At the start of the year our manager invited us to choose a word for the year. One word to guide how we show up at work and support others. I chose creativity. That choice kept resurfacing for me in an unexpected place: a Febreze commercial. The ad asks whether we’ve become so accustomed to the scents in our home that we no longer notice them. It points to a real phenomenon, our senses adapt over time, making it harder to notice what has become constant.
Familiarity softens awareness. When something becomes routine, we often stop truly seeing it.The same thing can happen in volunteer engagement. And it can be amplified depending on where volunteer managers sit. Whether we work at a national, provincial, or local level affects how close we are to staff realities, and how much influence we have over what actually gets implemented on the ground.
When Familiarity Becomes Routine
Volunteer programs are often built on systems that have worked well over time. In volunteer-led and resource-constrained environments, relying on what is familiar and dependable makes sense. But over time, familiarity can quietly turn into routine. We may:
- Stop revisiting why we do things a certain way
- Miss small barriers volunteers experience
- Overlook opportunities to strengthen engagement
This is rarely about a lack of care. More often, it’s about proximity. When volunteer managers are further removed from day-to-day operations, it becomes easier to assume systems are working as intended, even when staff are quietly adapting to make them function. Add limited capacity and competing priorities, and creativity can start to feel like “one more thing.” That’s why creativity needs to be grounded in reality:
- Aligned with existing workflows
- Flexible across local contexts
- Respectful of staff time and energy
Especially when managers are recommending ideas they won’t be implementing themselves. In this context, creativity becomes less about innovation and more about intention.
Engaging Volunteers Where They Are
Creativity in volunteer engagement doesn’t mean adding more work. It means meeting volunteers where they are, while respecting staff capacity and the limits of different roles. What works often depends on:
- How well volunteer managers understand staff realities
- How much autonomy staff have to adapt ideas locally
- How close managers are to day-to-day program delivery
Event volunteers, for example, may be seeking connection, even though events don’t always create space for it. A short pre-event meet and greet can help. Some practical considerations:
- Pre-event gatherings are often more effective than post-event ones
- Everyone is usually exhausted once an event ends
- A brief outdoor walk led by a senior volunteer can build connection without adding pressure on staff
For managers working at a distance, ideas like this work best when they’re adaptable rather than prescriptive. Newcomer or newcomer-serving volunteers may be motivated by learning and building local knowledge. Inviting community partners to share brief presentations can add value without requiring significant staff time, especially when managers understand what relationships already exist locally. Creating welcoming spaces also matters. In one program, a staff member:
- Added photos of her team
- Posted a code of conduct for volunteers and community members
- Included small touches that made the space feel inviting
These low-effort changes helped volunteers feel valued and reinforced a positive culture, because they were grounded in the realities of that space. Episodic volunteers may not want long-term commitment, but they still benefit from clear communication, appreciation, and a welcoming experience. Small, thoughtful shifts like these can meaningfully improve engagement when they reflect what staff can realistically sustain.
Supporting Staff by Designing for Reality
Creativity also shows up in how we support staff who work with volunteers. When staff struggle to engage or recognise volunteers, it’s usually due to limited time, competing priorities, or operational constraints, not a lack of care. For volunteer managers, particularly at provincial or national levels, this calls for curiosity and humility. Instead of asking why staff aren’t doing more, a creative lens asks:
- How can volunteer engagement be easier?
- What fits naturally into existing workflows?
- What support will staff actually use?
Practical supports might include:
- Quick recognition tools or templates
- Plug-and-play engagement ideas
- Streamlined volunteer information so staff know who is coming, why they’re there, and what motivates them
These supports work best when staff help shape them and when managers understand their role is to influence, not direct, implementation.
Creating Inviting Volunteer Spaces Together
Volunteer spaces, physical or virtual, send a clear message. They signal whether volunteers are expected, valued, and supported. Creating inviting spaces doesn’t require major effort, but it does require listening, especially when managers are further removed from program delivery. Small changes can make a big difference:
- Keeping volunteer areas neat and ready
- Displaying volunteer quotes or reflections
- Posting staff photos and roles
- Making expectations visible through a code of conduct or values statement
- Creating simple welcome cues like signage or check-in points
When aligned with how programs actually operate, these changes reduce uncertainty for volunteers, save staff time, and strengthen engagement.
A Creative Lens for the Year Ahead
Choosing creativity as a guiding word is an invitation to pause and look again, to see volunteer programs as volunteers and staff experience them today, not as we remember them or imagine them from a distance. As the year unfolds, it’s worth asking:
- Where could small moments of connection be strengthened?
- Which systems could be simplified for both volunteers and staff?
- How can meaning be added without adding burden, given your role and proximity to the work?
In volunteer engagement, creativity often shows up in small, human-centred shifts. When volunteer managers, regardless of level, lead with fresh eyes, practical empathy, and awareness of their distance or closeness to implementation, programs become more welcoming, sustainable, and meaningful for everyone involved.
The Middle Slice 