As commissioners we are acutely aware that a fundamental component of Scouting’s structure is the volunteers. Without these volunteers, the organization would collapse; with strong volunteers, the organization flourishes. Part of sustaining units is making sure volunteers thrive (yourself included!).

Here are 10 things commissioners can do to sustain other volunteers and themselves:

• Know your ‘why.’ Remembering why you became a commissioner will revitalize your energy, keep you focused on what really matters, and keep you motivated to make a difference.
• Stay focused on your goals. It’s easy to get distracted when there is so much in Scouting that needs to get done. However, allowing yourself to be overwhelmed with other tasks will make you less effective in your commissioner role.
• Finish your to-do list. You know those contacts you’ve been meaning to log? Or the 2 or 3 little things on your to-do list you’ve been putting off? Crossing those things off your list will give you a sense of accomplishment and keep you motivated.
• Focus on strengths. Reminding unit leaders of the things they do well can be a powerful tool to improve confidence and increase motivation. Conversely, focusing solely on what needs to be ‘fixed’ can create an atmosphere of insufficiency.
• Remember it’s the small stuff. Powerful support systems don’t always translate to large gestures or significant projects. Smiling, listening and offering to help are small gestures that don’t cost anything and can make a big difference. It doesn’t have to be complicated to be consequential.
• Do what is right, not what is easy. It’s tempting to walk away from a unit that is struggling or overlook leadership problems within a unit. Poor leadership is unfair to the Scouts and can often discourage other parents from becoming volunteers. Providing support so that problems can be resolved will keep volunteers engaged.
• Don’t be afraid of change. While it’s true that doing things the same way is more comfortable and familiar, it’s not always in the best interest of the program.  Say for example, that a troop has traditionally scheduled high adventure hiking activities, but the current group of Scouts prefer other adventures. Why would a volunteer insist on planning a hiking activity for Scouts who would rather be canoeing?
• Take responsibility. Too often we wait for those in key leadership roles to make decisions that will change the way we recruit and sustain both volunteers and units. In truth, the most powerful transformations come from volunteers on the front line.
• Celebrate success. Doing so will create a culture where volunteers and units can thrive. It will cultivate a mindset of success, boost self-confidence and motivate volunteers to achieve more.
• Broaden your horizons. My youngest son attended the World Jamboree in 2019 and gained an awareness that the majority of Scout leaders from other countries were younger than those in the U.S. That doesn’t mean we should dismiss the wisdom and experience of volunteers who have dedicated a lifetime to the BSA! It does mean we should expand our vision to include volunteers who are in the 21-30 age range. Youth and energy are a valuable asset.

Creating a framework in which volunteers thrive also means that units will thrive. Sustaining Scouting is not just about units but also about sustaining volunteers so they can continue to make a difference!