• Be thoughtful about who is working on the project and how that work is being done: the people working on a project and the way we interact will impact who else works on the project and directly shape the project itself.
• Be thoughtful about your own labour too! Remember when you are thinking about work, the team, expectations, thanks, and everything else to include yourself. You are also a person working on the project. If you notice that working with people in general starts to feel heavy and arduous, try to scale back and take a step back.
• Keep things vision focused: it’s easier to keep people motivated by a shared vision than it is to micromanage or constantly chase people for work
• Money: Until there is a major change in our economic structure, we are often dealing with unpaid and underpaid people in the arts. Communicate openly about this, especially if some people are paid and others are not.
• Keep communication open: Actively work on communication. Recognize the cognitive drain of shame and quiet conflict.
• Make space for community and friendship: Many people get involved in this kind of work for the relationship and community. In every meeting, gathering, and work session, try to make some space for people to connect in this way.
• Remember to thank people and celebrate work in an ongoing and informal way, as well as formally and publicly.
• Meet frequently to assess how everyone is feeling. Making space for public conversations as well as anonymous feedback can be very helpful in making things better for everyone

Recruitment

• Put out an open call. If people see a “looking for help” post, they are more likely to reach out to help.
• When looking for help, be mindful of diversity and the way we tend to recruit people who look like ourselves.
• It’s often better to invest in people who show up than it is to bring in hundreds of new people. Revolving doors with people constantly coming in and out is an energy drain.
• You can look for help in spaces with related mandates; schools; spaces with crossover interests (examples: art galleries, arcades, web art communities), and many other places.
• When reaching out to spaces ask people from those spaces the best way to connect with their communities: posters, email lists, coming to the space in person, nuances of language and culture, message boards, email newsletters, and anything else.

Have a timeline/plan for how people get involved. For example:

1. We put out our calls for help
2. Person contacts us and fills in a short form
3. We make our first contact quickly while they are still energised
4. Interview/onboarding: warm welcome, discuss expectations, discuss motivations, assign the first task
5. A few days later we do a check-in: how are they doing/feeling?
6. The first task is complete? Immediate thanks, celebration, and feedback (how did it go?)
7. Assign a second task
8. A few days later we do a check-in: how are they doing/feeling?
9. The second task is complete? Immediate thanks, celebration, and feedback (how did it go?)
10. Considered active: let them know they are fully onboarded!

Take time to understand motivations

• Why do you want helpers? Do you know?

1. Community growth
2. Labour (skills)
3. Excitement and enthusiasm
4. Diversity of expression

• Why might people want to help you?

Community

1. Interest in Cause
2. Skill Development
3. Empowerment
4. $$$
5. Creativity
6. Prestige
7. Access to Resources

Take time to talk about expectations so everyone knows what is promised to them and expected of them. For example:

1. The organization will:

• Only do work together that matches our shared vision and goals
• Speak our vision clearly so people can see each task in the larger context
• Match people to the work that most closely meets personal skills and interests
• Define tasks clearly, provide training, communicate expectations
• Support people when they ask for help (within capacity)
• Acknowledge and celebrate all work
• Take all feedback seriously and make changes when the community agrees.
• Say no to growth when we are low on energy or time
• Continuously work towards a stronger, safer, and more accessible community.
• Make space for people to grow and/or step back when needed

1. Each person will:

• Be aware of the space you occupy and mindful of the way your energy and actions shape the team, community, and project
• Communicate your needs and desires clearly
• Invest in your own training: take time to understand the community
• Only sign on for the work you can do
• Ask for help
• Communicate right away when you can’t meet your commitments
• Communicate when something isn’t working (anonymous if needed)

Onboarding

1. Ensure the training feels welcoming and well organized. Be clear about expectations.
2. The onboarding has three main parts:

• The person learning about us (as a community, our expectations, our history)
• Us learning about the person (their interests, their motivations, their needs)
• Discussing how we both will work together.

1. Make sure the first task is easy and well-supported. Get an early win!
2. Tasks should immediately begin to escalate in terms of autonomy and difficulty. If the person has misestimated their capacity or interest, it’s best to know quickly.

On work:

• Actively communicate available work: People can’t help if they don’t know what you need help with.
• Set people up to win! Tasks should be:

1. Specific: a manageable task with a beginning and an end.
2. A task that matches capacity and interests for volunteering

• Unordered List ItemIn giving each task we should provide:

1. A reason for doing the task (relative to the big picture)
2. Recognition of the person and their personal value.
3. Clear instructions, adequate training, and tools to complete the task.
4. A reasonable timeline.
5. A safe, friendly working environment.
6. Follow up to see that the task is completed.
7. Opportunity to provide and receive feedback when the task is finished.
8. Appreciation and rewards that match their reasons for working with us.

Ending relationships/letting people go

1. Always do an exit interview! There are many reasons why a person might leave and there is always something to learn.
2. Provide a space for dialogue and allow them to offer candid feedback (it will never be more candid)
3. Thank them for their time.

Marie Claire LeBlanc Flanagan

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