The Strength & Passion Interview

 

In a previous post (here), I challenged readers to quit wasting their volunteers' talents. Today I would like share with you a fun and valuable ice-breaker exercise you can use at your next board or committee meeting. It's called the Strengths & Passions Introduction (click here to download). 

At first glance, it may seems more fun than substantive. Let me assure you, however, there are two powerful concepts, backed by management research, at work here.

Concept #1: Focus on Intrinsic Motivators: In a classic article from Harvard Business Review, One More Time: How Do You Motivate Employees?, Frederick Herzberg demonstrates that intrinsic motivators (i.e., work that is interesting and challenging) leads to higher performance.

Concept #1: Capitalize on People's Strengths:  The Gallop Organization (as outlined in What Great Managers Do), studied 80,000 managers in 400 companies to identify the characteristics of a great manager. A key factor: great managers spent time upfront matching specific job roles or projects to the strength of an employee. 

The Strengths & Passions Introduction provides a relaxed way for volunteers to discuss explore what types of roles or projects will be a good fit for them. The discussion that follows from this exercise also provides valuable insights for staff, giving them a better sense of what talents and experiences the volunteers possess, and how best to utilize these.

I created this exercise as a tool to jump start the discussion about the passions and strengths volunteers can bring to the table. I hope you find it valuable.

Six Rules to Prevent the Torture of Volunteers

In my previous post I implored the reader to "quit torturing your volunteers." Today I will offer six rules that can help prevent this from happening.

1. Make it rewarding in their terms: Start by asking, “What’s in it for the Volunteer (WIIFTVs)?”  If there aren’t any WIIFTVs, it’s simply not worth asking your members to volunteer their time and energy.

2. Catch volunteers doing things right: Look for ways to acknowledge success and a job well done. Make your feedback  positive, immediate and concrete.

3. Build bridges to the future: Invest the time, now, in building volunteer relationships that might pay off a year or two down the road.

4. Write the dictionary together: Listen carefully to the needs, hopes and aspiration of volunteers. Listen for the key words that define what success will look like and build upon that vocabulary.

5. Keep it simple: If you, or a volunteer, can’t explain it in a sentence or two, it’s probably too complicated.

6. Make volunteers and the association a solid hero: Recognize success and hard work and show genuine appreciation. It’s okay for staff to be excited when volunteers do a good job.

Paying attention to these rules is simply a way of paying close attention to your volunteers, what kind of experience they are having and focusing on outcomes that matter to your members.