I’m not sure I could do it. When I think about the time and energy devoted by chapter leaders to their volunteer “job,” all I can say is… Respect. I bet many of you feel the same way. But sadly, the leadership experience doesn’t always end well as some of these generous volunteers burn out before the end of their term. Is there any way to prevent this outcome so your association can retain chapter leaders?
It’s especially frustrating if your association invests resources in teaching chapters how to recruit volunteers and build a leadership pipeline. But, leadership turnover is a strong possibility if you haven’t created the conditions, provided the tools, and encouraged the tactics that make their job easier.
Before they accept a leadership position, make sure these members understand and buy into the strategic objectives of their chapter and National. Chapter leaders must support National’s priorities.
Besides giving chapter leaders the information they need to lead and manager their chapters, you should also teach them how not to be a chapter superhero or martyr.
Leaders burn out because they try to do too much. To prevent burnout and turnover, teach chapter leaders how to share the workload.
Provide ongoing training for officers, board directors, and committee chairs on how to break up and delegate tasks, make meetings meaningful and enjoyable, and recruit volunteers who will share the work with them.
Chapter over-achievers are a liability for your association, not a blessing. They stand in the way of other members who want a taste of service and leadership.
Busy volunteers are more likely to pay attention to your helpful resources if you deliver them consistently and reliably. If you host a best practices webinar for chapter leaders at 4 p.m. every first Thursday of the month, they’ll put it on their schedule.
Create a resource center on your website where chapter leaders can search for solutions to the challenges they’re facing. Include success stories collected from your chapter network, links to external resources, and resources created by your staff.
For example, create tip sheets about finding a speaker for chapter events, writing compelling email subject lines, and onboarding new members.
Post materials and recordings from training programs.
For example, the Ontario Real Estate Association published a series of videos about different aspects of the leadership experience.
Put together a chapter playbook full of best practices. Update it regularly with proven ideas from other chapters so it becomes a collective and growing knowledge bank. Topics could include running a panel, putting together sponsorships, and getting local media attention.
Don’t let the playbook sit and stagnate; let chapters know when you update it with new content.
Many associations host annual chapter leadership summits where volunteer leaders learn new skills and build relationships with their peers. Ask new leaders to come in a day ahead for a new chapter leader boot camp. After boot camp, continue to treat the “class of 2019” as a group so they experience their first year of leadership together. Remember, relationships are the best benefit of volunteering and membership.
Regular communication keeps chapter leaders in the loop, helps them feel supported and valued, and prevents misunderstandings. Give chapter leaders a voice at National. Ask for their feedback on national plans, strategies, and issues as well as chapter concerns.
The Association for Vascular Access established an Advisory Task Force to provide their board with the chapter perspective.
Find out where chapters are experiencing the biggest pains so you can address them. Survey new and experienced leaders to learn how you can help. Even better, hit the road. Having facetime with chapter leaders can improve the relationship dynamic too.
When chapter leaders go silent, burnout is often to blame. Find out what’s going on with them. They may just need someone to validate their concerns and acknowledge their frustrations. Remind them about their contributions to the professional community. Suggest a collaborative approach to solving their problems.
Volunteers must not feel alone. They need to know you’re as invested in their work and chapter as they are—and that you’ve got their back.
Make sure you haven’t set them up for failure. Is their job too big? Just because their predecessors finished their terms doesn’t mean the workload is viable. Previous leaders might have been a martyr or superhero leader.
Sorry to say, but sometimes you’re the problem. For example, if a new chapter leader presents a good idea that was shot down because your association isn’t comfortable trying new things, they’ll become discouraged and may not stick around long.
In Marketing General Incorporated’s (MGI) Association Innovation Benchmarking Report, the biggest obstacle to innovation was getting people to accept a degree of failure. Maybe it’s time to redefine your definition of failure. Isn’t lack of innovation or the inability to try new things and reinvent processes actually a failure? Perhaps associations should start rewarding volunteers that try to make a difference, even if they fail.
72 percent of MGI’s survey participants said their association didn’t have any reward or recognition for innovation.
Don’t allow mediocre volunteers to stay in power. Tolerating low-performance is a serious demotivator for everyone else. The research says that low performers dampen morale, initiative, and motivation, and contribute to a culture where mediocrity is accepted.
Mediocrity discourages good volunteers from staying involved and stepping up. When they see people sitting back and not accomplishing much, why should they sacrifice their time?
Peggy Hoffman at Mariner Management & Marketing suggests combatting mediocrity by setting performance standards and having a regular (yearly or bi-annually) check-in and evaluation of how each chapter leader is doing.
National volunteer leaders get a lot of attention, but chapter leaders are often left out of the spotlight despite the influence they have on the membership experience. Think about ways to thank chapter leaders for their service, for example, discounts on National events and products, or VIP treatment during conferences.
When it comes to rewards, don’t condone superhero behavior. Reward only the chapter leaders who are truly leaders—the ones who provide others with the opportunity to get involved with leadership.
A healthy approach to chapter leadership will prevent leadership burnout and turnover. Provide the support and resources chapter leaders need to succeed. Encourage relationship building among peers. And, most importantly, build a leadership culture based on inviting others to share the workload and experience.