Creating a volunteer talent ladder

Helping volunteers succeed

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I just finished watching a TED talk called “The Seven Pillars of Unlocking Potential” by Anirudh Krishna.

It was fantastic, and I felt the “talent ladder” he discussed would be an ideal structure for volunteer programs. Let’s face it, a strong volunteer program does more than just get tasks done—it nurtures people, helping them grow in their skills, confidence, and commitment.

One of the best ways to foster this growth is by developing a volunteer talent ladder—a structured pathway that allows volunteers to progress from entry-level tasks all the way through to leadership roles. When designed well, a talent ladder will benefit both the volunteers and the leaders of volunteers, strengthening the entire organization.

Why does it work?

It provides clear opportunities for volunteers to steadily develop their abilities, take on new responsibilities, and find deeper meaning in their work. This approach brings significant benefits for both the volunteers and for you.

For volunteers:

• Improved skill development: Volunteers gain new abilities that can help in their careers and personal lives.

• Variety of tasks and accomplishments: When people see a clear and specific path forward, they are less likely to get bored with what they are currently doing because they know more interesting things are coming.

• Increased sense of purpose: Progressing through different levels helps volunteers feel valued and accomplished. It “gamifies” it a bit, like moving through the levels of a video game. Once you’ve reached a certain standard, you get to go up a level.

• More leadership opportunities: A clear, structured pathway allows those volunteers who are interested the chance to contribute in more challenging and complex ways.

For you:

• Stronger retention: Engaged volunteers who see a progressive future with the organization are less likely to leave.

• Better support system: Those higher up on the volunteer talent ladder can help manage others, reducing the burden on you and other staff members.

• Simplified planning: A well-defined growth path ensures you know what training is needed for which volunteers when, and the peace of mind of knowing there is always someone ready to backfill any position.

• Sustainable leadership: A pipeline of experienced volunteers means less scrambling to fill leadership vacancies.

So, how do you create a volunteer talent ladder?

First, consider what levels of engagement make sense for your organization. A simple model might include:

• Micro-volunteers: Those who just drop in to do one-off tasks.

• Entry-level volunteers: Those just getting started, completing basic tasks with minimal training.

• Intermediate volunteers: Those who have gained some experience and can take on more challenging roles.

• Advanced volunteers: Those with substantial experience who can lead teams, mentor others, or take on specialized projects.

• Leadership volunteers: Those in formal or semi-formal leadership roles, such as committee members, board members, or volunteer coordinators.

Next, define the skills and responsibilities at each level. You probably have at least an outline of this already in your role descriptions. For each stage, describe:

• The required skills or experience.

• The types of tasks assigned.

• Any necessary training or orientation.

• The expected time commitment.

Make the path forward clear and easy to follow. Volunteers should understand how they can move up the ladder. Set consistent, objective and transparent expectations, ensuring everyone knows what’s required to advance.

Prepare training and development for each level. A volunteer talent ladder will only work if volunteers receive the training they need to succeed. Offer level-appropriate workshops, mentoring, shadowing opportunities, and/or online resources to help them grow into their roles. Training should be accessible and engaging, with a mix of formal and informal learning.

Be flexible. Seek feedback from volunteers about their experiences and be prepared to adjust the system to reduce identified barriers or to adapt to any changes in the organization or mission.

And, as always, provide support and encouragement. Celebrate when volunteers advance a level. Arrange for certificates, shout-outs in newsletters, or small incentives. More importantly, give regular feedback and encouragement, helping them see how their growth benefits the overall mission.

There are things that you need to provide for it to succeed

It takes more than just a good structure—a volunteer talent ladder requires the right conditions to thrive:

• Commitment from leadership: All staff, executive and board members need to support volunteer growth and leadership with more than just words or pats on the back.

• Training resources: As mentioned above, a talent ladder won’t work if volunteers don’t have the necessary learning opportunities. Having a training budget assigned is one of the ways your executive and board can show their commitment.

• Clear communication: Volunteers should always know what steps they need to take to get to the next level. They also need to know it’s okay if they don’t want to progress any further.

• Culture of development: Encourage a mindset where growth and learning are part of the program’s DNA.

When done well, a volunteer talent ladder creates a win-win-win situation

Volunteers gain meaningful progression and a sense of purpose; organizations benefit from a skilled, engaged, and committed volunteer team; and the cause itself receives the best attention possible. Investing in structured volunteer development today ensures a thriving, sustainable program for the future.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

Research shows sleep has an important impact on leadership

Sleep and leadership

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There is a frightening correlation between sleep deprivation and ethical issues.

Among the risks to good ethical behaviour—greed or fear, for example—one surprising factor you may not have considered is fatigue. Research by Christopher Barnes, a professor of management at the University of Washington, shows that insufficient sleep, a chronic issue in social impact leadership, significantly impacts ethical decision-making.

As a leader of volunteers, you are responsible for setting the tone and culture of your organization. Your decisions influence not only the volunteers you lead but also the communities you serve. Understanding the connection between sleep deprivation and ethical issues is essential to ensuring that your leadership remains strong, fair, and responsible.

What is the impact of sleep deprivation on our leadership?

I don’t know about you, but I get cranky when I’m tired. When I’m cranky, it’s harder to treat people the way they deserve to be treated. I also become impatient, and I’m more likely to take shortcuts when doing things – and because my judgement’s impaired, I may skip doing things that are really important.

Sleep deprivation weakens our self-control and degrades our decision-making ability, making us more prone to such lapses in judgement. This can often show up in subtle ways, such as an increased tolerance for bending the rules, an inability to address ethical concerns appropriately, or even setting unrealistic expectations for volunteers.

There are ethical costs to sleep deprivation. One of the most alarming findings from Barnes’ research is a lack of sleep can directly contribute to unethical behaviour. Fatigue diminishes self-control, making it harder to resist temptations such as cutting corners, exaggerating achievements, or ignoring questionable actions in others. For leaders of volunteers, that could mean failing to address conflicts fairly, mishandling volunteer concerns or making rushed decisions that compromise integrity.

Have you ever let something slide because you were too tired to deal with it in the moment?

Additionally, the example set by a sleep-deprived leader ripples through the organization. Volunteers take their cues from you, and when they see a leader pushing through exhaustion, they may feel pressure to do the same. That can create a culture where burnout is normalized, and ethical considerations are overlooked in favour of getting things done to advance the mission.

A lack of sleep can also make leaders unpredictable. Barnes’ research found that sleep-deprived leaders are more likely to be impatient, irritable, and even antagonistic. This damages relationships with volunteers, making it difficult to build trust and maintain motivation. When volunteers experience inconsistent behaviour from you, they may become hesitant to bring forward concerns, disengage or even quit outright.

Consider how your mood changes when you’re tired. Are you more short-tempered if tired? Less approachable? More prone to rash decisions? Now imagine the effect that has on volunteers.

An unpredictable leader creates an unstable environment, leading to lower morale and increased turnover. That, ultimately, damages the organization’s mission rather than advancing it.

The good news is sleep deprivation is both preventable and reversible.

Prioritizing sleep is not just an act of self-care. It is a leadership responsibility. Here are practical steps to protect your own well-being and set a positive example for your volunteers:

Prioritise rest:

• Set a consistent bedtime, and aim for at least six hours of sleep each night. More is better.

• Limit your evening screen time. Avoid devices at least an hour before bed so you sleep better.

• Avoid late-night caffeine and alcohol. These disrupt sleep patterns and lead to restlessness.

• Exercise earlier in the day. While exercise promotes good sleep, working out too close to bedtime can have the opposite effect.

Model healthy leadership:

• Don’t glorify exhaustion. Avoid telling people about how little sleep you function on. This sends the wrong message to volunteers.

• Respect boundaries. Avoid late-night emails, which create an unspoken expectation for volunteers to be always available.

• Acknowledge the value of rest. Encourage volunteers to take breaks and respect their personal time.

Make a commitment to ethical leadership

One of the challenges around sleep deprivation and ethical issues is that you may not even realise how much it’s affecting you. That is why it is crucial to listen to feedback from those around you.

If someone tells you that you seem impatient, erratic or difficult to approach, don’t brush it off or get angry. Take it seriously.

As a leader of volunteers, your ethical compass guides the integrity of your program. Ethical decision-making requires self-control, and self-control is strengthened by proper sleep.

By prioritizing rest, you not only enhance your own leadership but also set the stage for a healthier, more ethical volunteer environment.

Your volunteers deserve a leader who is at their best. And so do you.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

Avoiding conflict resolution now will come back to bite you later

The cost of avoiding conflict

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Conflict is something we all face, but I’m guessing very few of us enjoy it.

When it comes to volunteers, conflict usually feels even more uncomfortable and personal. Relationships, emotions and the mission itself are tightly connected, which makes it hard to address disagreements. But the cost of avoiding conflict is high. I learned the hard way.

Trust me, I’ve done my share of conflict avoidance. Early in my career, a volunteer I managed was —to put it mildly—less than ideal. I’ll call her Anne. Anne’s language toward some other volunteers was inappropriate, she was unreliable and she had a tendency to ignore safety rules.

At the time, I didn’t have the self-confidence to confront her. She had volunteered for the organization longer than I had been alive and she was more than willing to tell me I was out of my depth. So I tried to smooth things over with the others on the team and turned a blind eye to most of her behaviour, until I realized how many other volunteers were disappearing out of the program.

By the time I finally gathered my courage and confronted Anne, the conflict had grown to involve all the volunteers, most of whom felt let down or even betrayed by my lack of action. The environment had become so toxic the volunteer program was imploding.

Avoiding conflict doesn’t end it. If I had confronted Anne the first time I noticed her behaviour, I could have stopped it right there. The other volunteers would have felt supported and safe and we could all have focused on the mission rather than on one person’s behaviour. Anne eventually had to be terminated.

Why do we try avoiding conflict? There are a few common reasons we shy away from addressing conflict. Do any of these sound familiar?

• We care too much. We don’t want to risk losing a volunteer, especially if they are good in other ways. It’s easier to hope the issue will just fix itself over time.

• It’s uncomfortable. Let’s face it, no one likes the tension that comes with difficult conversations.

• We’re scared. What if we’re wrong, or over-reacting? What if they get us in trouble with the executive? What if they make a public fuss? Our minds love to create all kinds of worst-case-scenario stories, and that fear keeps us stuck.

Unfortunately, as I learned, avoiding conflict doesn’t make it go away. It just gets bigger, uglier and more entrenched. Whatever you’re ignoring now will come back and hurt you later.

There is a high cost to avoiding conflict. When we avoid conflict, there are real consequences, even if they aren’t obvious right away. Here are just a few you can expect:

• Unresolved conflict slows everything down. Problems just don’t go away, they linger and hold up the mission’s progress. Conflict on the team takes focus away from the cause.

• Unresolved conflict damages relationships. If you address an issue with someone early on, they have a chance to change their behaviour and for your relationship to grow stronger. It also shows other volunteers you have their backs. The longer you wait, the more resentment builds up and trust begins to crumble.

• Unresolved conflict creates awkwardness. It’s the elephant in the room. Even if you’re not talking about it, everyone feels the tension.

• Unresolved conflict escalates problems. Even small misunderstandings can turn into massive issues if ignored. Those who are impacted by the behaviour will quickly grow frustrated with your failure to act. And they will leave.

So, how do you handle conflict if you’re an “avoider”?

We know conflict will happen sometime. To become comfortable dealing with it, we need to practice ways of managing it before it spirals out of control.

• Do it, even if you’re scared. Yes, you’ll feel uncomfortable, and that’s OK. Acknowledge your fear. Then have the tough conversation anyway.

• Jump on it early. It’s much easier to address a small issue than a big, messy, deeply rooted conflict. Learn the early warning signs of budding conflict.

• Be curious. Don’t go in ready for a confrontation. Ask objective questions like, “Can you walk me through what happened?”

• Realize that disagreements can be healthy. Tackling concerns together can strengthen relationships and make future conversations that much easier.

• Remind yourself that practice makes perfect. Resolving conflict is a skill and, like all skills, the more you do it, the better you’ll get.

• Listen more than you talk. This one’s very hard for me, but I recognize its wisdom. People need to feel heard. Listening can diffuse tension and create space for compromise.

Conflict in a social impact organization doesn’t have to be destructive. In fact, it can be healthy and productive. As a leader of volunteers, you can’t avoid the discomfort of conflict, but you can learn to manage it for the sake of the team and your mission.

The next time you sense a conflict building, trust your gut and start the conversation. I think you’ll be glad you did.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.

How to ace tangible gratitude when it comes to thanking volunteers

Thanking volunteers

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I believe there are four different ways to show appreciation to volunteers. Four appreciation languages—informal thank yous, public acknowledgements, appreciation events and tangible gratitude.

Tangible gratitude is simply a way of saying thank you by providing a tangible benefit to the volunteer. I’ve found that tangible gratitude is done often, but usually not terribly well. The challenges seem to come in the areas of what to offer, and when to offer it.

So, let’s start with the “when.” Showing tangible gratitude usually incurs a resource cost. The cost may be financial or it may be in time. Either way, those resources are in short supply. While all volunteers ought to be thanked every shift, the use of tangible gratitude should be reserved for times when a volunteer goes above and beyond.

For example, a volunteer at the Kamloops Therapeutic Riding Association took it upon herself to create a colouring book as a fundraiser for the organization, showing pictures of the horses and riders in the program. The books sold out quickly and new copies had to be printed. A basic, “thanks, you’re awesome!” just wasn’t enough. A more tangible show of appreciation was called for.

Think about the volunteers in your organization. How many of them go the extra mile when asked – or even without being asked? Volunteers who step in and do an extra shift if someone else can’t make it. Someone who notices a regular client hasn’t been showing up and goes out of their way to check on them. You know better than I who, in your organization, deserves more than a verbal thank you.

Now we know when, what should you offer as tangible gratitude?

The word “tangible” can be a bit misleading. It doesn’t need to be something physical. In fact, in these days of “decluttering” and “minimalism,” physical items such as mugs or hats can be less than welcome. I recently counted the coffee mugs in my cupboard – 37. For a two-person household. Most of them were swag from some organization or another. So instead, think of what you can offer that provides an experience, or helps them in their day-to-day lives. Don’t necessarily avoid physical items, just make sure you have other options.

Here are a few tangible gratitude ideas:

• Provide a chance to attend special training. If the organization is arranging a seminar for staff in, say, first aid or a computer program, provide a spot to the volunteer, especially if you know that they are interested in the subject.

• Offer to be a job reference or help with filling out a university application. Don’t wait to be asked. If you know the volunteer you would like to acknowledge is looking for paid work or trying to get into university, let them know you’re willing to help.

• Organizational swag. Don’t overuse this one but some volunteers like showing off their passion for your cause. Having a few (useful) branded items around can be a great thank you for those volunteers.

• Gift cards or store discounts. With the rising cost of living, gift cards and discounts can make a huge difference to some people. Partner with local businesses to provide volunteer overachievers with discounts or freebies. Many companies, especially chain stores and restaurants, are happy to donate coupons or gift cards to local charities. It gives them bragging rights and marketing opportunities, so don’t feel shy about asking.

• Perks. Provide a parking spot for a month or free access to an event, anything that makes their volunteering a little bit easier or more fun.

Most important, however, know the volunteers well enough to be able to offer something that they value. If a volunteer comes in to their shift every day with a Tim Horton’s coffee, get them a Tim’s gift card. If they’re into astronomy or astrology, name a star after them. Are they someone who wants to advance in their career? Connect them with someone who can mentor them. Into gardening? Buy them seeds.

Just ask! Tell them you are so pleased with whatever it is they’ve done that you’d like to show the organization’s appreciation and you want to provide something that they would really value. They may say “Nothing. I don’t need anything” but we work with such amazing people, they probably will.

In that case, you can choose something based on your knowledge of them, or you could just accept that is their preference. They may, however, tell you about something they would like. If it’s at all possible, provide them with it.

Be generous, but not over the top, in what you consider “above and beyond”. If you provide tangible gratitude too often for too many things, it will lose its value.

Regularly engage on a personal level with volunteers and continuously watch for ways you can reward them when they do something special. By showing appreciation in tangible ways, you create a culture of gratitude that not only retains existing volunteers but also attracts new ones who are excited to contribute to your cause.

This article is written by or on behalf of an outsourced columnist and does not necessarily reflect the views of Castanet.