I’ve been reading Susan J. Ellis’ book “From the Top Down” (for the nth time). One thing that caught my attention, because I’ve been asked about it recently, is the idea of having volunteers in charge of the volunteer program. Is it feasible? Susan’s response? “It really depends on whether you have a willing volunteer with both the capability and the schedule necessary to be the director of volunteer involvement. Finding the capability is not the hard part; getting a long-term, multi-hour-per-week commitment is.”
She is so right! Your community probably has plenty of capable people; retired HR professionals, experienced project managers, organized community members who’ve run programs before. The real challenge is finding someone willing to commit hours a week, every week, for the long haul. That’s a significant ask of anyone who isn’t being paid.
And here’s the thing: if that person burns out six months in – and without the right supports, they will – the program suffers as well as the volunteer. So before you post that role, it’s worth thinking about how to set it up for success.
Design the role so it doesn’t eat people alive.
The most common mistake is creating a vague role that expands to fill every available hour. If your leader of volunteers is expected to “handle whatever comes up,” whatever comes up will be endless. If you’re going to put volunteers in charge – or anyone, really – write a clear, detailed role description. Be specific about time commitment and tasks; not just the typical week, but the busy ones too. And be equally clear about what is not their responsibility.
An effective strategy is to split the role. Instead of one person carrying everything, divide the work into smaller portfolios. One person handles recruitment and onboarding. Another manages scheduling and communication. Or whatever. Each role might only require two or three hours a week — a much easier yes to get. Just make sure they talk with each other!
Make the time commitment as flexible as possible. What can they do in the evenings or on weekends? By allowing them to choose when they do at least some of the work, you open the potential pool up to people who may still be in the workforce and aren’t available during regular hours.
It also helps enormously to set a defined term. Twelve to eighteen months, with the option to renew, changes the whole conversation. It turns an open-ended obligation into a bounded commitment. People who might hesitate to sign up “forever” will often happily say yes to a year. No one wants to be sucked into a black hole. You’ll need strong training and documentation, though, to ease the transitions.
And please! Give your leader real authority, not just real responsibility. If you put volunteers in charge, let them be in charge. If they have to refer every decision to staff, they will feel micromanaged. That gets old fast. Be specific about what they’re empowered to decide on their own.
Where to find these people.
When it comes to finding the right person, most organisations default to scanning their existing volunteer pool. Great idea, especially if you make a direct personal ask rather than a general announcement. But don’t stop there.
Recently retired professionals are a remarkably good fit for this kind of role. Someone who spent decades in HR, operations, project management, or healthcare administration often finds that retirement leaves a gap they weren’t expecting. They have skills, they have time, and they’re looking for something that gives them a sense of purpose. Seniors’ programs and local service clubs are good places to connect with this group.
It’s also worth looking at your local volunteer centre, or at skills-based volunteering platforms which connect nonprofits with professionals looking for meaningful project-based work. Some corporate social responsibility programs also allow longer-term placements. A volunteer leader supported by their employer’s CSR program is a very different proposition than someone going it entirely alone.
Finally, don’t ignore your local university when looking to put volunteers in charge. Programs in nonprofit management, social work, and public administration often need practicum placements. A student who needs applied field experience can be an excellent fit, especially for a limited commitment role. They’re motivated, current in their knowledge, and with a clear time frame that works for both of you.
One more thing: be honest about what you’re asking for.
Whatever channel you use to recruit, resist the temptation to make the role sound easier than it is. A leader who says yes thinking it’s three hours a week and discovers it’s eight will leave – and they’ll be unhappy when they do. Describe a typical week accurately. Talk about what past leaders found rewarding, and what was hard. If the role has historically burned people out, acknowledge it and explain what you’ve changed.
The right person, given an honest picture of the role and a structure that actually supports them, can be an extraordinary leader for your program. They’re out there. It just takes a bit of thought to build a role they can say yes to.
