How can you effectively manage volunteers during organizational change?

In times of change, effective communication is the cornerstone for success, particularly when it comes to volunteers. Let's face it: most of us tend to resist change. However, taking the time to elucidate the reasons behind an organisational shift, articulating the envisioned future, & showing the positive implications for both the organisation and its volunteers is often the best way to bring everyone along. A NFP I worked with introduced a new reporting system to its volunteers. We ensured we engaged them in the process via various channels, addressing doubts, concerns, and feedback. Ultimately this fostered a sense of inclusion & showcased the collective impact of their contributions to our shared mission. Crisis averted! System loved!

Volunteers are our human resources just as our employees are so while they may not work full-time or receive compensation, they need clear communication as much as our employees do. Helping them understand why the changes are necessary and how their role with be impacted by the changes is critical.

Involving volunteers in the change process through meetings and asking for their feedback and their engagement in the transition provides the opportunity for them to take some ownership. Volunteers also work with our stakeholders and those we serve and they can provide feedback on how the changes are being received helping us to monitor effectiveness of our process.

Just like most corporate organizations, non-profits also need to do a lot of training for their staff and volunteers. Fortunately, there are a lot of free online courses on LinkedIn, Coursera,Saylor Academy with certificates on diverse topics that affect non-profits. To ensure that these trainings yield results, there should be deadlines and discussions. The discussions after the trainings are key to ensure that staff are able to apply the knowledge learnt.

Navigating resistance among volunteers during organisational change necessitates a proactive approach that embraces empathy & understanding. Acknowledge & address the genuine concerns & fears of volunteers by providing a platform for open dialogue. Throughout my work with NFPs, I found that actively listening to volunteers' perspectives, empathising with their emotions, and validating their apprehensions fostered a culture of trust and transparency. By explicitly addressing doubts and fears, NFP leaders can demonstrate genuine care for their volunteers, turning resistance into an opportunity for shared growth. Additionally, leveraging the voices of volunteers who have embraced and thrived amidst change can be tremendously powerful.

Recognizing the volunteers who can navigate change well by developing leadership positions for them to serve as ambassadors to other volunteers can be effective. Peer-to-peer support can be more engaging and help to reduce resistance.

Volunteers are critical to the operations of nonprofit organizations. Remember that board members also fit into the volunteer mold and should be included in--and in certain ways--leading part of the change management plan. This fosters a sense of connection within your organization, horizontally and vertically. Volunteer leadership opportunities for veteran volunteers are also a great way to build camaraderie. Ensure that those asked to lead are: -already advocates for the organizational changes being implemented -clear and consistent about the messaging being shared about the changes -prepared to care for questions from those resisting the change

Give them a shock absorber empathetically As a manager when you make an organisational change that will affect volunteers give them a soft landing. Let them understand their place in the organisation through intentional memo. Don't short them off because the law of cause and effect will take place. Here what you will do as a manager is to appreciate them and emphasize their importance in the organisation. Every need to be empathetic in such situation to get the best out of their volunteers. You don't push a man to the wall and except him not to react, he is not a tree. The management of this reaction will make the change effect on the organisation less.