3 Ways to Grow Volunteers As Leaders & Advocates

Sector: Community and Health 

Competency: Align: 

• Able to communicate purpose and intention in a way that emotionally resonates with movement volunteers, advocates and leaders

• Able to raise leaders to enable collective action

• Able to maintain group/ systems health

Prior to this sharing session, I had assumed that volunteers in many organisations functioned as the arms and legs – carrying out the requests of the management to the best of their abilities. While this may be true for many organisations, this session revealed a possibility of volunteers being empowered to go beyond as leaders, and become the key driving force of an organisation; its heart. 

At Bold At Work, we look into unveiling the model and competencies that empower movements, the magic that enables them to go beyond generating more activities to growing community ownership and leadership.    

In this sharing session, we invited two representatives from volunteer-led organisations – Mr Beh Keng Hua, Deputy CEO of Tzu-Chi Foundation (Singapore), and Mr Desmond Chong, Chief Commisioner of The Singapore Scouts Association – to share HOW organisations can set systems, principles and practices in place to encourage greater action and ownership from volunteers. 

In this Movement Insights article, I share the insights and observations gained from this session, highlighting the three stages organisations need to pay attention to, in order to effectively nurture volunteer leadership:   

• Activate (Weaving the connection between Self & Us) 

• Escalation (Structures & Rituals for Inviting Commitment and Leadership)

• Maintenance (Group/Systems Health & Managing Exits) 

I) Activate (Weaving the Connection between Self & Us)

Many organisations struggle to effectively integrate volunteer recruitment into their system in a sustainable way. Limited manpower and resources were raised as a limiting factor by participants from smaller organisations. Others pointed to the need to find a way to draw the connection between the individual/ self (understanding the individual’s strengths, interests and preferences) and the Us (drawing a link and connection with the organisation and its cause).  

To this effect, both Desmond and Beh shared some valuable insights on how their respective organisations communicate purpose and intention in a way that emotionally resonates with potential volunteers. 

i) Addressing the “Who” and the “Why”. Oftentimes, we make the mistake of wondering how to get people to commit to the “WHAT” (the activity), before we have figured out how to help them to understand the “WHY”. According to the Hierarchy of Choices – starting with the questions of “WHO” you are, “WHO” you want to be & “WHY”, are much more powerful than questions of “WHAT” you do. Ultimately, Beh shared that volunteers join Tzu-Chi Foundation (Singapore) not primarily because of what they do, but because they align with the values that they stand for. Volunteering becomes not just another task or chore to do, but an opportunity to fulfil and live out more fully, the values that the volunteers themselves aspire to. Desmond echoed the point on values and mission alignment, highlighting that in particular, younger volunteers tend to lend their support towards causes rather than because of an allegiance to any specific organisation.  As such, it is important for organisations to develop a grounded view of its work, not to mistake one’s own organisation as self-important, but just one of the many organisations contributing to the cause, albeit in one’s own unique way. 

ii) Connect the “WHAT” to the “WHY”.  The speakers emphasised that it is not that the “WHAT” does not matter. After all, volunteers sign up not to simply think about their values in abstract, but to demonstrate them and live them out in action. As such, both speakers shared the importance of designing a range of specific opportunities that invite the contribution of volunteers. For example, Tzu-Chi Foundation (Singapore) has a wide range of options from backend roles such as taking care of audio and visual controls during activities to conducting monthly home visits and providing emotional support to care beneficiaries. Yet the “WHY” is never lost in the midst of all the activity, as the meaning behind what they do is constantly reinforced not just through a series of training, but through their community of assigned mentors who pay attention to their development and growth as volunteers and leaders. 

One strategy to connect the Self and the Us, and the “WHAT” and the “WHY” is through appealing to pathos, effective storytelling that centre the human stories in one’s outreach efforts. An example can be seen in this video shared by Tzu-Chi Foundation (Singapore) as well as from the lessons learnt from our very first Movements Sharing Session on how one might do this effectively.   

II) Escalation (Structures & Rituals for Inviting Commitment and Leadership) 

Once volunteers have signified an interest to commit, how can we help them grow in their sense of belonging and commitment? 

Interestingly, both Tzu-Chi Foundation (Singapore) and The Singapore Scouts Association are uniformed. Beh shared how the act of wearing a uniform reflects the willingness of everyone to reduce their ego and commit to become part of the shared cause. Likewise for the Scouts, wearing a uniform is an act of commitment and becomes part of one’s identity.   

Both speakers went back to the guiding principle that it goes back to the mission and purpose, and the ethos of service. The philosophy is to find the best person for the job, in service of the shared mission. When the “WHY” is clear, the conversation on taking on the next level of commitment and contribution follows more naturally.   

Other than that, organisations should also recognise that raising leaders and advocates is an intensive and slow work. Just as it takes a village to raise a child, it takes a village of mentors to raise a leader!  

Some principles and practices to look at include: 

i) Aligning the expectations of volunteers and leaders.  Every volunteer has different routines, which will shape the type of commitment that they are willing and able to give. It is important that commitment is clearly defined at the start of the volunteer cycle, so that there is a unified understanding of expectations between volunteer and organisation. For example, Desmond shared how they have had to turn away volunteers, making a clear distinction between those whose goal was fellowship and belonging versus those who were keen to contribute to preparing the youths for the future. With a clear mission alignment, they can then make clear requests of their volunteers and leaders.   

ii) Planning the many levels of relational networks. Leaders do not grow in isolation but in community. Put more experienced volunteers in charge of the wellbeing and development of newer additions, slowly exposing them to and helping them find alignment with the organisational mission. For example, Beh shared how each young volunteer is supported by not just one, but a network of mentors!   

iii) Providing many pathways and opportunities for growth: Both speakers shared their different models for volunteer growth. Beh shared how Tzu-Chi Foundation (Singapore) deploys a 4-layer organisational framework organised by function and geographical area; there are leaders at each level, offering ample opportunity for leadership roles. Desmond shared about how the Singapore Scout Association has been diversifying and creating new tracks, offering more pathways for volunteers to grow whether directly working with the youths, or supporting the adults that work with youths.       

iv) Ensuring confidence of support from the community.  Consider a nomination process as that helps to give assurance of confidence and support from fellow volunteers.  

III) Maintenance (Group/Systems Health & Managing Exits)

Both Tzu-Chi Foundation (Singapore) and The Singapore Scout Association are organisations with a rich history. Part of their volunteer strategy therefore includes how to maintain the health of the system and ensure re-generation of the leadership corps over time. Planning for leadership succession is embedded within the role of each leader. Desmond shared how each newly appointed leader has to plan for his own exit strategy even at the start of his term to ensure the regeneration of volunteers and avoid stagnancy. Senior volunteers can be transitioned into other supporting roles so that leadership renewal can take place. Beh similarly emphasised the role of leaders to c​ultivate the younger generation and pass on the baton. 

While these might be difficult conversations to have, both speakers shared that it was critical for the health of an organisation. Again, going back to the “WHY”, makes it possible to put in place the systems and have the critical conversations that are needed, in order to preserve the mission and shared purpose.   

Participants, many of whom ran or managed volunteer initiatives, also contributed their own tips and takeaways, enriching the learnings many-fold. We thank Desmond and Beh, and the participants for the insights that contributed to this learning!