The Art & Science of Board and Volunteer

Development

The Art & Science of Board and Volunteer

Development“Cultivating Leadership That Leads”

2003 NAYDO Conference

John Mark “Journey” JohnsonPresident & CEO

YMCA of Middle Tennessee

The Seven I’s, Boardroom Verities , Jerry PanasThe Seven I’s, Boardroom Verities , Jerry Panas

• Integrity inflexible and unyielding• Intelligence wise decisions and good judgment• Investment a willing and sacrificial giver • Influence high visibility and regard• Intestines ready to make tough decisions• Involvement active and hearty• Inthusiasm a constant and zealous advocate

“…genuine leadership in any cause

is rare, beyond price, and always the nucleus of significant achievement.”

Harold J. “Si” Seymour

Designs for Fund-Raising

“Every CEO gets the board that he or she deserves”

Charlie Bryan

CEO, Virginia Historical Soc.

“I’m as good a volunteer as you manage me.”

Wallace Stettinius

Philanthropist & volunteer leader

Cultivating high achieving volunteer

leadership is both an art and a science.

Cultivating high achieving volunteer

leadership is both an art and a science.

The Art and Science of Developing Key LeadersThe Art and Science of Developing Key Leaders• Cultivating leadership involves building

strong relationships.

• Belief in the mission and vision are the cornerstone.

• Involvement strengthens the bond.

• Leadership begets leadership.

1. Cultivating leadership involvesbuilding strong relationships.

1. Cultivating leadership involvesbuilding strong relationships.

Building relationships with key friends for the organization is the number one key to success.

It creates meaningful partnerships for both the present and the future as leaders join hands with

you to achieve your mission.

How do you build a relationship?

How do you build a relationship?

In building relationships,

it is important to say thank you

better than you say please

In building relationships,

it is important to say thank you

better than you say please

Birthday CardsBirthday Cards

Seasonal CardsSeasonal Cards

Volunteer CardsVolunteer Cards

2. Belief in the mission and vision are the cornerstone.

2. Belief in the mission and vision are the cornerstone. • Volunteer’s belief in your mission is foundational.

• Key volunteer leadership must believe in who you

are, what you are doing, and how you do it.

• Build the relationship first and foremost around the organization.

“A thoughtful trustee looks with appreciation and never-ending delight at expanding services, larger

numbers, and a bigger budget.

But he keeps his eye forever on the mission of the organization. It is the implacable and profound

prose of the organization that assures its success. “

Boardroom Verities

Jerold Panas

How do we educate volunteers about the

mission?

How do we communicate the mission to them?

How do we educate volunteers about the

mission?

How do we communicate the mission to them?

3. Involvement strengthens the bond.3. Involvement strengthens the bond.• A relationship grows through active engagement.

• Through increased involvement comes an increased

investment in time, talent and treasure.

• Involvement enriches the volunteer, and helps them feel like they are making a difference.

How do we engage and involvevolunteers?How do we engage and involvevolunteers?• Interests

• Expertise

• Time

ExamplesExamples

• Asking them to serve on a committee• Asking them to serve on a task force• Asking them to serve on the board• Asking them to volunteer in a campaign• Asking them to chair a campaign• Asking for their advice• Asking for their influence

Money follows time. Money follows time.

Independent Sector: Giving and Volunteering in the United States, 2001

Independent Sector: Giving and Volunteering in the United States, 2001

• 44% of adults volunteer – 83.9 million

• 71% of adults volunteered when asked

• Households in which the respondent also volunteered gave substantially more than households in which the respondent did not volunteer.

• For giving households, the average contributions were $2,295 from volunteers and $1,009 from non-volunteers

4. Leadership begets leadership.4. Leadership begets leadership.• The right leadership can attract the right leadership.

• Be strategic in developing leaders.

• Aim high.

• Have a plan.

• People want to be on the winning team.

What impact can the right leadership have?What impact can the

right leadership have?

If you could have anyone lead your YMCA, who would it be?If you could have anyone lead your YMCA, who would it be?• What is your current relationship?

• How would you cultivate them?

• How would you recruit them?

• Who would they influence?

“Motivation comes after the first wave of enthusiasm. It is one thing to persuade someone

to agree with you, but it requires an extra measure of skillful leadership to keep that person

motivated. Being a good persuader and motivator

go hand in hand.”

Nonprofit Board Answer Book

Robert C. Andringa and Ted W. Engstrom

ConclusionConclusion

• Cultivating leadership involves building strong relationships.

• Belief in the mission and vision are the cornerstone.

• Involvement strengthens the bond.

• Leadership begets leadership.