Herding Cats
How to Develop and Lead a World Class Volunteer Committee
Summary
This is an article about running a successful committee; more specifically, this article is about leading a standing volunteer committee that has purpose, terms, and bylaws. Though associations are indeed people-centric, I find that standing volunteer committees are vastly underutilized resulting in frustration, inefficiency, and lost opportunities.
There are unclear expectations, power politics, uneven workload, lack of clear and consistent direction, and inconsistent communication. Addressing these challenges can lead to more engaged volunteers and better outcomes. How might the committee – the most traditional way to organize in world! – serve as an engine of innovation or source of meaningful community?
The product community is a product development learning community designed specifically for associations.
The Elements of a Successful Volunteer Committee
“You’ve got to think about big things while you’re doing small things, so that all the small things go in the right direction.”
Alvin Toffler
Associations are volunteer-led organizations. One of our core competencies is recruiting, orienting, and positioning volunteers for success. In this way, volunteer committees play an outsized role in earning trust, building community, and achieving organizational goals. Unfortunately, something is broken in volunteer committees. How might we leverage them to create deep connection and move the needle on important issues?
A standing committee is a permanent group established to handle specific, ongoing tasks or areas of responsibility. Here are some key features:
Permanence. Unlike ad hoc committees, standing committees are permanent.
Defined purpose. Each standing committee has a specific, well-defined area of focus.
Regular meetings. These committees typically meet on a regular schedule.
Composition. Members are appointed or elected for set terms led by a chairperson.
Bylaws. The basic functions of standing committees are usually outlined in the association's bylaws.
Specialized expertise. Members are often chosen for their knowledge or skills relevant to the committee's purpose.
Common examples of standing committees include finance, membership, professional development or education, and governance. Their ongoing nature allows for continuity and depth in addressing key areas of the association.
A key to success is understanding clearly how you expect volunteers to contribute. Are you a volunteer-only association that focuses on the full-span of association activities (see below graphic)? Or do you have a professional staff that can focus on daily operations and, therefore, rely on volunteers as subject matter experts charged with thought leadership?
A successful volunteer committee is full of eager, helpful people who have particular expertise, talent, or skill; have the time and willingness to serve effectively, and believe deeply in service. What are the conditions for success to lead disparate volunteers toward success? I like to focus on these five:
The association has a strategy. The strategy is clear, embedded, and sparks distributed excitement and buy-in. Without this, a committee's work may lack a powerful, underlying ‘why’ that drives focused contributions.
There is a culture of service. People serve for lots of reasons. They want to further their career, meet new people, and help achieve the vision.
There is leadership. Great committees stem from leaders who have the right mix of organizational skills, willingness, time, and thoughtfulness.
The committees focus on the right thing. Committees have clear purposes and clear boundaries; they share and shape not hoard and hide.
There is mutual respect. Staff and volunteer relations are vital to successful committee work and healthy associations.
The best volunteers are true believers to the vision, mission, and values yet offer a deep, thoughtful perspective on how to best contribute. Great volunteers are partner-leaders, but not ego-driven. They work effectively and collaboratively with staff professionals and are candid and professional in offering alternative perspectives or visions for change.
How it Works in Practice
“Fear not those who argue, but those who dodge.”
Wolfram Von Eschenbach
Volunteer committees exist to contribute to a healthy functioning association. The volunteer committee model will vary depending on membership size, staff size, clarity of roles, and overarching purpose. Here is some guidance to position your association for volunteer committee success:
Recruit for energy and optimism
Action: Create detailed volunteer position descriptions
Use targeted outreach through social media, professional networks, and community events
Implement a simple but thorough application process to ensure good fit
Consider skill-based volunteering to attract professionals looking to use their expertise
Example: An Arts Society created a marketing committee volunteer description, detailing required skills (e.g., social media expertise, graphic design) and time commitment (5 hours/month). They shared this on LinkedIn and at meetups, attracting professionals interested in supporting the arts.
Orient for alignment and connection
Action: Develop a comprehensive onboarding process
Include organization history, mission, and current projects
Provide a mentor or buddy system for new volunteers
Conduct an orientation session to answer questions and build connections
Example: An agricultural association provides new committee volunteers with a welcome packet including their mission statement, annual report, committee charter, and a glossary of terms. They also arrange an orientation session and a Q&A session with current volunteers.
Push for role clarity
Action: Create clear, written job descriptions for each committee role
Define reporting structures and decision-making processes
Set specific, measurable goals for the committee and individual roles
Regularly review and update roles as needed
Example: The Apple Growers Association of North America clearly defines roles for its orchard innovation committee. The Chair's job description includes: leading monthly meetings, setting the annual agenda in consultation with the board, representing the committee at quarterly board meetings, and making connections with researchers and industry partners.
Position for success
Action: Ensure volunteers have necessary tools and resources (e.g., software, training)
Break larger projects into manageable tasks
Celebrate small wins and milestones to maintain motivation
Provide opportunities for skill development and leadership
Example: A wildlife conservation group provides its volunteer researchers with field guides, GPS devices, and data collection apps. They also offer training sessions on using these tools effectively, ensuring volunteers feel equipped and confident in their roles.
Navigate boundaries
Action: Establish clear policies on time commitments and responsibilities
Respect volunteers' time by starting and ending meetings promptly
Create a system for volunteers to provide feedback or raise concerns
Be flexible and understanding of volunteers' other commitments
Example: An engineering association implements a "volunteer hours bank" where committee members log their time. If someone exceeds their committed hours, they can take a break or reduce their workload, preventing burnout and ensuring fair distribution of tasks.
Strive for healthy collaboration
Action: Use collaborative tools (e.g., project management software) to enhance teamwork
Schedule regular check-ins to address issues and share progress
Encourage diverse perspectives and create an inclusive environment
Implement a conflict resolution process to address disagreements constructively
Example: A membership committee uses Trello to manage projects, allowing volunteers to see task progress, deadlines, and responsibilities at a glance. They also hold monthly meetings where successes are celebrated and challenges are discussed openly, fostering a collaborative atmosphere.
Evaluate for impact
Action: Assess performance at the individual, committee, and community levels
Emphasize outcomes by stay focused on important goals
Demonstrate impact and communicate wins
Pass the baton and leverage success by recruiting more success mindset volunteers
Example: A planning association has a simple metrics program that allows them to measure outcomes, individual and team contributions, and community health. The metrics are used as important evidence that the association focuses clearly on the future, makes progress at a meaningful pace, and incorporates input throughout the journey.
All successful volunteer committees are based in learning. By emphasizing learning, we evolve from a loosely connected group of people focused on tasks to a peer network of colleagues to the ultimate outcome: a thriving learning community of willing, bought-in, and emotionally-committed contributors.
Implications for Culture and Community
“My education in leadership really began when I was in Washington watching William Perry in action. He was universally loved and admired. It was because of the way he listened. Each person who talked to him had his complete, undivided attention. Everyone blossomed in his presence because he was so respectful and I realized I wanted to affect people the same way.”
Captain D. Michael Abrashoff
Committees create structure and focus on action. This isn't enough; great committees are full of great volunteers who are crystal clear on vision and roles, boundaries and behaviors. They serve to enhance culture and to achieve important goals. They are listeners, doers, and collaborators. They openly contribute to further important goals.
Great committees are a function of a thriving community. The long-term benefits are manifest: improved volunteer retention, enhanced outcomes, strengthened organizational capacity, and healthy volunteer/staff relations. Utilizing the volunteer contribution spectrum and the practices outlined in this article will help clarify roles and help us get better at solving our most important problems.
I lead the product community; we are a learning community because we believe great relationships help us create the value our members want. Remember, product-led growth fuels connection. Join the product community and flip your destiny.
About the Author
James Young is founder and chief learning officer of the product community®. Jim is an engaging trainer and leading thinker in the worlds of associations, learning communities, and product development. Prior to starting the product community®, Jim served as Chief Learning Officer at both the American College of Chest Physicians and the Society of College and University Planning. Please contact me for a conversation: james@productcommunity.us