As we prepare for the upcoming Hybrid Conference (Creating Influence in your Organization - Thinking Beyond a Seat at the Table) and International Volunteer Managers Day, I find myself reflecting on the leader that I’ve grown into, and the things that have been most helpful to me along the way.
Dolly Parton once said, “Sometimes you just have to toot your own horn. Otherwise, nobody will know you're a-comin'.”
Dolly knew what she was talking about. As one of the most universally loved and admired stars in show business, she broke through countless barriers, achieving heights of fame and accomplishment few can match.
As Volunteer Managers, we’re no Dolly Parton – but we still have many opportunities to elevate our profession, advocate for our volunteers and our programs, and have an impact in our communities.
Because volunteer management is a niche profession, it may not always be understood or properly appreciated for the value we bring to our organizations and the greater community as a whole. People in more conventional leadership roles won’t necessarily be aware of the rigor required to work effectively with volunteers, nor the impact this can have. And it is our job to “toot our own horn.”
The first step in being valued by others is for us to believe in the value we bring. Embracing a leadership role means investing in our own professional development – even before others may be willing to make that investment.
As an example, the person I reported to in my previous job wasn’t willing to pay for professional development, so I attended my first provincial volunteer management conference, and achieved my CVA certification on my own time, and on my own dime.
This was a not insignificant effort and expense for me at the time, but I can honestly say that I would not have my current job today without having done this. And while it cost me cash out of hand at the time, today I’m earning twice as much as in my old job. My organization supports and underwrites the cost of my professional development, and I have been able to grow my profile nationally with its support behind me.
As a group, volunteer leaders may not be as quick to sing their own praises as, perhaps, C-suite executives or people working in sales. Nonetheless, the work we do with our teams deserves to be recognized and credited for the many ways we give value to those around us.
Being “loud and proud” became much easier for me once I reframed my thinking. Reminding myself that it isn’t conceited to do this – it’s not me saying how great I am personally. Rather, it is touting the commitment of our volunteers, the civic mindedness of our organization, as well as the benevolent spirit of our community. People should hear about these things – and in fact they want to.
Sharing our program’s successes and impact positions us as leaders and gives us the credibility that we need to successfully ask for what we need.
I can’t tell you the number of times I’ve heard colleagues say that they just don’t have time to have a coffee meeting or make those networking lunches. It seems like “busy” is the automatic default and networking isn’t considered to be worthy of the time.
Take the time to network.
Networking isn’t just for recruiting or fundraising, or for lining up practical resources. It's also about forming communities of practice - where you can bounce ideas and experiences off leaders in our profession or other sectors. It is about sharing resources and saving time. I have personally found volunteer leaders to be the most willing group to share their resources. After all, why reinvent the wheel when the wheel has already been invented? Joining your local association of volunteer administrators, Volunteer Management Professionals of Canada, or the Better Impact User Groups (there are many) are just a few ideas of how to go about this.
It’s about finding allies within your organization as well. Actively seek out new leadership roles – whether that’s a sub-committee, or spearheading a new initiative, or contributing to existing programs that could benefit from your experience and perspective. In this way, you can ensure there is a positive voice at the table and share with colleagues a broader-minded perspective than they might not otherwise have. And again, it's another opportunity to position your leadership and credibility within your own organization.
Remember – when you’re tooting your own horn, you’re not just letting them know you’re a-comin’ – you’re bringing well-deserved attention to a long line of connected train cars of volunteers, clients, colleagues, and other stakeholders benefiting from your leadership at the whistle.
To learn more about the Volunteer Management Hybrid Conference click here.
To learn more about Volunteer Management Professionals of Canada click here.
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