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REALTOR® ASSOCIATION EXECUTIVE
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| Attracting Broker Volunteers--Why brokers don't volunteer Five strategies for overcoming the excuses Four-Part Volunteer Series: This article is the first installment in a year long exploration of volunteerism in the REALTOR® organization. Each installment will focus on a different aspect of the volunteer issue. Next month: How to get Generation X members to volunteer. By Carolyn Schwaar Brokers are one of the hardest groups of members to get to volunteer. Their knowledge and industry perspective are critical to your association's strategic planning and management. Yet, many brokers often are simply unaware of the value of association participation. The following is a list of the most common reasons brokers give for not volunteering and strategies to change their minds. Volunteers join organizations in part because they share some of its core values. For associations, the key to attracting broker volunteers is to identify what brokers value the most and then find a way to give them what they want. Brokers want to have decision-making power and influence. They want to be seen as leaders among their peers. They want to gain greater industry knowledge and skills, and they want to make more money and build business. Associations that provide more opportunities for real input and agenda shaping by brokers will find that it's an effective way to pique interest and encourage future participation. Promote your volunteer leadership positions as giving brokers a voice on issues in which they have a vested interest. Create networking opportunities with professionals outside the REALTOR® association who are valuable business contacts for real estate brokers. Have a committee that works with affiliate members or other real estate industry professionals on charity fund-raising efforts and other projects. Why brokers don't volunteer: 1. They know it all already. Brokers claim to have less need for what's likely your main offering: education. They may have needed you when they were sales associates earning their licenses, then their designations. But after years of experience and opening their own offices, they've changed their priorities from building their own career to building their bottom line and running a successful business. The key to overcoming this perception is to develop educational opportunities especially for brokers. Market the offerings as “executive level” training or “broker track” to differentiate them from salespeople's courses. For example, if you have a general technology class, offer it separately to brokers as “Technology for Managing Brokers.” 2. Fear of long-term commitments. Many brokers don't volunteer because they believe it will take too many years to climb the volunteer leadership ladder to a position of power--where brokers most like to be. Or they fear they'll be locked into a committee for a one- or two-year tour, and their lives are too hectic for that kind of long-range commitment. Creating short-term work groups or occasional single-task project teams, instead of standing committees, is a growing technique among associations trying to eliminate the “I'm too busy” excuse from members. Communicating via e-mail, posting committee agendas and minutes on your Web site, and eliminating the number of meetings are also useful timesaving techniques. The past few years have seen a proliferation of one-day volunteering opportunities in associations. They're a painless introduction to volunteering that may lead to larger commitments from brokers. Also, reduce the number of prerequisites or restrictions for volunteer leadership positions--other than president-elect, positions shouldn't be automatic. 3. Reluctance to “work for” someone else. Following the directions of an association committee chair or executive officer can be a confrontational situation for brokers who are used to running their own show. Some AEs describe their committees as a group of generals, each trying to take command and consequently making little progress. One deterrent to committee deadlock is to keep your committees small. It's a lot easier to get five brokers to agree than 15. Make sure committee leaders are elected by the committee or membership and not appointed by staff. 4. Negative first experience. Volunteers often experience confusion over exactly what their role is in the association. If they have expectations--realistic or not--that aren't met the first time around, dissatisfaction will keep them from volunteering again. To get the most out of your volunteers, thoroughly assess their motives, the reasons they give for volunteering, and for joining the association in the first place. What are their goals and expectations? What do they hope to learn? Volunteers with no concrete expectations will take guidance well; those with specific expectations may choose their own role and create their own set of obligations. Develop job descriptions for committee members outlining their basic duties and participation requirements. Basic participation duties may include attending major chapter functions and events, taking part in the strategic planning process, promoting the organization, and being involved in fund-raising events. 5. Lack of tangible reward or benefit. Formal reward systems in many associations are nonexistent. Broker volunteers are often subject to the same performance standards as paid workers, but with no pay and little administrative assistance. Since nonprofit associations usually offer little in the way of remuneration or tangible benefits, perceived support from the organization in the form of public recognition, awards, or one-on-one feedback by staff becomes even more important. Go to part 2 in volunteer series. |
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