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@TobiJohnsonTJA
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Leadership in a Changing World:
Big Shifts That Will Transform Volunteerism for
the Better
Tobi Johnson, MA, CVA
GRAVA Annual Conference | July 9, 2015
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Presenter
Tobi Johnson, MA, CVA
Tobi Johnson & Associates | VolunteerPro
A New Vision for Volunteerism
206.799.9038
tobi@tobijohnson.com
www.tobijohnson.com
© Tobi Johnson & Associates, LLC
All rights reserved
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On Sale Now!
Chapter One:
Big Shifts That Will
Change Volunteerism
for the Better
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reserved
“The future belongs to those who believe
in the beauty of their dreams.” -- Eleanor Roosevelt
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Four Big Shifts
Advances in
brain science
and
neuroleadership
Demographic &
generational
changes
Technological
advances
Discoveries in
human
performance
and talent
management
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Today’s Agenda
 Welcome & Introductions
 Part I: Big Shifts: Setting the Context
 Break
 Part II: Deep Dive: Brain-based Leadership
 Break
 Part III: Deep Dive: Talent Management & the
Flat Organization
 Wrap Up: A-Ha! Moments
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+ Part I:
Big Shifts: Setting the Context
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Evolution (or Revolution?)
Limited
Limitless
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Consumer Contradictions
Super-personalization
Indulgency/Luxury
Focus on Self
Escapism
Multi-tasking
Hyper-connectivity
Clanning/Tribes
Environmentalism
Social Awareness
Health & Wellness
Simplification
Mindfulness
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Recruitment
Org-affiliated
Contribute
Now
An Evolution in Volunteer Expectations
Before
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Engagement
Cause-related
Make a Difference
Supervised
Self-directed
Unskilled Jobs
Skilled Jobs
Available Long-term
Mix of Commitment
Consistent Schedule
Flexible Schedule
Few Tech Tools
Many Tech Tools
Adapted from: Jill Friedman Fixler and Sandie
Eichberg, Boomer Volunteer Engagement, 2012
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We are in the midst of
rapid change,
but being human remains
constant.
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Joining the Tribe
Finish Line!
My Own Hero
Hero to Others
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Joining the Tribe
Finish Line!
My Own Hero
Hero to Others
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Joining the Tribe
Finish Line!
My Own Hero
Hero to Others
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Joining the Tribe
Finish Line!
My Own Hero
Hero to Others
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What if you could
be a hero for a
lifetime?
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The Compassionate Instinct
 Giving activates the
brain’s reward center
 We can recognize
compassion in the human
voice
 Compassion is viral –
turning from self-interest
to collaboration
See: http://tedxtalks.ted.com/video/TEDxBerkeley-Dacher-Keltner040
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So, are more people
volunteering?
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Trends
Nonprofits (millions)
1.44
1.32
2002
2012
Volunteer Rate (%)
27.6
25.4
2002
2012
The Nonprofit Sector in Brief 2014: Public Charities, Giving and Volunteering,
Urban Institute
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What About Episodic Volunteering?
Annual Volunteer Hours
37.0
32.1
2002

2012
In Tennessee, 12-15,000 students will be seeking short-term service
learning opportunities in 2015 due to Tennessee’s Promise requirements
Hyde, Mellissa K., et. al., A systematic review of episodic volunteering in public health
and other contexts, BMC Public Health (2014, 14:992), Corporation for National & © Tobi Johnson & Associates, LLC
All rights reserved
Community Service, Volunteering and Civic Life in America, report (2013)
+ Legacy Mindsets
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Individual vs. team
approaches
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Over-reliance on long-term
volunteers
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Increasingly inflexible
management
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Reluctance to accept the risks
of innovation

Unequal power dynamics
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Assumption that answers
must (or will) come from
within our sector
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reserved
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Discussion:
What legacy mindsets do
you think need to be
challenged at your
organization? In our field?
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Part II:
Deep Dive: Brain-based Leadership
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Why Brain Science?
 Competition for attention is
fierce
 “Buyers” are more sophisticated
 Applies to everyone, regardless
of culture, language, or
circumstance
 You have limited time &
budget
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Working
against
human
nature is like
trying to
stop a
waterfall.
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Motivation: What Doesn’t Work
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Motivation: What Doesn’t Work
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Intrinsic Motivators = Enjoy the Task
 Factors that promote intrinsic motivation:
 Challenge – To accomplish new tasks or reflect on why
something did or did not work
 Control - Having choice over what you do
 Cooperation - Being able to work with and help others
 Recognition - Receiving meaningful, positive
acknowledgment for your work
Hygiene factors may be required first:
• Place to perform work
• Acceptable work environment
• Positive team culture
See: Herzberg, Frederick, Two-Factor (Motivation-Hygiene)
Theory (http://en.wikipedia.org/wiki/Two-factor_theory)
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Motivation: What Does Work
Autonomy
• Selfdirected
• Task, time,
team &
technique
Mastery
• Making
progress
• Challenges
matched
with our
abilities
Relatedness
• Connection
with others
• Using the
technology
of the time
Pink, Daniel, Drive: The Surprising Truth About Motivates What Us,
Riverhead Books (2011) & Ken Blanchard Companies, The Business Case
for Optimal Motivation, white paper (2015)
Purpose
• Related
goals
• Beyond selfinterest
• Pursuing on
own terms
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Research on Volunteer Program ROI
Higher Levels of
Autonomy
• Examples: Self-directed teams, volunteerdeveloped plans for completing work,
volunteer-developed work processes,
volunteer-selected technology tools, etc.
Higher Levels of
Responsibility
• Examples: Volunteers orienting new
volunteers, volunteers training & coaching
new volunteers, training volunteers to be
advocates, etc.
Leadership
Roles
• Examples: volunteer coordination, project
leader, fundraiser, volunteer advisory input
in program development & decisionmaking, etc.
Corporation for National and Community Service, Keeping Baby
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Boomers Volunteering: A Research Brief on Volunteer Retention and
All rights reserved
Turnover, report (2007)
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Discussion:
How can you reinforce
autonomy, mastery,
relatedness and purpose in
your training & management
of volunteers?
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Social Proof
We determine what’s
correct by observing
what others are doing.
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“[H]umans have a fundamental need to belong, are
incredibly sensitive to their social context, and are strongly
motivated to remain in good standing with their social
group and avoid social exclusion.” – Todd Heatherton,
The
Neuroscience of Self and Self-Regulation
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SCARF Neuroleadership Model
Status
Certainty
• relative importance to others
• ability to know and predict the future
Autonomy
• sense of control over events
Relatedness
• sense of safety with others
Fairness
• fair exchanges between people
Rock, David, SCARF: a brain-based model for collaborating
with and influencing others, Neuroscience Journal (2008)
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Newcomers negotiate conflicting emotions
– surprise, anticipation, joy, fear, ambiguity, etc. –
as they acclimate to their new surroundings.
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Discussion:
How might the SCARF model
be used to improve your new
volunteer onboarding
process?
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SCARF for Volunteer Onboarding
Rituals
• Establish safety, reinforce connections between
values of volunteer and organization
Relationships
• Develops social capital, obligation, socialization
Training
• Increases self confidence, helps connect the dots,
provides a roadmap for organizational socialization
Cost-Benefit
Analysis
• Convinces volunteers that they have a true purpose,
that the hassle is truly worth it
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+ Part III:
Deep Dive: Talent Management &
the Flat Organization
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The Human Capital Challenge
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Talent
Management
is …
… getting the right
people, with the right
skills, to the right
jobs.
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rights reserved
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A volunteer’s
greatest
aspiration is
to change the
world.
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A Negotiation
Volunteer
Needs
Community Benefit
Organization
Needs
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Volunteer Talent
Management is …
Effectively matching volunteer skills
and preferences with tasks that
advance the organization’s goals and
mission and supporting volunteers
so that they can take personal risks
and emerge victorious.
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Integrated Talent Management
Workforce
Planning
VolunteerOrganization
Impacts
Leadership
Development
Competency
Modeling
Strategic
Priorities
Data
Analysis
Performance
Management
Strategic
Recruitment
Placement
Consulting
Coaching &
Mentoring
Orientation &
Training
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Discussion:
How might integrated
talent management
strategies be used to
strengthen your program?
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Organizational Structures
Flat
Hierarchical
Executive
Team
Member
Assistant
Manager
Team
Member
Front Line
Front Line
Team
Member
Leadership
Team or
Team
Facilitator
Team
Member
Team
Member
Front Line
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Flat Orgs Work Best When …
 The environment is changing rapidly
 Innovation is important
 The organization has a strong, shared
purpose
“There is a growing body of evidence that
shows that organizations with flat structures
outperform those with more traditional
hierarchies in most situations.” -- HBR
Tim Kastelle, Hierarchy is Overrated, Harvard Business Review,
November 20, 2013
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A Self-Directed Volunteer Team is …
A multi-skilled group of volunteers who share
responsibilities for addressing a challenge or opportunity in
their community.
Through time, the team is empowered to take full
responsibility for its own functioning and results.
For more:
• Aging Network’s Volunteer Collaborative PowerUp!
Initiative -http://agingnetworkvolunteercollaborative.org/
• Self Directed Volunteers Network http://sdvnetwork.com/sdv/
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Self Directed Volunteer Teams
Non-Hierarchical Structure
① Key Staff Person consults
& supports
② Team Facilitator
encourages & models
collaboration
③ Team Members decide
together & use their
strengths to get things
done
Key Staff
Person
Team
Facilitator
Team Members
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Discussion:
How could self-directed
volunteer teams be helpful
to your organization?
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Wrap Up:
What are your
next steps?
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A brand new affordable online learning &
networking community for leaders of volunteers.
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Live online learning events
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Moderated discussion forums
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Database of proven plug-n-play tools
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Multimedia tutorials
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A network of like-minded peers and
expert mentors
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Deep commitment to your success!
Don’t miss your chance to be an original member!
For more info, go to: volpro.net
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Tending the
Garden
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“You are capable of more than you know.
Choose a goal that seems right for you and strive
to be the best, however hard the path. Aim high.
Behave honorably. Prepare to be alone at times,
and to endure failure. Persist! The world needs
all you can give.”
-- E.O Wilson,
the world’s leading authority on ants
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