Not training your employee volunteer leaders? You might be causing harm.

Would your company expect employees to do their job without training? Probably not. Why is that? Why do companies train employees? Well, to effectively deliver on the expectations of their role. To understand the nuances of that role within the unique context of a company. We don’t want people to feel like they’ve been tossed into the sea without a lifeboat. But this is often what happens to employee volunteers.

Something I encounter a lot with clients is the fear of calling an employee volunteer leader role a “job.” The cold, hard truth is that it is, in fact, a job. An unpaid one. And I know why this can be scary – it’s a big commitment, a big thing to ask of employees on top of their day-to-day. Why would anyone want to work that hard without getting paid? It’s hard to believe. Yet, I have met and spoken to hundreds of employees over the years who do just that, and gladly. And it’s because volunteering gave something to them when they thought they were meant to do the giving.

When we say something is “part of someone’s DNA” it usually means it has become part of their identity. Without it, they wouldn’t be who they are. They wouldn’t value the things they value. They wouldn’t act the way they act. The volunteer leaders I meet are, at their core, helpers, because volunteering helped them see the world in a different way. So, how do companies replicate the experience of these helpers for other employees? How do we bring the spirit of these passionate volunteers to the rest of the company? The key is to focus on equipping leaders so they can scale an effective, compelling, and transformative approach to volunteering across the company.

Training Volunteer Leaders Effectively

Employee volunteers who take on leadership roles are going to need what anyone who is required to do a job will need: the knowledge and tools to do that job well. They’re going to need training. Without it, you risk sending employees into scenarios and communities where, without the right knowledge and background, they can end up hurting relationships with nonprofits, saying or acting in ways that are offensive or harmful to beneficiaries and communities, or coming in with a savior mindset and being prescriptive where they should be receptive (read more about this phenomenon here.)

When I say “training” I’m not talking a quick orientation and send-off. I’m talking foundational and ongoing learning for all employees who lead volunteering at your company. I’m talking the opportunity for volunteer leaders to learn the basics of how to volunteer like how to find an event, how to manage a project, and how to report on hours. But we should also go beyond the basics. We should be teaching volunteer leaders about equitable practices, about how to understand power and privilege within the context of community engagement. With this, they can be better partners to nonprofits, more inclusive of the lived experience of the people they’re volunteering for, and they can better understand the systemic issues behind the causes they support.

And, maybe most importantly, we must remember that as volunteer leaders, these are the people who will guide their peers during a volunteer opportunity. And while it’s important for volunteer participants to feel the glow of “helping,” there is an opportunity to make the experience go beyond the limitations of that singular experience – to invite employee volunteers to consider meaning beyond the tasks they complete or the hours they volunteer, beyond the outputs of an event like “backpacks packed,” “trees planted,” or “walls painted.” There is the opportunity to invite volunteers to reflect on and possibly shift their mindset. Let’s talk about some of the psychological implications of this, because beyond the mechanics of a volunteer opportunity is a complex interplay of psychological factors that can significantly influence the effectiveness and impact of volunteering.

Psychological Factors to Consider in a Volunteering Context

Central to understanding this dynamic are two critical concepts: Social Dominance Orientation (SDO) and implicit theories of intelligence, particularly the dichotomy of fixed vs. growth mindsets[1].

Social Dominance Orientation

Social Dominance Orientation is a person’s support for social hierarchy and their desire for their in-group’s superiority over out-groups[2]. Higher levels of SDO are associated with endorsing ideologies and policies that maintain the status quo and perpetuate inequality[3]. This predisposition towards anti-egalitarianism within and between groups is not just a passive trait but actively shapes how individuals perceive and interact within social systems, including within volunteer settings. The implications of SDO in the context of employee volunteering are profound, as it can influence motivations and behaviors in ways that might either reinforce existing social hierarchies or challenge them.

Fixed vs. Growth Mindsets

Carol Dweck’s groundbreaking work on implicit theories of intelligence introduces a lens through which people view their abilities and those of others. Dweck’s distinction between fixed and growth mindsets – the former seeing abilities as static and the latter viewing them as developable – offers a crucial framework for understanding volunteer motivations. This mindset not only affects how individuals approach their own learning and development but also how they perceive and interact with the communities they support. Dweck’s work is especially notable because she believed fixed mindsets could be changed through psychological intervention.

The Intersection

The intersection of these two psychological frameworks presents a compelling narrative for companies hoping to enhance employee engagement in social responsibility. The correlation between why people volunteer and the potential harm that could arise from motivations influenced by SDO and implicit theories is a critical consideration. Employee volunteers might be driven by a range of motivations, from a desire to maintain a higher status in-group (influenced by SDO) to viewing volunteering as a growth opportunity (reflecting a growth mindset). Someone coming to a volunteer event for the first time with little to no experience – maybe someone who was badgered by a colleague or who was “voluntold” to attend – may very well have a fixed mindset or preconceived, anti-egalitarian assumptions about the causes the event is attempting to address or the people the event seeks to support. And this is where integrating Transformative Learning can be incredibly powerful.

Integrating Transformative Learning into Volunteering

Integrating Transformative Learning into the volunteering experience can be a powerful intervention method to address and potentially interrupt the influences of SDO and fixed mindsets. Transformative Learning, as Jack Mezirow describes[4], is the process of effecting change in a frame of reference, which includes both cognitive and emotional aspects. It involves becoming critically reflective of your assumptions and engaging in discourse to validate beliefs through the experiences of others.

The role of the volunteer leader is crucial in facilitating this transformative process. To effectively integrate Transformative Learning into the volunteer experience, it’s essential that facilitators focus on creating disorienting dilemmas and fostering critical reflection. A disorienting dilemma is an experience that challenges an individual’s existing frame of reference, such as their habits of mind (i.e., fixed mindsets, SDO) and points of view. For example, an employee volunteer might be confronted with situations that starkly contrast with their preconceived notions about a particular community or social issue. This experience can serve as a catalyst for reflection and reassessment of their underlying assumptions.

Critical reflection is the cornerstone of Transformative Learning. It involves questioning the validity of our beliefs, values, judgments, and feelings. In the context of volunteer training, this could mean encouraging volunteers to reflect on why they chose to volunteer, their attitudes towards the communities they serve, and how their actions might be influenced by their mindset. This reflective process can lead to a transformation in their frame of reference, moving from a fixed mindset to a more inclusive, growth-oriented, and empathetic viewpoint. Volunteer leaders can create environments and situations that provoke disorienting dilemmas and are present to guide volunteers through the process of critical reflection. This could involve group discussions, reflective journaling, workshops, and immersive experiences that challenge existing preconceptions and biases.

By integrating Transformative Learning into volunteer training, organizations can enhance the effectiveness of their volunteer programs as well as contribute to the personal growth and leadership development of their employees. This approach aligns with Mezirow’s emphasis on autonomous thinking and responsible decision-making, which are essential for impactful volunteering as well as leadership development. People managers or leaders who undergo effective volunteer leader training and who integrate Transformative Learning into how they facilitate not only create opportunities for participants to challenge a fixed mindset, but to further develop and shape their own empathy. According to Forbes,

“Empathy has always been a critical skill for leaders, but it is taking on a new level of meaning and priority. Far from a soft approach it can drive significant business results. You always knew demonstrating empathy is positive for people, but new research demonstrates its importance for everything from innovation to retention. Great leadership requires a fine mix of all kinds of skills to create the conditions for engagement, happiness and performance, and empathy tops the list of what leaders must get right.[5]”

A new study of 889 employees by Catalyst found empathy has significant constructive effects[6]:

• Innovation. When people reported their leaders were empathetic, they were more likely to report they were able to be innovative—61% of employees compared to only 13% of employees with less empathetic leaders.
• Engagement. 76% of people who experienced empathy from their leaders reported they were engaged compared with only 32% who experienced less empathy.
• Retention. 57% of white women and 62% of women of color said they were unlikely to think of leaving their companies when they felt their life circumstances were respected and valued by their companies. However, when they didn’t feel that level of value or respect for their life circumstances, only 14% and 30% of white women and women of color respectively said they were unlikely to consider leaving.
• Inclusivity. 50% of people with empathetic leaders reported their workplace was inclusive, compared with only 17% of those with less empathetic leadership.
• Work-Life. When people felt their leaders were more empathetic, 86% reported they are able to navigate the demands of their work and life—successfully juggling their personal, family and work obligations. This is compared with 60% of those who perceived less empathy.

Set Your Volunteer Leaders up for Success

The journey of an employee volunteer leader is a unique and multifaceted one, blending the spirit of service with the complexities of leadership and personal development. As we’ve explored, the psychological underpinnings of volunteerism, particularly through the lenses of Social Dominance Orientation and implicit theories of intelligence, reveal the impact that mindset and social perceptions have on volunteer experiences. The integration of Transformative Learning into volunteer training is not just a strategy but a necessity, ensuring that volunteer leaders are equipped with both practical skills and the cognitive and emotional tools to navigate and positively influence the volunteer experience.

The role of volunteer leaders extends beyond organizing and managing; it’s about inspiring, guiding, and making transformation possible. It’s about fostering an environment where empathy, growth, and understanding flourish. As we’ve seen, the benefits of empathetic leadership are far-reaching, impacting innovation, engagement, retention, inclusivity, and work-life balance. These are not just desirable outcomes for volunteer programs but essential elements for a thriving organizational culture.

So, if you’re ready to take your company’s approach to volunteer leadership to the next level, to harness the power of empathy and transformative learning, and to create a ripple effect of positive change both within your company and the communities you serve, the time to act is now. Remember, in the realm of volunteerism, every leader trained is a step towards a more empathetic, inclusive, and engaged world.

Want to get serious about volunteer leader training? Register for Social REV LIVE.