The Volunteer Who Became a Great Staff Member

I'll never forget the lunch meeting.

“Sally” and her husband had just completed our new member class, and I wanted to get to know them better. Over sandwiches, they shared their story—a recent move back to our area to be closer to family, leaving behind a church where Sally had led multiple community outreach initiatives.

As she described the programs she'd built and the partnerships she'd formed, I noticed something: This wasn't just volunteering for her. This was calling. "I've been doing marketing and communications professionally for years," she mentioned almost casually, "but honestly, my favorite part of every week was leading community initiatives."

I remember thinking: We just found someone special. What I didn't know then was that this lunch conversation would lead to one of the best staffing decisions our church would make—even though she didn't end up on my team.

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The Volunteer Phase: Watching for Green Flags

Sally started volunteering in our community outreach ministry right away. Not because I recruited her aggressively, but because she couldn't not serve.

Here's what I noticed in those early months:

She showed up. Every single time. Early, prepared, enthusiastic. She didn't just complete tasks—she improved them. When I asked her to coordinate volunteer schedules for a back-to-school event, she created a digital system that was fantastic.

She asked strategic questions. Not complaints disguised as questions, but genuine inquiry: "Have we thought about partnering with the school district office instead of individual schools? We might get better coordination."

She made things easier for me, not harder. High-capacity volunteers multiply your effectiveness. Low-capacity volunteers, no matter how well-intentioned, drain your energy. She built relationships naturally. Other volunteers gravitated toward her.

Most importantly: She was already doing the work before I gave her the title.

Six months in, I didn't need to promote Sally to a leadership role. I just needed to name what was already happening.

The Test: Liaison to a Tough Partner

We had a community partnership that had been... challenging. The nonprofit was doing great work, but coordination was difficult. Communication kept breaking down. Volunteers felt disconnected from the mission. I asked Sally if she'd be willing to serve as our church liaison to this organization—essentially becoming the bridge between their needs and our volunteers.

She said yes.

Within three months, she had:

• Met with their executive director to understand their real needs (not just what they said in meetings)

• Created a volunteer orientation process that connected people emotionally to the mission

• Established a regular communication rhythm that kept everyone informed

• Recruited and trained three sub-team leaders so she wasn't doing everything herself

• Turned a challenging partnership into  effective one

That's when I knew: This wasn't just high-capacity volunteering. This was staff-level leadership.

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The Opportunity (And the Plot Twist)

A few months later, our church had several staff openings. One was on our Outreach Team—essentially the role Sally was already doing as a volunteer, just formalized and funded. We interviewed her. She was perfect. We wanted to hire her. But plot twist: Our Communications and Marketing team wanted her too. And honestly? They made the better case. Sally's professional background was in marketing and communications. While she loved community outreach, her skill set was a perfect match for helping our entire church communicate more effectively.

Here's what I learned: Sometimes the best hire for the church isn't the best hire for your specific department.

I was disappointed. I won't lie. I wanted Sally on my team. Sally joined our Communications and Marketing team. She served there for several years and was absolutely fantastic. And you know what? She never stopped caring about community outreach. She just started helping the entire church communicate about it more effectively. Our volunteer recruitment increased. Our partnership stories reached more people. Our impact multiplied.

That's what happens when you hire high-capacity people: They make everything they touch better, even if it's not the role you initially envisioned.

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What I Learned About Identifying High-Capacity Volunteers

Looking back on Sally's journey—and many similar stories since—I've identified key indicators that separate high-capacity volunteers from everyone else.

1. They Make You Better, Not Busier

Low-capacity volunteer pattern:

• Needs constant direction

• Creates more work than they complete

• Requires emotional management

• Makes you tired

High-capacity volunteer pattern:

• Anticipates needs before you ask

• Solves problems independently

• Brings solutions, not just problems

• Energizes you

Sally did this from day one. She didn't wait for me to tell her what needed doing—she observed, identified gaps, and filled them. When she asked questions, she'd already thought through potential answers.

2. They Improve Systems, Not Just Complete Tasks

Average volunteers do what you ask. High-capacity volunteers do what you ask better than you imagined it could be done. When I asked Sally to coordinate volunteers for one event, she created a replicable system for all our events. When I asked her to communicate with one partner, she built a communication framework that improved all our partnerships.

High-capacity people don't just work IN the system—they work ON the system.

3. They Lead Without Titles

Sally was leading before I ever gave her an official leadership role. Other volunteers naturally looked to her for guidance. Community partners treated her like she was in charge. She facilitated solutions when conflicts arose.

If someone is already functioning as a leader while volunteering, giving them an official role isn't a promotion—it's recognition of reality.

4. They Have a Growth Mindset

High-capacity volunteers don't say: "That's not how we did it at my last church."

They say: "At my last church we tried X. What if we adapted that for our context here?"

Sally brought experience without baggage. She offered ideas without ego. She was confident enough to lead but humble enough to learn.

5. They Multiply, Not Just Add

The math of leadership capacity:

Addition: I can do 10 units of work. If I recruit someone who can do 3 units, we now accomplish 13 units together.

Multiplication: I can do 10 units of work. If I recruit and equip someone who can do 5 units AND train three others who each do 3 units, we now accomplish 24 units together. Sally was a multiplier. She didn't just serve—she recruited others, trained them, empowered them, and celebrated them.

High-capacity people build teams, not just to-do lists.

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The Investment vs. Immediate Impact Tension

Here's the tension every ministry leader faces: Do you invest deeply in a few high-capacity people, or spread your attention across many willing volunteers?

The immediate impact approach:

• Recruit as many volunteers as possible

• Get them serving quickly

• Focus on filling slots for upcoming events

• Measure success by number of volunteers

The investment approach:

• Identify high-capacity people

• Spend significant time developing them

• Focus on building leaders who will recruit others

• Measure success by multiplication of impact

I used to default to immediate impact. I needed bodies to fill volunteer slots. I didn't have time to "invest" in people.

Here's what changed my mind: Sally.

Imagine if I'd treated Sally like just another volunteer:

• "Thanks for signing up! Here's your assignment for Saturday."

• No lunch meeting to understand her story

• No invitation to lead the partnership liaison role

• No development, no investment, no relationship

We would have gotten one volunteer for one event.

Instead, because I invested time in understanding Sally's capacity and calling:

• She became a high-impact volunteer leader

• She transformed our most challenging partnership

• She eventually joined our staff

• She multiplied the effectiveness of our entire communications strategy

• She influenced thousands of people over several years

One lunch meeting. A few intentional conversations. Some strategic delegation. Massive return on investment.

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How to Identify YOUR High-Capacity Volunteers

You have Sallys in your congregation. You might not know who they are yet. Here's how to find them:

Strategy #1: Pay Attention to New Members

The new member class isn't just about orientation—it's a recruitment opportunity.

What I do now:

• Personal invitation to a conversation with every new member that expresses any interest in any form of community outreach (or small group lunch if volume is high)

• Ask about previous ministry experience: "What did you love doing at your last church?"

• Ask about professional skills: "What do you do Monday through Friday?"

• Ask about passion: "If you could serve anywhere in our community, where would it be?"

• Take notes. Remember details. Follow up within two weeks.

Sally's story began because I took her to lunch and actually listened.

Strategy #2: Watch Who Makes Things Better

Create a mental (or actual) list: "People Who Make Things Better"

Add names when you observe:

• Someone reorganizing a messy storage closet without being asked

• Someone recruiting their friends to serve alongside them

• Someone solving a problem you didn't even know existed

• Someone staying late to help clean up when they weren't scheduled

• Someone asking thoughtful questions about improving processes

Once someone makes your list, invest in them intentionally.

Strategy #3: Notice Who Other Volunteers Naturally Follow

Leadership isn't always official. At your next volunteer event, watch group dynamics:

• Who do people gravitate toward for questions?

• Who naturally coordinates others?

• Who sets the tone (positive or negative) for the team?

• Who stays calm when things go wrong?

Informal leadership is often more powerful than positional leadership.

Strategy #4: Look for Professional Skills That Transfer

Sally's marketing and communications background transferred directly to ministry needs:

• Strategic thinking → Partnership development

• Project management → Event coordination

• Copywriting → Volunteer recruitment materials

• Relationship building → Community partner connections

Ask yourself: What professional skills in our congregation would multiply our ministry effectiveness?

Don't limit your thinking to "ministry jobs." Some of the best ministry leaders come from business, education, healthcare, technology, or trades. Their skills transfer in powerful ways.

Strategy #5: Create Testing Environments

Don't wait for the perfect role to open. Create small leadership opportunities to see who rises:

• "Could you coordinate volunteers for this one event?"

• "Would you be willing to liaison with this community partner for the next quarter?"

• "Can you lead this team meeting while I'm out of town?"

• "Would you train our new volunteers at next month's orientation?"

These aren't just tasks—they're auditions for bigger leadership.

Sally's liaison role was exactly this. It was a testing environment that revealed her capacity for much more.

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The Investment Framework: How to Develop High-Capacity Volunteers

Once you've identified high-capacity people, don't just give them more work. Invest in their development.

Investment Level 1: Relational Connection (Ongoing)

• Regular one-on-one conversations (coffee, lunch, phone calls)

• Ask about their life, family, work, challenges

• Pray for them specifically

• Celebrate wins, both ministry and personal

• Remember details from previous conversations

Time investment: 30-60 minutes monthly

What this communicates: "You matter to me as a person, not just a volunteer."

Investment Level 2: Strategic Delegation (Quarterly)

• Give them projects, not just tasks

• Provide autonomy with accountability

• Let them improve your ideas

• Ask them to solve problems, not just implement solutions

• Trust them with things that matter

Time investment: Planning meeting + check-ins

What this communicates: "I trust your judgment and leadership."

Investment Level 3: Leadership Development (Bi-annually)

• Send them to relevant conferences or training

• Buy them books on leadership, their passion area, or ministry development

• Connect them with other leaders in similar roles (inside or outside your church)

• Invite them to shadow you in meetings or decision-making

• Ask for their input on strategic decisions

Time investment: Variable (conference attendance, book discussion, etc.)

What this communicates: "I'm investing in your growth, not just using your help."

Investment Level 4: Pathway Conversations (Annually)

• "Where do you sense God leading you in the next 1-3 years?"

• "What would you love to do that you're not currently doing?"

• "How can I help you grow in your calling?"

• "Have you ever considered vocational ministry?"

• "What would need to be true for you to increase your involvement here?"

Time investment: One extended conversation

What this communicates: "I see potential in you and want to help you fulfill it."

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When High-Capacity Volunteers Become Staff: The Transition

If you're able to hire, high-capacity volunteers can be your first recruiting pool.

Why internal promotion works:

✓ Proven track record - You've seen them lead, not just interviewed them✓ Cultural fit - They already know and love your church✓ Relationship equity - They have trust with the team and community partners✓ Passion verification - They've volunteered because they wanted to, not needed to✓ Reduced onboarding - They know your systems, partners, and people

But don't assume every high-capacity volunteer should become staff.

Three Questions Before Offering a Position:

Question 1: Does their current profession bring them life, or would they jump at a ministry opportunity?

Some high-capacity volunteers love their day jobs and want to keep ministry as volunteering. Respect that. Don't assume everyone wants to be on church staff.

Question 2: Do they have the specific skills needed for the open role, or just general leadership capacity?

High-capacity doesn't mean high-fit for every role. Sally could have succeeded in outreach, but she was a better fit for communications.

Question 3: Would hiring them improve their contribution, or diminish their passion?

Sometimes the transition from volunteer to staff changes the relationship with the work. The thing they loved doing as a volunteer becomes "just a job." Be thoughtful about this.

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The Questions I Ask Myself Now

Sally's journey changed how I think about volunteer leadership. These are the questions I ask regularly:

Weekly: Who made things better this week that I need to notice and thank?

Monthly: Which volunteers am I investing in relationally? Do I have regular conversations scheduled?

Quarterly: Who should I be delegating bigger leadership opportunities to?

Annually: Which high-capacity volunteers are ready for the next level? What pathways am I creating for them?

When hiring: Are we looking internally first? Have we developed our volunteer bench enough that we have qualified internal candidates?

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Your Turn: The High-Capacity Volunteer Audit

Take 15 minutes right now and do this exercise:

Part 1: Identify

List the names of 3-5 people in your ministry who demonstrate high-capacity characteristics:

• Make you better, not busier

• Improve systems

• Lead without titles

• Have a growth mindset

• Multiply impact

Write their names down. Right now. Don't wait.

Part 2: Assess

For each person, answer:

• When was the last time I invested in them relationally? (Coffee, lunch, meaningful conversation)

• What leadership opportunity could I offer them in the next 30 days?

• What's preventing me from investing more in them?

Part 3: Act

Choose ONE person from your list. Schedule a lunch meeting with them THIS WEEK.

No agenda other than getting to know them better. Ask about their story, their passion, their dreams. Listen. Then start investing.

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The Sally Principle

Here's what I call the Sally Principle:

The time you invest in one high-capacity person will multiply your ministry more than the time you spread across a dozen low-capacity people.

That sounds harsh. It might even sound unbiblical—aren't we supposed to love everyone equally? Yes, we love everyone equally. But we don't invest in everyone equally. Even Jesus had twelve disciples, three in an inner circle, and one (John) described as "the one Jesus loved."

Investment isn't about favoritism—it's about stewardship of your limited time for maximum kingdom impact.

You can't have deep investment conversations with 50 volunteers. You can have them with 5-7 high-capacity people who will each multiply impact to 50 more.

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The Courage to Invest

Here's the scary part about investing in high-capacity people:

They might leave.

You might invest years in someone, and they might:

• Get hired by another church (like I almost did with Sally)

• Move to another city

• Change careers

• Burn out

• Decide ministry isn't for them

That's okay.

Your job isn't to hoard high-capacity people. Your job is to develop them for kingdom work, wherever that leads. I've invested deeply in leaders who are now:

• Serving at other churches (some larger, some smaller)

• Leading nonprofits

• Launching new ministries

• Doing marketplace missions

• Staying right here and multiplying impact

Every single investment was worth it.

Because here's the truth: High-capacity people will create impact somewhere. The question is whether you'll help shape them for greater effectiveness or miss the opportunity entirely.

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WHAT'S YOUR SALLY STORY?

Have you identified a high-capacity volunteer who became a great leader in your ministry? Or are you currently investing in someone and wondering if it's worth the time?

Share your story in the comments below. I'd love to hear about the high-capacity people you're developing. And if you're a high-capacity volunteer reading this and thinking "my pastor never notices me"—send them this post. Sometimes leaders need permission to invest differently.

This blog post is part of the Beyond the Walls series, complementing Chapter 2 of "Beyond the Walls: Mobilizing Your Church for Community Outreach." For the complete framework on building your leadership foundation, including detailed recruitment strategies and leadership development processes.

Next in the series: "5 Questions to Ask Before Adding Anyone to Your Team" - The vetting process that protects your ministry and honors potential leaders.

Have you downloaded all the free resources from this blog series? Check out:

• Week 10: Conflict Resolution Worksheet

• Coming Week 12: Team Vetting Checklist