Many people involved in board-matching advise nonprofit board candidates to find the organization that "you are passionate about," and then that's the board for you!
And many people hang around on boards for twenty years or more, because, after all, they are passionate about the organization.
Choosing the right nonprofit board
In my experience in working with board candidates from businesses, I've found that most people have a variety of interests. And if I guide people in understanding the nonprofit sector and exploring options, they will often become passionate about certain organizations once they become acquainted with the compelling work that is being done. Sometimes, an array of issues resonate with candidates depending on their life experiences and personalities.
Look how many people are passionate to help in response to the devastation and suffering in Haiti. Yet, if you had asked them last December, most of them wouldn't have mentioned Haiti, or even natural disasters, among their top three concerns. They've become passionate about Haiti because they've become aware. And that's beautiful. But that's an example of the potential to light up passions by exposing people to needs and opportunities to help.
The business people I work with are usually concerned about finding a board where they can add value, just as much as they are interested in finding a board that serves a mission that they can care about.
Qualifying for a nonprofit board
Having passion alone is not enough to qualify a person to either join a board or to stay on a board--even if you have served on the board for twenty years. The role of the board is to work in partnership with the organization's CEO to imagine the nonprofit's greater potential, create an ambitious yet achievable revenue model, and work with all its might to help accomplish strategic and financial success.
For a board to do the best job in serving the community, it needs to be comprised of people from diverse backgrounds and perspectives, with relevant experience and expertise based on the work of the organization and the nonprofit's aspirations, the wealth and networks to achieve financial success for the nonprofit, and a willingness to give it their all.
Each and every person who takes up a precious seat on the board needs to count in a big way, bringing much-needed value in addition to passion.
Passion is necessary, but not sufficient, for being a member of a nonprofit board.
The purpose of the challenge is to stimulate innovation, entrepreneurship, and non-traditional partnerships among for-profits, nonprofits, and local groups, to develop new technologies that will rapidly advance economic opportunities for women, their families and communities.
ICRW brings the expertise, ExxonMobil brings the human and financial capital, and Changemakers brings the tool--the business competition and the community of problem-solvers. "We use competitions to source powerful new ideas--sometimes from unlikely places," according to Charlie Brown, Executive Director of Ashoka's Changemakers. Brown told me that when Changemakers produces a competition, new innovations and partnerships emerge to solve problems "in ways we never imagined."
The Women/Tools/Technology challenge is inspired and informed by the ICRW study, "Bridging the Gender Divide: How Technology Can Advance Women Economically." Out of the nine success stories of new technologies from which ICRW developed key lessons, Kirrin Gill, one of the study's authors, shared with me three of her favorite new technologies. First, the village mobile phones. Gill says, that "not only do women make money, but women have access to information, getting price information, thereby increasing their importance in the community. Second, the "treadle water pumps, an energy technology, that allows women farmers to irrigate small plots of crops and increase their incomes." And third, says Gill, the "motorized scooters, enabling women to have safer and more reliable modes of transportation to access employment and education, to get out of their homes and be independent."
To maximize success, the ICRW emphasizes the importance of involving women early in the technology design and deployment process; developing technologies like energy and ICT that have the potential to benefit women and their families and communities across a variety of occupations; partnering with organizations with complementary capabilities; and investing in training--for example, for the use of the technology, accounting, business management, etc.
In working with corporations and nonprofits, globally and regionally, for the past twenty years, I have seen that the efforts with the greatest impact have always involved collaborations with groups on the ground in the community. Engaging people who will ultimately use the technology--like any other product or service--is the key to success. By combining ICRW's research together with Changemakers' effective competitions, these partners--together with ExxonMobil--will play a valuable part in promoting the development of new technologies to advance women economically.
Just how green is the nonprofit sector? The Taproot Foundation began asking grant applicants whether or not they have environmental policies. Based on 865 applications submitted to Taproot between September and December, only 26% of nonprofits said yes.
Aaron Hurst, President and Founder of Taproot, is hoping that by posing the question to applicants, his foundation will put the environmental issue on the agendas of nonprofit boards and management, much the way foundations have helped to drive diversity and inclusion among staff and board members at nonprofits. "We are forcing the conversation at the board and staff level," Hurst told me. "We can be change agents."
When asked about their environmental policies, most of the nonprofits that have policies indicated that they had a basic statement, rather than an actual operating plan. How do for-profits fare compared to nonprofits? According to a study conducted by the Sustainable Enterprise Institute in August 2009, although more than half of the 1,000 largest publicly traded companies "have an environmental policy of some form," they actually lack the "evidence of the systems, practices, and other infrastructure needed to implement and uphold a comprehensive environmental policy." It is important to note that the nonprofits that Taproot serves have budget sizes that are a small fraction of the budgets of publicly traded companies.
Alan Iny, Principal, The Boston Consulting Group, who led BCG's green team for the New York office, told me that the key is "awareness, communication, and education." Iny has experience with nonprofits, both as co-leader of BCG's social impact program, and as a former executive director of an arts organization. Iny says that among any group of ten people, a few who are passionate about the environment will lead the effort, a few will be mildly supportive, and the rest won't care. The trick is for the passionate ones to make it easy for the ones who don't care to participate in green-oriented office practices, and eventually perhaps realize how their actions are helping reduce waste and help the environment. Iny also notes the cost-savings.
Easy wins that Iny recommends include "setting default printers to print double-sided; reminding people to turn off lights and computer monitors at the end of the day, maybe even unplug electrical items; working with landlords or building managers to adjust heating, ventilation, and AC settings; selecting green vendors for office supplies; using videoconferences instead of travelling when possible, and taking trains and public transit when possible instead of flying; getting rid of disposable water bottles in the office, offering filtered water and reusable bottles."
A number of organizations provide tool kits for nonprofits to go green. The Institute for Sustainable Development, headed by Chris Carmody, helps smaller employers--for-profits and nonprofits. Pat Tiernan, Executive Director, Climate Savers Computing, partners with TechSoup, to help nonprofits to reduce energy consumption.
Jean Hocker, consultant in land conservation and nonprofit governance, and former president of the Land Trust Alliance told me that she is sympathetic to nonprofits already being burdened by so many responsibilities. At the same time, Hocker says that environmental and conservation organizations need to be held to a higher standard with regard to having environmental policies. She also notes that people in the nonprofit sector would seem to be more waste conscious by the nature of their work. That resonated with me as I considered my clients who work at food banks, help people in Haiti, and provide healthcare to people in underserved communities around the world.
The Taproot Foundation's environmental question will get attention. I know from my work with nonprofit boards that when a foundation raises an issue, it gets the executive's attention and often the board's attention as well. In actuality, most nonprofits are already highly cost-conscious, which tends to be pro-environment (see Iny's list above). With a little help from the tool-kits and how-to's that TechSoup and others provide, and learning from each other, nonprofits can create policy statements and operating plans for internal use and to communicate to their constituents.
Yes, it's one more thing for nonprofits to deal with, but being green is also integral to the larger purpose of making the world a better place, which is the ultimate mission of all nonprofits.
Whether or not Wyclef Jean and his foundation committed any acts of impropriety will not matter in terms of the effect on his charitable organization. Damage is done. His nonprofit has taken a major reputational hit, and people might stop making financial contributions to the Wyclef Jean Foundation, also known as Yele Haiti, for Haiti relief efforts.
Yele Haiti was criticized by the Better Business Bureau, based on their review of Jean's foundation's IRS filings that are available on the internet along with the filings of all nonprofits. Among the concerns raised by the media and others were that three years of filings were submitted all at once, three out of the five board members are involved in Jean's personal and business dealings, and funds for the foundation seemed to be intertwined with Jean's business.
Although Jean has defended himself, and ultimately there may be no finding of impropriety, there has been harm to his foundation and to his efforts.
This story immediately brought to mind many boardroom discussions I have had with my nonprofit clients. The most important lesson for nonprofits and their boards is to be vigilant in following the rules and considering appearances. Don't leave your organization open to public criticism and loss of credibility by failing to comply with regulations and implement sound operational practices. Unfortunately, there are too many nonprofits doing truly important work, but who are not getting annual audits, following proper accounting policies and procedures, attending to conflicts of interest on the board, filing their IRS 990s properly, documenting their process for establishing the CEO's salary, and so on.
Frequently, nonprofit boards ask me "Is it legal for us to do such and such?" My response to such questions is usually this: "I'm not an attorney, so do check with one. But my advice is to consider how 'doing such and such' will reflect on the organization if it becomes known. Think about how it will look when it's exposed on the internet."
We can all think of brand name nonprofits whose reputations have been hurt by scandal. Unfortunately, donations suffer, and so do the people that the organizations serve.
So for business people who serve on nonprofit boards, do be attentive. Read and heed the management letter that the organization's auditor gives you. Do have at least one attorney on the board who agrees to be observant, and ideally, an attorney whose law firm will provide pro bono services to the nonprofit. The good will for your organization depends on you.
"During a recession, when credit is unavailable and investment funding is down, how do we help reactivate credit and financial investment in Africa." Luella D'Angelo, President, Western Union Foundation, told me that this was the challenge that Western Union and its Foundation wanted to address.
So, "to spur the entrepreneurial passion within the African diaspora," the company and its Foundation established a business competition for African diasporans who were creating sustainable enterprises back home. Winners would receive investment funds to accelerate or expand their businesses. The business competition, the African Diaspora Marketplace (ADM), was held in Washington, D.C. last week.
Western Union, its Foundation and its Agent Giving Circles pooled investment funds together with USAID, Ecobank Transnational Incorporated (ETI) in Africa and Irv Barr Management in the U.S. These partners also had support from the Academy for Educational Development (AED), a nonprofit organization that "combines innovative ideas with real-world perspective to change lives by improving health, education, social and economic development."
I have assisted many companies in establishing philanthropic and corporate social responsibility (CSR) strategies. My book on "Leveraging Good Will" and my Fast Company blog provide guidance and examples for readers. Western Union is a model for CSR in doing two things that I believe are essential for success in advancing both the company and the communities that the company serves. Western Union and its Foundation align their philanthropic investments with the company's purpose; and the Foundation partners with an outstanding NGO, the Academy for Educational Development.
Advancing diasporans who strengthen their home communities matters to Western Union, because its business facilitates money transfers among migrants who send money back to their families through the company's 400,000 locations in 200 countries around the world. Western Union's philanthropic foundation complements the business by helping migrants and their families to get an education, get jobs, and build small businesses.
Kojo Benjamin Taylor's business plan was one of the 14 winners at last week's African Diaspora Marketplace (ADM). Taylor is establishing MicroClinics to provide basic healthcare and essential drugs in the small communities of Ghana, his native country, and other African countries. "The infusion of capital from winning this business competition will allow me to accelerate the expansion of my business," Taylor explained to me. "Additionally, we'll receive technical assistance to track outcomes to help us make intelligent business decisions as we build the franchise." Taylor also appreciated the opportunity to present his plan at the ADM in front of other potential investors, a number of whom have already been in touch with him.
Taylor explained why African diasporan entrepreneurs are so enthusiastic about their businesses and the competition. "Our home countries have suffered from a brain drain. Those of us who have moved to the U.S. have benefited by doing business in America and learning about entrepreneurship here. Now we have confidence in what we bring back home--the business systems, work ethic, and technology. Now we are ready to apply our energy and talent in establishing sustainable businesses that improve communities and the lives of families back home."
Ronald Mutebi, whose winning plan is to develop and implement a comprehensive solar oven program in Uganda, found the ADM very affirming for him and others who are establishing businesses in their native homes. Mutebi told me that the investment he'll receive "will halve the time to implement our project, and also symbolizes the sponsors' confidence in our work in Africa." Mutebi explained how solar ovens will benefit communities and families in Uganda, his home country, by improving their health, reducing the cost of energy, and reducing environmental degradation, among others.
ADM represents "more than $22 million of potential diaspora business investment in 14 Sub-Saharan countries," according to a Western Union statement. Full business plans were reviewed by a jury of distinguished business experts and development practitioners from the international and diaspora communities. Finalists participated in one-on-one jury interviews with ADM judges in Washington, D.C. The winners were announced at the ADM Awards Ceremony at the Academy for Educational Development (AED) on January 13.
Other winners included a consulting firm to advance the regulation of the construction industry in Liberia, a commercial goat farm in Ghana, a metal fabrication plant in Ethiopia, a partnership for small processing and packaging centers for oil palm, palm kernel oil and cassava in Sierra Leone, a mobile technology firm which uses SMS messaging to aggregate buyers and sellers of crops in Kenya, and others.
After posting the resolutions and predictions of 24 leaders from business, philanthropy, and the social sector in CSR 2010 Parts Iand II, I promised to post my own comments.
The Question: What is your resolution or prediction for corporate social responsibility (CSR) in 2010?
My prediction is that CSR policies will no longer be an afterthought to the overall corporate strategy. We will see a major trend with CSR becoming an integral part of the corporate plan that has the full attention of corporate boards of directors. Companies are getting it that their treatment of human rights, labor practices, the environment, and philanthropic and community engagement can either threaten or promote the companies' civic and governmental relationships, influence consumers, and affect the bottom line. Nike, Western Union, Genzyme, and Goldman-Sachs are examples of companies where CSR is already on the board agenda.
My resolution is that in helping companies to establish high impact CSR programs, I will continue to focus on leadership development by training and placing corporate executives and professionals on regional and global nonprofit boards. Through effective nonprofit and NGO board service, businesses can help to transform the nation's and the world's nonprofit sector.
I believe that in both the nonprofit and for-profit sectors we will see greater attention to board governance, with an increase in expectations and accountability from our leaders.
Measurement, accountability, human rights, self-improvement, and more. Responses from leaders in business, philanthropy, and the social sector ran the gamut, and included a poem and an inspirational tale. See others in Part I, already posted. My personal resolution and predictions will be posted in Part III.
The Question: What is your resolution or prediction for corporate social responsibility (CSR) in 2010?
After you read these, please share your own resolution and/or prediction for corporate social responsibility (CSR) in 2010, in the Comments section below.
“CECP believes in and wants to inform business leaders as to their opportunities to integrate social issues into their business strategy in a way that reinforces their competitive advantage. At the same time, we expect companies to look for ways to create shared value: pursuing business models that solve social problems in partnership with government, civil society and other stakeholders.”
“In 2010, nonprofits will learn how to better engage corporate partners to make a substantial impact on community issues of mutual concern. This will require harnessing the skills, talents and intellectual capital of corporate employees in meaningful ways to help produce concrete results. Nonprofits will also need to become even more transparent and accountable so their supporters can clearly understand how they are making a difference in the lives of individuals and the community.”
“2010 will be the year that significant numbers of corporate leaders team up with grassroots organizers, labor and faith communities to finally win comprehensive immigration reform. Business leaders recognize that our immigration system is broken and that we must act to eliminate this unnecessary drag on job creation and economic growth. They’ll also enter this debate because they know reform is the right thing to do – for families, for workers and for America.”
“Building on the passage of the Serve America Act in 2009, I predict that national service will gain even greater prominence in 2010 as a vehicle to address our country’s most pressing challenges. In particular, record breaking numbers of idealistic young people will commit a year of full time service to their respective communities in 2010. Young adults in our country will serve as role models for children and adults alike in demonstrating that service to our country is a civic right of passage.”
"My hope is that public and private companies alike will realize that making a difference in their communities and in the world reaps dividends well beyond what quarterly earnings statements show. The more we realize how interlinked different facets of society are, the better off we will all be. My personal resolution is to do my part to help make that happen."
“With the start of a fresh decade, comes my renewed hope for a healthier and more equitable world in 2010 and beyond. I predict that we will significantly chip away this year at the inequality women and girls face worldwide while improving their health and lives --- but only if more corporate leaders accept responsibility, provide resources and work with EngenderHealth and others to create lasting change.”
“this year i want to work smarter. im already working hard enough but towards the end of last year i realized i had developed some bad habits that i need to break. for example, i was spending time doing weekly reports that didn't really give me the correct information but i was continuing to use the same templates out of habit. im trying to break those habits. i think my time can go a lot further if i plan better and focus on the important projects. less micro-management, less putting things off and more taking care of large items that can really move the business along.”
[Prediction] “On January 1st each year, a dozen or so of us start the New Year with a moderately challenging early morning walk through a local State Park. Our ragged, poorly attired group makes an hour-long ascent to an old abandoned castle then retreats to the parking lot, then to a warm home for clam chowder. This year, the path was icy and treacherous. Lots of middle-aged people slipped and flailed on the trail only to be saved by the outstretched arm of a fellow traveler. During the entire campaign, only one person was lost to a fall – the youngest member of the troop, a 16 year old lad whose father had talked into coming. It felt good to save and be saved just after sunrise on the year's first day. The balancing clutch of a friend is a nice reminder that we humans are quite capable of thinking about the welfare of others even though a neighbor's weight can bring everyone down. I am confident that people in business who, after all, were some of the people on the trail that morning, will reach out to sustain others when in their jobs.”
Michael O'Malley, PhD, Executive Editor, Yale University Press, and author of Leading With Kindness (with W. Baker) and the forthcoming The Wisdom of Bees
Don’t forget to share your resolutions or predictions for CSR 2010 in the comments section below.
With a plethora of challenges (and opportunities) facing our world, I wondered what resolutions and predictions business and social sector leaders would make for 2010. So I asked people who have a wide variety of perspectives, all of whom are deeply involved in understanding and addressing vital issues facing local and global communities.
The responses are eclectic, ranging from strategic to personal, including a poem and a personal story. I divided the responses into two posts; this is the first. I'll give my resolutions and predictions in a third post. Please share your own resolutions and predictions in the Comments section below.
The Question: What is your resolution or prediction for corporate social responsibility (CSR) in 2010?
"I want the world to understand that the future of this world lies in the hands of a 12 year old girl. She will either bear the next generation of poverty or presidents. If we can recognize the power of her potential to bring stability and prosperity to the world, we can start to make real progress in 2010."
"Three interrelated predictions: First, we will see the continued growth of what I call the empathy economy, which puts a premium on people over short-term profits. Second, digitally empowered consumers will demand corporations have purpose--ethical business models. Finally, my recent trips to Asia suggest that China, a rapidly growing consumer market with an enormous need for accountability, presents a huge opportunity for companies to develop ethical brands that consumers can trust."
Devin Stewart, Director, Global Policy Innovations, Carnegie Council
[Resolution] "To ensure that my team remains responsive to nonprofit organizations in this tough economic climate, while maintaining the focus of our company's philanthropy and employee engagement efforts on the areas of cultural heritage, leadership development and community service."
"Businesses today better understand the importance of being an integral part of the broader community. With the start of a new year and a new decade, I hope that CSR efforts undertaken by firms in the US and globally, will advance to the next level. My resolution is that Clifford Chance attorneys will help lead this initiative with our pro bono work, volunteerism and non-profit board leadership."
Craig Medwick, Managing Partner for the Americas, Clifford Chance
"In 2010, I see growth for CSR: the best corporations will beef it up, fully integrating it into strategy. CSR will continue to evolve from its low point (cynical exercise in fig leaf placement) to higher ground (fundamental part of successful strategy). The incentives are compelling. Corporate leaders face a witches' brew of stockholder unrest, dependence on public largess (what happened to capitalism?) and social media-fuelled revelations about actual CSR results. Pragmatists will see reputational risk, adjust and CSR will benefit."
"My prediction for 2010 is that several Fortune 100 companies will match their external promotion of CSR with the hiring of high profile executives to lead their efforts. It will be a real signal that CSR is core to their business and neither a PR strategy or seen as a passing fad."
"For us, 2010 will be all about integration. Like many companies, Deloitte has launched some very compelling initiatives over the past few years, such as our $50 million dollar pro bono program, our Deloitte Center for Leadership and the Community that provides training and leadership development for top Nonprofit Executives, and other skills-based volunteering programs. The key now is implementation and, specifically, embedding these initiatives into the everyday way we do business."
Evan Hochberg, National Director, Community Involvement, Deloitte Services LP
"As the debate over healthcare reform continues, companies will increasingly evolve to view employer-based or -subsidized health insurance as a responsibility rather than a burden. Going beyond premiums and co-pays for doctor's visits, health care coverage will ultimately recognize physical, social, and behavioral obstacles to good health and provide employees with the necessary tools to increase their productivity and overall well-being."
"The insensitivity shown by many of the financial firms on 'Wall Street' in 2009 and the anger it has engendered, should raise the profile and need for Corporate Social Responsibility even further in 2010."
Bruce Klatsky, Partner and Co-Founder, LNK Partners; Vice Chairman, Human Rights Watch; formerly Chairman and CEO, Philips Van-Heusen
"Kiva relies on corporate partnerships with dozens of leading corporations for literally millions of dollars of in-kind services. These relationships are absolutely essential in our having made over $100 million of microloans possible to entrepreneurs in need. I see a growing interest among businesses seeking to participate in global service where they can see the impact. My resolution for 2010 is to deepen and broaden Kiva's corporate relationships so that we can help even more entrepreneurs move out of poverty, thereby improving their lives and communities."
"My prediction: Businesses will continue to grow more aware that when all members of the community are well educated and employed, then that's good for business and the economy. My resolution: To engage more businesses in our highly effective work in making public housing neighborhoods places of hope, growth, and economic mobility."
"Education is rarely a hot topic in American discourse, but I predict that will change in 2010. Our collective success depends on educating children well, and we can no longer ignore that in this economy. 2010 will spark more conversations than ever about human capital, merit pay, collective bargaining, and teacher evaluation systems to advance student achievement. With a democratic president blurring political lines to choose ideas over rigid political platforms (backing traditionally republican ideas like choice and competition), in 2010 we can edge politics out of a ring that has knocked children out of their own bright futures for decades."
"This year will see dramatic increases in investment in emerging markets, where 9 in 10 people are poor or low-income. Innovative new business models must go beyond conventional CSR to meet their distinctive needs. My new year's resolution is to help investors and businesses to serve these underserved people, generating strong profits while changing and saving many lives. Last year, LeapFrog launched the world's first microinsurance fund, raising nearly $50 million. This year we plan to double that, enabling us to bring insurance to 25 million low-income people in Africa and Asia."
"My new year's resolution is 'improve communication' with clients, funders, board members and employees. I know it's so important yet I always seem to prioritize 'getting something done' ahead of it and then the communication of all the things we've done never happens. So this year 'getting the communications done' is going to get prioritized!"
"Hopefully, in 2010 the idea that successful corporate human rights strategies come from the heart rather than from rules, regulations and lawsuits will take root among lawmakers and officials. We will continue to contribute to a good corporate human rights climate by bringing together companies and NGOs at grassroots level and by assisting them in developing joint initiatives bottom-up."
For a career in big business that shows that we may
Do well and do good -- oops, used a cliche..."
Christine Bader, Advisor to the UN Secretary-General's Special Representative on business & human rights, former Manager of Policy Development, BP (twitter)
Don't forget to share your resolutions or predictions for CSR 2010 in the Comments section below. Look for Part II in my next post.
Nonprofits were financially challenged in 2009 like never before, with funding cuts from all sources--government, corporate, and philanthropic (foundations and individuals), as well as fees for services.
For business people serving on nonprofit boards, here are five Dos and Don'ts to get your nonprofit board ship-shape for 2010:
DON'T waste board meeting time on minor matters, or reports that can be emailed.
DO focus the majority of your board meeting time on the major strategic and financial challenges and opportunities, and engage the board in discussion; be sure your board is getting relevant and concise information in advance so that you can be well prepared.
DON'T burden your board or your organization with board members who are not engaged.
DO move off board members who are not fully participating or bringing much-needed expertise, funding, or other significant value to the table.
DON'T settle for a board that lacks the people you need to achieve success.
DO determine the gaps in your board in terms of expertise, diversity of backgrounds and perspectives, networks, and giving and fundraising capacity; identify and recruit them.
DON'T let board leadership get stale.
DO identify and cultivate new leaders and plan for leadership succession for the position of board chair and other board officers. Having highly committed, talented, and fresh leaders is essential for the organization's vitality and success.
DON'T forget why you are there.
DO remember that you serve on the board to help an organization to achieve its vision (its greater potential) in fulfilling its mission (the organization's compelling value) in service to the community. Be clear about how you can be useful as a board member, and be generous.
Communities of the world depend on nonprofit boards to succeed in guiding and shaping the organizations they govern. Boards that follow the five DOs above will be well on their way to success in 2010 and beyond.
Business people can play meaningful and productive roles in strengthening nonprofits in these challenging times, especially through effective board service.
In today’s marketplace, employers have their choice of qualified job candidates.I recommend your hiring with a strong bias towards people with volunteer experience. What makes them better qualified to work at your company?
This is what I can tell you about volunteers.Volunteers:
Have developed personally and professionally through their volunteer work, often including leadership skills.Ask them about what they’ve done, and what they’ve learned from their participation.
Go above and beyond their personal and work responsibilities, rather than complaining that they have too much to do.
Have spent time thinking about where they want to get involved in their community and what role they'd like to play.That means they’re likely to be more thoughtful and purposeful about choosing the employer and position they’d like as well.
Have met people through volunteering outside of their usual circle of friends.Through this experience, they show their interest, openness, and experience in meeting new people.
Have something to talk about with colleagues and clients other than work.Discussions about volunteering and community interest are often great bonding opportunities.
Are often natural leaders, having demonstrated the initiative to do more than is asked, to step outside of their comfort zones, and often to share in an organization’s vision of the community’s greater potential.
Wouldn’t you rather hire someone who has all this value to bring to your team at work?
