If you want a job done right, you have to pay for it.
This silly idea demeans both work and worker, particularly when it comes to volunteers. You can’t trust volunteers because they aren’t being paid, or so the story goes. Let’s take a closer look.
Mothers typically don’t receive direct financial compensation for their work as mothers. Do we trust them with our children?
Many volunteers maintain paying jobs. Do they suddenly become untrustworthy when they leave their place of employment? That includes you by the way.
In crisis, before organization-funded relief efforts arrive, who deals with the nastiest, most chaotic response? When the car goes over the guardrail or a tornado strikes, who insists on waiting for paid works to take action?
In governing nonprofit, community, and faith-based organizations, who sits on boards and committees?
Do we ask if a song-writer or painter was paid for her work before we enjoy it?
If you want important work done, perhaps it would be better to turn to a volunteer.
We also know that money is not a top-ten motivator for doing good work – studies over the years are clear and consistent on this point.
So, what’s up with this distrust of volunteers?
For one thing, volunteers do not suffer bad management gladly – they expose it. When volunteers are not supported to succeed, they act poorly or disappear.
Even though money doesn’t motivate good work, it may keep workers showing up every day. Volunteers are under no such constraint. Because they’re much more difficult to threaten, volunteers are less subject to control. Volunteers must be led.
Here’s how I propose to restate the tired maxim: Great leaders deserve volunteers; all others please pay cash.
