This month, I spoke with Tracy Nielsen, executive director of HandsOn Twin Cities— a local nonprofit that pairs corporations and members of the general public with volunteer opportunities at other nonprofits. Here’s what she had to say about leadership and board service.

As you think about the intersection of DEI work and volunteerism, what skills or attributes do leaders need to bring to their volunteer experience?

Tracy Nielsen: An ideal volunteer match begins when an individual volunteer has a passion for the nonprofit’s mission. Board members who are passionate about the mission are not content to let the organization stagnate, they make important decisions with serious consideration, they stay up-to-date on key issues affecting the organization, they hold their organizations accountable for positive change, and they are more likely to infect others with their passion and inspire them to get involved.

Board members with excellence in mind look at boards through a strategic lens, as opposed to an operational lens. They’re careful to maintain a balance of duties where they oversee senior management and staff activities without micromanaging them. They know that diversity on the board and in leadership is crucial to their success, and that board composition, staff and membership should represent the diversity that exists within our communities.

While board members must also carry out their fiduciary responsibilities, the most exemplary board members will always question nonprofit practices that are grounded in white supremacy culture. They will explore their governance practices and rethink policies and practices to make meaningful progress. 

How have you seen leaders cause harm when seeking to occupy roles of support? 

A vast majority of people join boards or step into a volunteer role because they want to help, and they have the greatest of intentions to make a positive impact, so often these stumbling blocks are very unintentional, however they can really cause a lot of harm in the long-run if leaders are not self-aware.

The biggest mistakes I see are board members thinking of themselves as the experts, the ones who are going to “solve” a complex problem with a corporate solution without truly understanding the complex problems. The desire to be treated like saviors or celebrities – letting their ego get in the way. Upholding white supremacy culture (leaning into and focusing on areas where they feel comfortable like data and rubrics to avoid listening to community voice and prioritizing the unique experience of community members). Micromanaging staff and Executive Directors/CEOs, thinking they’re smarter. Preventing progress, thinking short-term instead of long-term (maybe just about the gains during their own board term).

What advice would you give to leaders on how to be better volunteers? 

Tracy: I always reference the Steps Towards Meaningful Engagement guide that was co-created with The Woke Coach.

1. Define your purpose. A good volunteer is self-aware. It is important to reflect on the preconceptions and biases that we may have about the community before we engage.
2. Educate yourself. Systemic inequity and racial identity play a critical role in how different populations of people experience Minnesota. It’s important to consider well-known, painful examples of harm perpetrated by institutions and how they have impacted the community’s viewpoint and subsequent relationships with those institutions.
3. Don’t exploit communities. It is important not to make assumptions or inhabit preconceived ideas about disparities in communities. We should not think that we have the answers to fix challenges without first consulting with community members, and We should enter communities with humility and see community members and partners as collaborators versus someone we are serving.
4. Don’t center yourself. Volunteers must recognize that there are multiple ways of knowing and ways in which members of the community experience reality. They must be open to understanding those other ways and also foster co-learning. You don’t always know best.
5. Continue learning, engage deeper. Dig deeper to understand the community and the bigger picture by constantly seeking out information (reading, research, and conversations), and experience the discomfort that comes from new ideas and experiences.
6. Practice accountability & consistency. To address the issues in our communities requires time and commitment. Cultivating authentic and strong relationships requires trust and accountability, that is built over time.