We don’t often say it out loud, but most of us know it is true: some volunteers do more harm than good. We have all had that person who means well but drains more energy than they give — dominating meetings, ignoring deadlines, or dropping by the office for “just a few minutes” that turn into 90 minutes. Their hearts may be in the right place, but their actions pull us away from the mission.
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This article is brought to you by Institute for Organization Management, the U.S. Chamber of Commerce’s professional development program for nonprofit executives.
And here’s the hard truth: you can’t afford to keep every volunteer.
The truth is you can’t control every volunteer’s attitude or choices. What you can control is how you lead, the clarity you provide, and the culture you build. Here are five practices that can transform how you navigate difficult volunteer situations:
- Set clear expectations from the start Volunteers do their best work when they know what success looks like. A written role description, an onboarding conversation, or even a quick check-in goes a long way. Without clarity, you end up with mismatched expectations: they think they’re helping, while staff feels overwhelmed. Starting with alignment prevents frustration on both sides.
- Focus on the behavior, not the person It’s tempting to label someone as “difficult,” but often its specific actions cause the problem. By addressing the behavior directly — missed deadlines, undermining staff, or taking up too much space in discussions — you separate the issue from the individual. That keeps the door open for growth and partnership. One volunteer who regularly derailed meetings turned things around when we named the behavior and invited them to channel their passion into leading a subcommittee instead.
- Create a culture of open conversation Do not let concerns fester. Invite honest dialogue with your volunteers just as you would with staff or board members. A simple, “Here’s what I see — how do you see it?” can uncover miscommunication and reset the relationship. When volunteers know you will be candid with them, they are far more likely to be candid with you — and that trust makes everything easier.
- Build in regular recommitment Just like boards, volunteers benefit from an annual recommitment. Asking people to reflect on their role, energy, and availability gives them permission to step back if it’s not the right fit — and frees you from having to force an awkward conversation. Those who stay do so with fresh energy. I have seen volunteers light up when asked, “Do you want to continue this role for another year?” The simple act of asking gave them a chance to re-choose their commitment.
- Know when to realign or release Sometimes a volunteer’s talents simply don’t match the role they’ve taken on. In those cases, your job is to either redirect their energy toward a better fit inside your organization — or graciously release them to find a role elsewhere that suits their strengths. That’s not failure — it’s leadership. Protecting your mission and your people comes first. And often, a volunteer who struggles in one role flourishes in another when their skills are better aligned.
Volunteer management isn’t about collecting as many people as possible or keeping everyone happy. It’s about aligning energy with your mission. And sometimes that means recognizing the volunteer you can’t afford to keep.
The cost of misaligned energy — in staff time, in culture, in missed opportunities — is far greater than the benefit of having “one more set of hands.” When you focus on clarity, open conversations, recommitment, and alignment of strengths, you don’t just add volunteers — you multiply impact.
The real question isn’t how many volunteers you have. It’s whether the ones you keep are helping you move forward.
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About the author
Tom Brush
Tom Brush is the CEO of Advancement Designs
