The position of leader of volunteers, or whatever your particular title is, is often seen as a lower-level position, without a lot of importance or influence. Executives in the organization often forget that it’s a vital leadership position, with all the challenges and responsibilities that that entails. If you want to enhance your influence in your organization, you need to be seen as a leader. Here’s how.
Be a team player.
The best leaders also make great followers. They work for the success of the organization as a whole. That means that they are willing to use their skills and resources to help other projects. Don’t go to the extent of neglecting your own duties, or burning yourself out; but if another department in your organization is behind on a project and you have a volunteer with skills that may help, offer to transfer him or her until they get caught up. Being seen as someone with the interests of the entire organization at heart will win you friends and enhance your influence.
Be an advocate.
For the volunteers, of course, but also for the volunteer administration profession itself. Treat your position as the career it is, with professional accreditations and international associations. The more seriously you take the role, the greater respect that others will have for it. Tell the executive that you are studying for your CVA (Certification in Volunteer Administration) or that you’re joining the IAVE (International Association for Volunteer Effort). Assuming that you are, of course! Your position is seen internationally as a professional leadership role. Expect the respect and consideration that should come with such a position.
Share your ideas.
Speak up in meetings when you have ideas for both the volunteer program and other aspects of the organization. Make suggestions for improving things. Be careful not to step on anyone’s toes or talk about things that you don’t know anything about, but if you have an idea, share it. Don’t be upset if someone shoots it down; they may have access to information you don’t. It’s better to speak up and have an idea shot down, than to stay quiet and watch the organization suffer when you could have made a difference. It takes courage, but it’s necessary if you want to enhance your influence with senior management.
Ask intelligent questions.
If you’re still uncomfortable with proposing an idea, phrase it like a question: “Would it work better if we did something like X?” Questions like that can often start a discussion that can lead to effective solutions. This works outside of meetings, as well. As questions of other staff – especially if there are connection points between your position and theirs. By learning more about what they do, and their challenges and triumphs, you can come up with better ways of working together. I’ve often seen it happen that a couple of people have found that they were dealing with similar challenges, and by presenting their solution to the executive as a team, they had better outcomes than by trying to change things individually.
Teach.
Teaching others about your field is the best way to be seen as an expert in it. Ask to do a training course to staff about the volunteer program, how it helps the organization and how it can help them specifically. See if you can give regular presentations to the Board about aspects of the volunteer program. You could talk about the results of changes you’ve implemented, or impacts that the volunteers have made. If you can teach about your role, others will see you as a leader.
You don’t need to have a fancy title or a corner office to be seen as a leader in your organization. You become a leader when you start acting like one. Being a team player. Advocating for the profession. Sharing your ideas. Asking questions. Teaching.
Most of all, by seeing yourself as the leader you are. That’s how you enhance your influence.
