Motivating and sustaining members

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Abstract

One of the most difficult tasks confronting national service supervisors is helping members develop and sustain a commitment to service throughout a program year. Members are likely to develop and sustain promised goals when they are clear about their mission values, have influence in developing their roles in the program, feel appreciated for their contribution, are competent and confident, and their personal expectations are met. Excerpted from The Resource Connection, v.4(1).

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Issue

Oftentimes members begin service with enthusiasm and focus, but as the year progresses, their commitment may waver.

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Action

During trainings, the National Crime Prevention Council (NCPC) has observed that member motivation rises and falls at critical points within a program year. During these trainings, any discussion on motivation inevitably ends with the question, "Can we realistically do anything about keeping members motivated?"

The answer is "yes," and NCPC has developed a list of strategies that supervisors may wish to consider when helping members build and sustain motivation. The points listed below are taken from Becoming a Better Supervisor: A Resource Guide for National and Community Service Supervisors.

Members are likely to develop and sustain commitment to goals when:

  1. They are clear about the mission, values, and goals of national service and can see them in action. It is important that supervisors not only share information about national service, but also model the principles and values associated with the national service movement.
  2. They feel appreciated for their contributions. Members and volunteers usually value a direct supervisor's approval more than that of any other person on staff. Letting them know that their diligence, contributions, service, and positive attitudes really matter, can go a long way in developing and sustaining motivation.
  3. They are competent and confident. Performance assessment, praise, and constructive feedback help identify problems early and build confidence and competence. Over time, members and volunteers begin to feel more and more empowered.
  4. They have influence in developing their roles in the program. Influence creates ownership and ownership builds commitment. Allow members and volunteers to participate actively in the planning processes that determine their roles and responsibilities.
  5. Their personal goals are met. Get to know your members as individuals and try to understand what motivates each one (e.g., self-esteem, team affiliation, social interaction, technical expertise, professional recognition). Use that information in assigning work so that both program and personal goals are met.

 

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Citation

Zefran, Nicholas C. "Stepping up to the Challenge: Strategies for Motivating and Sustaining Members in National Service." The Resource Connection. The National Service Resource Center. v.4(1).

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Posted On

January 18, 2001

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Source Documents

Stepping Up to the Challenge: Strategies for Motivating and Sustaining Members

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