I have just been reflecting on the various organisations in which I have a voluntary interest, typically as a trustee or school governor. Every single one of them either has had, or currently has, significant leadership issues – perhaps that says something about the type of organisation in which I get involved but I really wanted both myself and you to reflect on our behaviour when faced with serious challenges.
Throughout most of my working life I was paid, and sometimes handsomely, to face and deal with the challenges of organisational stress and change. I mention this because I have come to recognise that facing similar challenges as a volunteer is fundamentally different. In the first instance a security driver always kicked in, after all my employer paid my mortgage and set up a pension which now allows me to volunteer my time. The situation with volunteering is fundamentally different, I can walk away at any time and can even arrange such a departure that most other people involved would recognise that I was neither implicitly not explicitly knocking the organisation for which I had volunteered. Indeed I did that three or four years ago when I temporarily gave up all of my involvement in school governance because it was taking over and I realised that I needed to pay more attention to my business and personal life. Well, that is what I said at the time.
Reflecting on that, and taking account of my current circumstances, I wonder whether I had just had enough. I guess that I volunteer in the belief that those receiving my services will value them and be prepared to listen to what I have to say. Better still, act on it. When this does not happen, the change manager in me says something along the lines of “Well, the system is stuck and I am part of the system. What can I do differently that might provoke a different response?”
As a professional, one tries and tries and tries alternative tactics and strategies in an effort to unlock the system. Equally, as a professional I have come to realise that there is a time to walk away. I have probably mentioned before that, in something like 30 years of change leadership, one of the key lessons I have learned is “Do what you can, where you can, when you can”. The implications of that statement are that on occasions one ought to walk away from a challenge, partly because walking away is itself an intervention that might shift the system and partly because a change agent’s time is usually best spent on situations where they can make a difference rather than tiring themselves out in trying to move the immovable object.
So my proposition is that the statement “I have had enough of this” might well be my subconscious telling me to walk away. What do you think? Especially for those of you who volunteer your time, what keeps you there when the going gets tough?