basic foundation to build positive values through a sense of belonging.

The way I believe we can enable more flexibility which volunteers need, is to build brilliant volunteering around a sense of community. If they feel that they belong to a diverse, inclusive and celebrated community, they understand the roles available in that community and the communication channels open to them, the more likely they are to stay with you and move around the volunteering community based on their personal needs at the time.

This post articulates so well how an organisation can foster a dynamic volunteer experience and culture. Volunteers are the life blood of many important organisations that in society including member owned, not for profit credit unions.

Remind them of the “why” they are volunteering, your organization’s purpose. This will help to keep them focused on why they are serving your organization.

La diversidad del voluntariado y la falta de tiempo libre entre las personas, puede ser una dificultad para crear comunidades estables.

I´ve found that keeping it personal is always the best solution. The more volunteers you´re managing, the harder it will be to write and talk with every single volunteer personally, but from my experience, the The advantages of the connection you create with the volunteer definitely outweigh the disadvantages such as time. The volunteer will feel more seen and appreciated. They will feel like you know them and that your compliments are valid because you´ve actually seen their growth from day one.

From a Volunteer perspective, getting recognized for the efforts that he put in will be extremely rewarding. I have found that Volunteers become more motivated, excited and give more innovative ideas/ solutions when they feel like their efforts are being appreciated. It also develops a personal connection to the work they are doing.

Añadiría a esto que también es interesante el reconocimiento particular para generar cercanía. Es decir, crear un espacio de confianza con el voluntariado.

People, and not just volunteers, want to be seen and loved. But recognition won’t be beneficial to your organization unless there is an authentic relationship from you, as the organizational lead, to them, as volunteers. There are countless benefits to volunteering, but they also don’t have to be there, so fostering an environment of recognition is powerful, but only if they trust and believe you, and don’t feel placated or ignored most of the time. We are not politicians; we are shepherds with integrity who must care for our people who trust us. Recognizing them at that point creates value and purpose, only when those other things are in place. Don’t be fake at any point, or recognition is like creating a bridge with only sand.

É necessário ser flexível para que você consiga transitar entre os liderados e motivar a equipe como um todo. Dito isso, foque em perceber o que realmente importa para seus liderados e tente estabelecer uma relação em cima de interesses em comum!

I would say that there needs to be an emphasis on the virtue of service. Service is more than a nice idea, or model of working. Service is really a way of being in the world and I think this should be explored with the volunteers.

Genuinely invest in learning about their motives for participation. Are they there to learn? To give back? To stay busy after a loss? To avoid falling into old habits? To meet a new partner? Because they love the activity? To feel valued? There are so many reasons people volunteer. Once you figure out the many reasons people are there, find ways to support their goals. For example, if people want to learn, give them trainings. If they want to stay busy, keep them busy. If they want to feel valued, find ways to affirm them. Everyone has a different reason for being there, and that’s the secret for keeping the team motivated.

Leaders should be able to identify quickly gifts and skills of each individual and place them in appropriate roles toward synergy. From there delegation follows which promotes buy-in. Finally, authentically emphasizing and supporting teamwork results in happy, inspired volunteers.